Discussion 1: Leadership Theories in Practice
A walk through the Business section of any bookstore or a quick Internet search on the topic will reveal a seemingly endless supply of writings on leadership. Formal research literature is also teeming with volumes on the subject.
However, your own observation and experiences may suggest these theories are not always so easily found in practice. Not that the potential isn’t there; current evidence suggests that leadership factors such as emotional intelligence and transformational leadership behaviors, for example, can be highly effective for leading nurses and organizations.
Yet, how well are these theories put to practice? In this Discussion, you will examine formal leadership theories. You will compare these theories to behaviors you have observed firsthand and discuss their effectiveness in impacting your organization.
Review the Resources and examine the leadership theories and behaviors introduced.
Identify two to three scholarly resources, in addition to this Module’s readings, that evaluate the impact of leadership behaviors in creating healthy work environments. NURS 6053 Emotional Intelligence & Transformational Leadership Theories in Practice
Reflect on the leadership behaviors presented in the three resources that you selected for review.
Post two key insights you had from the scholarly resources you selected. Describe a leader whom you have seen use such behaviors and skills, or a situation where you have seen these behaviors and skills used in practice. Be specific and provide examples. Then, explain to what extent these skills were effective and how their practice impacted the workplace.
APA 6th edition
No Running head or page number
No cover pages
Peer reviewed articles/journals not to be older than 5 years
Please formulate according to instructions provided
Practical Examples of How Emotional Intelligence in Nurse Leadership and Transformational Leadership Can Create Healthy and Productive Work Environments NURS 6053 Emotional Intelligence & Transformational Leadership Theories in Practice
Two of the leadership traits and skills that I have observed working well in nurse leaders in a healthcare organization setting are transformational leadership and emotional intelligence (EI). Transformational leadership is a type of leadership that is accommodating, understanding, appreciative, empathetic, and supportive. It results in the creation of a very conducive work environment that motivates the nurses working in it under the transformational leader to give only their best (Cheng et al., 2016). This translates to better quality nursing care offered by the motivated nurses and overall improved patient outcomes. In a health organization I worked in, there was a nurse leader who managed the renal unit but who was always harsh, retributive, and judgemental. The nursing staff under her were always stressed and demotivated. As a result, the unit’s nurse turnover was very high – above the institution’s average. After she was finally removed from the position and another more transformational nurse leader appointed, the change was noticeable. Staff became more motivated and willing to work. She listened and encouraged everybody. She also consulted and was never judgemental.
Emotional intelligence (EI) is also closely related to transformational leadership. It is the ability to appreciate one’s own feelings and emotions together with those of others, and regulating both sets accordingly (Phillips & Harris, 2017; Raghubir, 2018). EI also facilitates a positive and welcoming work environment. It therefore motivates nurses thereby impacting positively on the quality of nursing care and patient outcomes (Raghubir, 2018). In yet another institution I worked in, a nurse manager I worked under had very high EI. Through her ability to manage her emotions and understand mine too, I had very high job satisfaction and completed all the tasks delegated to me in the shortest time possible and excellently. NURS 6053 Emotional Intelligence & Transformational Leadership Theories in Practice
These two factors – emotional intelligence and transformational leadership – were effective to a very high extent and made the workplace very enjoyable to work in.
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, 45(6), 1200 – 1216. http://dx.doi.org/10.1108/PR-05-2015-0118
Phillips, J. & Harris, J. (2017). Emotional intelligence in nurse management and nurse job satisfaction and retention: A scoping review protocol. JBI Database of Systematic Reviews and Implementation Reports, 15(11), 2651–2658. DOI: 10.11124/JBISRIR-2016-003300
Raghubir, A.E. (2018). Emotional intelligence in professional nursing practice: A concept review using Rodgers’s evolutionary analysis approach. International Journal of Nursing Sciences. Doi: 10.1016/j.ijnss.2018.03.004 NURS 6053 Emotional Intelligence & Transformational Leadership Theories in Practice
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