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leadership
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“Leadership is a prerequisite for effective management … without leadership skills, one cannot be an effective manager” Tappen (1985). Discuss the nature of Leadership and Management in modern nursing. Assignment no 1 Angela Chadwick Student no =50190040 Word count=2645(including references “Leadership is a prerequisite for effective management without leadership skills one cannot be an effective manager” Tappen (1985). For the purpose of this assignment the types and characteristics of leadership will be discussed. The author will briefly review the theories of leadership. Particular emphasis will be placed on the difference between transactional and transformational leadership and how it is relevant in modern nursing. The author will also explore why nursing leadership and management is vital in today’s healthcare environment and how changes in healthcare have influenced leadership and management in modern nursing. Tappen (2001) identifies the difference between management and leadership as follows: There is a close relationship between the concepts of leadership and management. Management is a formal specifically designated position within an organization. Each department and clinical area has a manager who is responsible for the organization of that specific area. Tappen (2001) states “leadership is an unofficially achieved position that may be assumed by more than one person at any one time. Tappen suggests that management is an assigned role, leadership is an attained one”. The literature also acknowledges the concept that all people have untapped leadership potential (Tichy1997). It is also acknowledged in the literature reviewed and it highlights that that there is confusion regarding the difference between leadership and management (Carney 1999). It is suggested that they are one and the same thing but the management role is task orientated, while the leadership role is team orientated. None the less both concepts are pivotal in the delivery of health care. Watson (cited by Beech 2002) identifies a useful distinction between management and leadership, using the 7Sframework: managers rely on strategy, structures and systems . Leaders use an approach involving style , staff, skill and shared goals. To be effective leaders and managers in the nursing profession, nurse professionals must have adequate nursing knowledge, self awareness, the ability to communicate clearly and effectively and the ability to mobilize, empower and be enthusiastic about leadership activities (Tappen 1995). Burns (cited by Marquis and Huston 2000) state that there are two styles of management leaders, relevant to nursing; transactional and transformational leaders. Other styles noted in the literature include autocratic, bureaucratic, democratic, laissez faire, and employee controlled (McAdoo 2003).Theories of leadership include the trait approach, the behavioural approach, contingency leadership and charismatic leaders. The author will now focus on transformational and transactional leadership. Transformational Leadership Transformational leadership identified by Tappen (2000) is the ability to motivate others to achieve high standards and long term goals. Transformational leaders have characteristics of being change agents, courteous, believing in people and having the ability to deal with complexity, uncertainty and being life long learners. They have a strong belief in themselves , being aware of personal strengths and weakness and have a strong belief in the success of the organization. They create an empowering culture. Carney (1999) states “the empowered nurse will deliver many benefits to an organization”. Nurse empowerment will ensure that healthcare is planned and delivered in an effective manner. Communication skills, strong values and beliefs and mutual respect are evident in the transformational leader. Transformational leadership is a key factor in optimising team performance in the delivery of quality patient care. The transformational leader provides direction for the team while enabling other team members to act. The need for effective team leadership is documented in the literature. Ovretveit (cited by Beech 2002) argues that team problems are caused by inadequate team leadership rather than any other factors. Transformational leaders are proactive and create visionary organizations. They use skills of problem solving and focus on results. An environment for success and quality is encouraged and the development of key personnel is also encouraged rather than control personnel, respect for staff is also a focus of transformational leaders.
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