Nursing leadership
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Nursing leadership
As defined, nursing leadership influences others to improve care quality with direst participation in clinical care. Through motivation and empowerment, the nurses enhance a clear view of the leadership in nursing. Effective leadership of healthcare professionals is critical in strengthening the quality and integration of care. Therefore, bringing out changes in an organization requires big and thoughtful responses. Through well-strategized leadership required in promoting health in the environment, the end goal is reached.
Everyone can become a leader proposedly he can tackle and follow all the characteristic of an effective leader for guidance such characteristics such as cognitive ability and intelligence, stability, competence emotional intelligence among others guide a person, in this case, a nurse in a manner in which when those guidelines are followed there is no doubt of becoming a good leader.
Leadership styles
According to flamholtz (2017), leadership styles are on a continuum based on the number of freedom leaders access in making decisions. They were categorized as directive, interactive, and nondirective. The leaders who possess the directive style category deal with the aspect that there is no explanation needed in order when using the autocratic style. In contrast, when using the benevolent autocratic rationale with order is needed. On the other hand, interactive style requires opinions based on subordinates even before making any decision. Enquiring for opinions on a tentative plan of actions before deciding the team in formulating plans and then the leader decides.
The nondirective category states that the subordinates formulate the subordinates’ final decision without the leader’s involvement (Miles & Scott 2019). Consensus style talks about a leader participating and then whereby the leader addresses the challenge and leaves it to the group for them to tackle it. By focusing on employees and putting forth the production creates dimensional behavior in the course of leadership. This means that leadership depends on interactions with other people whereby the leadership skills are again combined into three dimensions. According to Flamholtz, the influence on leadership effectiveness in a given situation is accounted for by these situational factors. These factors are what can be programmed and the kinds of stuff potential for job autonomy. When a task is more programmable, the best execution can be specified in advance.
In the correction of the article its is wise first to know what it talks to become a leader and after that, evaluate oneself that whether your energy matches what you want to do; in many cases, people don’t do things out of experience but out of passion and it becomes a dream come true. In this situation, some things like portraying leadership skills come from within, and as the article says that leaders are not born, it may be quite not true because not everyone can become a leader (Flamholtz,2017). This is because you may have learned how to be a leader but forcing issues in making decisions and knowing how to address challenges if then it is through practice everybody would become a leader in one way or another
Related to nursing, the articles on Wendy A Gifford talk about the ethical follow-ups in becoming a leader (Nanyonga et al.,2017). For these reasons, if the steps stated above are carefully undertaken, it is with no doubt that skills and experience in the area of interest followed will be so favorable. In areas concerning leadership lays a platform in which the decisions and intelligent thinking
References
Miles, J. M., & Scott, E. S. (2019). A new leadership development model for nursing education. Journal of Professional Nursing, 35(1), 5-11.
Nanyonga, R. C., Bosire, E. N., Heller, D. J., Bradley, E., & Reynolds, N. R. (2020). Predictors of nursing leadership in Uganda: a cross-sectional study. Health Policy and Planning, 35(Supplement_1), i51-i64.
Salvage, J., & White, J. (2019). Nursing leadership and health policy: everybody’s business. International nursing review, 66(2), 147-150.