Leadership Styles in Professional Nursing Essay

lead is a very important aspect within the part of Nursing. With constantly evolving technology, poor economics leading to major hospital cutbacks, and healthc atomic number 18 reforms, strong care for lead has never been more important or necessary. Hood (2010) defines leading as a march of influencing others to attain in return agreed upon goals. We leave behind discuss the differences between leaders and management. In addition, we will examine 2 pillow slips of leadership styles Transactional and Transformational and address the in force(p)ness of both styles in achieving high whole step of nursing achieveance. leadership vs. ManagementMany hatful think of management and leadership as interchangeable. However, there is a strict difference between the two. In defining leadership and management, the one polar difference is that a person with leadership has the ability to persuade/ invite others into following their deal and putting the needs of a group earli er of an individuals own personal needs (McGuire & Kinnerley, 2006). Leaders aim this ability to inspire by employing enthusiasm, hope, optimism, and advanced methods.Leadership does entail having about management characteristics, but needinesss the positional power to bring their visions to life. Management is usu totallyy an appointed position within a company (Hood, 2010). Performance standards for managers frequently require emphasis on transactional projects such as budgets, productivity, and quality monitor (McGuire & Kinnerley, 2006). Management does not equate to having leadership abilities because an organizations organise often dictates that a managers priority should be facilitating and promoting change sur character operations within a workplace (Carney, 2009). Managers ar troubleshooters and problem solvers, who are more or less interested in maintaining production and profits.Transformational LeadershipIn 1978, James McGregor Burn (1978) developed the theory of transformational leadership and depict it, A process that motivates subordinates by appealing to higher ideals and moral value. A transformational leader is someone that helps shape development of supply done empowerment and stimulating creativity and innovation within the workplace (Sellgren, Ekvell, & Tomson, 2006). below this style of leadership, relationships to employees and concern for their well-being is just as important as completing the tasks (Hood, 2010). The transformational leader often uses their enthusiasm, close underlying interpersonal relationships, and vision to increase the motif of their peers/co-workers to stay persistent and diligent through achievement of organizational goals and tasks.This type of leadership can be equally effective under the most stressful circumstances by keeping localize on employee satisfaction and promising the employee a better future (Allen, 1998). check to S. Sellgren et al. (2006), studies have shown a correlation between transformational leadership and nursing quality. Transformational leadership has been proven very effective in increasing productivity and staff cohesion. As a result of staff cohesion, consensus amongst staff evolves and develops. Consensus is effective because all persons feel that they have do a contribution in the decision-making process regarding unit practices/policies. And although it leaves more time to reach a consensus, the participants have made a commitment to execute the decisions (Hood, 2010).Transactional LeadershipTransactional leadership uses strategy that is founded on the principles of incentives and punishments (Hood, 2010). Motivation is thought to be derived from responses to positive and negative strengthenrs. If employees or subordinates perform hard work and meet certain criteria or expectations, then they are rewarded with something of value (i.e. increased salary, bonuses, promotions, etc). However, if they fail to meet goals or expectations, then they face some form of punishment (i.e. probation, demotion, termination). This type of leadership system is often more task oriented and focuses very little on employee relationships (Hood, 2010). A transactional leader is much more focused on structure, role expectations and the orifice of reward to staff (Sellgren, Ekvell, & Tomson, 2006). It seems however there are proceedss to this type of system. match to B.M. Bass (1985), The ultimate outcome of such contingent reward expression is enhanced role clarity, job satisfaction, and improved performance. This style of leadership appears to be most effective in occupations relating to sales and commissions. Commission ground jobs that rely on strong job performances to either establish income or supplement salaried income respond effectively to this style of leadership. However, the disadvantage to this type of leadership is that commitment is variable and negotiable, and any personal incentive/motivation an employee may have to incr ease job performance diminishes until its rewarded (Sellgren, Ekvell, & Tomson, 2006). In addition, because this leadership style is so structured, it leaves little room for creative amplification or employee job satisfaction (McGuire & Kinnerley, 2006).Leadership Styles and NursingWithin health care settings, skill and knowledge are vital ingredients take by a nurse in a leadership position. Because of the many medical advancements and changes that take place in healthcare, it necessitates that nursing leadership become more results oriented, creative, and innovative within their respected units (Gellis, 2001).Within nursing, transactional leadership would have few improvements if applied. It does benefit healthcare organizations in combating staffing issues relating to nursing shortages. Incentive pay to pick up extra shifts has always been instrumental for organizations in need of nursing coverage. However, the general methods of rewards and punishment would do very little to inspire nurses to increase their quality of nursing care. Patient outcomes would be greatly compromised if care was solely base on reward. Compromising patient care based on lack of reward and/ punishment would be highly unethical and in pure(a) violation of the ANAs standards of care.Research has always supported that transformational leadership is more effective than transactional leadership because it increases a supportive climate where individual differences are recognized, two-way communicating is promoted, and effective listening skills are valued (Bass, 1985). This leadership style also increases conformity, adaptation, diligence, and commitment from employees/followers. The need for transformational leadership in nursing is great because it encourages nurses to become improved problem-solvers, visionaries, communicators, researchers, and educators.Transformation leadership is often a process that is learned and cultivated through experience, empowerment, and self-explora tion (Hood, 2010). However, when nurses are placed into leadership positions reluctantly or prematurely, the lack of education for the role and uncertainties about what leadership in nursing means takes place and leads to ineffective leadership abilities (Carney, 2009).Nurses win informal on-the-job training for leadership positions by learning self-management skills, mixer capabilities, and job proficiency skills (Hood, 2010). It must be noted that shared leadership is probably the most effective way for providing staff the effective skills/ tools needed for problem solving (Kerfoot & Wantz, 2003). However, not all nurses have the self-belief or government agency to apply these acquired skills to leadership positions. One way of encouraging more nurses to coin leadership positions is by formalizing leadership training sessions which would help nurses learn and/ reinforce skills relating to communication, motivation, conflict resolution, organizational analysis, and building eff ective teams (Kerfoot & Wantz, 2003) . By investing in formalized leadership training, it helps to empower nurses while also promoting future reaping of inspirational leadership which could lead to improvements in patient care/outcomes and organizational advancements for future generations.ConclusionThere are two different styles of leadership Transformational and Transactional. Transformational leadership influences followers to place their personal needs aside for the benefit of a leaders vision/goals through empowerment, inspiration, and motivation. Transactional leadership is founded on the incentives of reward or punishment and offers little incentive to become a visionary. Transformational leadership appears to be more effective in nursing because it promotes adaptation, communication skills, visionary pursuit, and occupational growth to a rapidly changing industry. Efforts should be made to formalize leadership training for continued improvement in delivery of nursing care a nd patient outcomes, and organizational advancements.ReferencesAllen, G. (1998). Leading. Retrieved from http//ollie.dcccd.edu/mgmt1374/book circumscribe/4directing/leading/lead.htm Bass, B. M. (1985). Leadership and performance beyond expectation.. current York, NY The Free Press. Burns, J. M. (1978). Leadership. New York, NY Harper & Row. Carney, M. (2009). Leadership in nursing current and future perspectives and challenges. ledger of Nursing Management, 17(4), 411-417. Gellis, Z. D. (2001). Social wok perceptions of transformational and transactional leadership in healthcare. Social Work Research, 25(1), 17-25. Hood, L. J. (2010). conceptual Bases of Professional Nursing (7th ed.). Philadelphia, PA Lippincott Williams & Wilkins. Kerfoot, K., & Wantz, S. L. (January-February 2003). Compliance Leadership The 17th light speed Model That Doesnt Work. Nursing Economics, 21(1), 42-44. McGuire, E., & Kinnerley, S. M. (July-August 2006). Nurse Managers as Transformational and Transa ctional Leaders. Nursing Economics, 24(4), 179-185. Sellgren, S., Ekvell, G., & Tomson, G. (2006). Leadership styles in nursing management preferred and perceived. Journal of Nursing Management, 14(11), 348-355.