04 Jan Leadership Theories in Practice
Leadership Theories in Practice
Nurses should work in an environment that is empowering, safe and satisfying. This necessitates the provision of quality and safe care to their patients. Leadership skills and behaviors should be developed to create a healthy work environment and proper functioning of the healthcare providers (Harris & Mayo, 2018). Leadership traits that I observed in healthcare settings include the application of emotional intelligence and transformational leadership.
Transformational leadership entails leaders showcasing abilities to accommodate, understand, appreciate, support, and be empathetic (Cheng et al., 2016). Transformational leaders develop a conducive environment that encourages and motivates nurses in performing their roles. Effectively motivated nurses express satisfaction, an essential quality towards improved care quality and patient safety (Collins et al., 2019). In the organization I worked, we had a very authoritative nurse leader in my department. Everyone was ever complaining about the nurse’s behavior. Several nurses expressed dissatisfaction with the nurse leader. High turnover was high in the department, and everyone was demotivated and stressed. After several reports, she was demoted and assigned to another small clinic. A new nurse leader employed was transformative. She adapted quickly to the role, prompted nurses in the department to develop and share new ideas about improving the department operations, inspired all nurses, and encouraged self-management. Everyone got motivated, and everyone was willing to work. She was accommodative, consulted, and encouraged everyone in performing their tasks. In her first year, there was no resignation of any nurse in the department.
The second skill I observed in the healthcare organization is emotional intelligence (EI). EI is the ability to appreciate both self and other people’s emotions and feelings (Phillips & Harris, 2017). It is a leadership skill that enables leaders to create a positive and welcoming environment. In addition, a leader possessing emotional intelligence can talk to new people, listen to others, be empathetic, share own feelings, and practice kindness (Raghubir, 2018). These skills impact nurses positively, leading to enhanced care quality and positive health outcomes. I worked under a nurse manager in the same organization who effectively applied emotional intelligence in her administrative duties. One day I reported at work in distress. Someone had provoked me at home, and I could not control myself. I did not intend to engage anyone in the hospital. She noticed I was not myself and asked if we could have a word. She managed to control my emotions. She understood my woes and frustrations. We spoke, and she effectively enabled me to get over the disappointment. I worked without any difficulties and completed my tasks excellently.
References
Cheng, C., Bartram, T., Karimi, L., & Leggat, S. (2016). Transformational leadership and social identity as predictors of team climate, perceived quality of care, burnout, and turnover intention among nurses. Personnel Review.
Collins, E., Owen, P., Digan, J., & Dunn, F. (2019). Applying transformational leadership in nursing practice. Nursing Standard, 35(5), 59-65.
Harris, J., & Mayo, P. (2018). Taking a case study approach to assessing alternative leadership models in health care. British Journal of Nursing, 27(11), 608-613.
Phillips, J., & Harris, J. (2017). Emotional intelligence in nurse management and nurse job satisfaction and retention: a scoping review protocol. JBI Evidence Synthesis, 15(11), 2651-2658.
Raghubir, A. E. (2018). Emotional intelligence in professional nursing practice: A concept review using Rodgers’s evolutionary analysis approach. International journal of nursing sciences, 5(2), 126-130.
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