| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "LEADERSHIP STYLES NURSING": |
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Leadership Styles in Nursing, 2005.
This paper discusses leadership styles in nursing and selects the most appropriate theory.
1,130 words (approx. 4.5 pages), 7 sources, APA, $ 39.95
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Abstract
This paper explains that the emphasis on the human element in nursing management rejects the old styles of management based on authoritarian values. The author points out that success in nursing management is not found in settling on one particular style but rather on a "balance of styles", which can be adapted to the variety of situations that arise in the nursing environment. The paper concludes that the basic elements for an effective management style in nursing include flexibility, concern for other people and an ability to inspire others.
From the Paper
"Achenbach and Shepard (1989) claim that there are only three basic styles in nursing management. These styles are described as authoritarian, laissez-faire and democratic. Of the three, it is obvious that the democratic style is the one which is most concerned with human resources. According to Achenbach and Shepard, the democratic style is "oriented toward fostering people and developing their capacities through broadening their organizational participation" (p. 76). In general, the democratic style is a good one to follow, because it emphasizes the important role that people play in the maintenance of the organization."
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Leadership Style and Nursing, 2007.
A look at leadership style and its impact on employee satisfaction and morale from a nursing perspective.
3,109 words (approx. 12.4 pages), 35 sources, MLA, $ 90.95
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Abstract
This paper discusses how leadership is still seen to be important in today's society. It looks at how one of the main forms of leadership now that is seen in 'standard' businesses and also in care-related businesses (or service businesses) such as nursing is transactional leadership. It also examines the growing importance of leadership styles to the nursing profession with an emphasis on mentoring.
From the Paper
"Many organizations that are public are involved with contracts as well as traditions and norms in various departments and therefore change most often occurs in these organizations because there are political trade-offs and much of the leadership that these organizations have is transactional (Lowe, Kroeck, & Sivasubraminiam, 1996). It has also been argued by various researchers that the most important function of bureaucracy is to replace the influence that individuals have with rules, policies, and procedures (House, Spangler, & Woycke, 1991; Pillai, 1995). Leader behaviors, however, are most often shaped and framed through the existence of organizational culture and the influence that it has on behavior (Ammeter, Douglas, Gardner, Hochwarter, & Ferris, 2002)."
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Leadership Styles in Nursing, 1992.
Examines various styles, models, impact on productivity, success and responsibility.
1,125 words (approx. 4.5 pages), 6 sources, $ 39.95
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From the Paper
"Management and leadership styles play an important role in contemporary nursing. Various theories exist regarding this topic. As such, there are a variety of styles that the nursing manager may choose from. However, success in nursing management is not found in settling on one particular style. Rather, it is found in being flexible and adaptable to the variety of situations which arise in the nursing environment. Marson, Hartlebury, Johnston & Scammell (1990) refer to this flexibility as a "balance of styles." These authors note that no one style is better than the others, "but each may be more appropriate and effective in a given situation" (p. 37). According to these authors, a balance of styles exists whenever a nursing manager is able to use the right style "on the right occasion with the right people" (p. 37)."
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Nursing Leadership Style and ICU Errors, 2005.
Applies nursing leadership theories in order to reduce ICU errors.
2,250 words (approx. 9.0 pages), 6 sources, $ 89.95
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Abstract
The assignment in this paper calls for the application of nursing leadership principles to reduce medical or medication errors in an ICU of a healthcare facility. In addition a discussion is presented with respect to risk management situations and programs as well as how to effectively implement a risk management program. Although not called for, but important, is a presentation on EMR with respect to nurse managers.
From the Paper
"There exists today a significant need to foster a healthcare environment wherein there exists a partnership amongst educators, government regulatory agencies, practitioners, and professional organizations to assist the nursing profession with an insurmountable task; namely, to combine nursing education, experience, and learning into a best fit practice for the management of optimal patient care. In order to accomplish this challenging task there must exist, on all sides of education, an acceptable and proactive understanding of that which constitutes management in a nursing healthcare environment, regardless of the nursing healthcare delivery area. However, a state of effective management in nursing does not exist in a vacuum. The focus of this paper will be, therefore, on that which constitutes a sound leadership dais with respect to an important issue concerning all healthcare practitioners, namely, medical errors in an Intensive Care Unit (ICU)."
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Leadership in Nursing, 2006.
A look at the leadership style of a nurse leader in a clinical setting and how both transformational and transactional styles of leadership are sometimes used.
1,350 words (approx. 5.4 pages), 5 sources, $ 53.95
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Abstract
Overall, there are two types of leadership, which are transformational and transactional leadership. Those two types are "distinct but not mutually exclusive, and the same leader may use both types of leadership at different times in different situations". There are four leadership styles: hierarchical authority, hierarchical adjustment, a career approach and a devotional approach. In addition, there are further differences in leadership style based on gender. This paper demonstrates how a nurse leader in the clinical setting uses the hierarchical adjustment style, and knows how to move between transformational and transactional leadership.
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Leadership in Nursing, 2005.
A discussion of leadership in nursing for labour and delivery nurses.
675 words (approx. 2.7 pages), 4 sources, $ 26.95
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Abstract
This is a brief paper that answers three questions relating to nursing leadership and nursing leadership skills. The paper focuses on the issues from the standpoint of the labour and delivery nurse, particularly discussing how it affects their ability to perform their nursing role.
From the Paper
"Critically analyze the leadership concepts in relationship to the nursing profession and to your role. Leadership in nursing is a shared responsibility between the nursing supervisor/administrator and the nurse responsible for direct healthcare delivery (George, Burke, Rodgers & Duthie, 2002). Shared leadership empowers employees to perform their responsibilities independently and enables nurses to make decisions and then act upon them. Shared leadership is a new construct that many nurses are not accustomed to; for example, most nurses in the labour and delivery unit are responsive to medical orders from physicians and generally need approval before initiating patient care that requires decision making authority. In a landmark study on shared leadership, Aiken (1994 cited in George et al., 2002) demonstrated that "greater nurse autonomy and control in the point-of-service...affected patient outcomes by their direct actions and their influence over the actions of others.""
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Nursing Leadership Analysis, 2008.
An analysis of the nurse leader's role in the nursing profession.
1,496 words (approx. 6.0 pages), 8 sources, APA, $ 49.95
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Abstract
This paper examines how nurses, as leaders of their profession, are responsible for shaping the future of the nursing profession as a whole in accordance with societal needs and in conformity with law. The paper explains that as time passes and the professional identity of nursing and leaders becomes more prominent, especially in the face of sweeping health care changes, the issues pertaining to role development and goal-setting will eventually be addressed adequately. The paper then looks at how, in practice, it is the nurses who play a large part in formulating and implementing patient care plans, evaluating their outcomes and continuously improving the quality of care. The paper concludes that the nurse leader's expanded role as researcher, planner, policy-maker, educator, leader and collaborator testify to the greater ethical responsibilities nurses share towards patients, colleagues and the populations they affect through their decisions.
Outline:
Introduction
Impact of Formal and Informal Power within the Organization
Personal Leadership Style
Leadership Challenges
Leadership Analysis
Conclusion
From the Paper
"The impact of formal power within this organization is unique in that a military component is prominent. Informal power, on the other hand, is less prominent. As a formal power structure, the military hierarchy is prominent but not as rigid as in combat (line) settings in that seniority (i.e. rank) can override decisions irrespective of health profession affiliation. Nonetheless, the military hierarchy is still respected. While this is usually not the case with respect to clinical decisions (as expert power is still respected between disciplines), administrative decision making is different. Regardless of the assignment duration of senior ranking officers, their decisions are followed."
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Leadership and Change: The Nursing Shortage, 2008.
A discussion of transformational leadership as a solution to the nursing shortage.
2,037 words (approx. 8.1 pages), 14 sources, APA, $ 64.95
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Abstract
This paper explores the issue of the nursing shortage from a critical feminist perspective, Everett Rogers' model of "diffusion of innovations", and transformational leadership. The paper asserts that all nurses today can and must assume leadership positions in every area of health care delivery and reform. It adds that nursing leaders today must be fully informed of the issues affecting their organization and also must be capable of anticipating future change. The paper explains that a transformational leader is able to create an innovative type of supportive environment that is marked by effective communication and recognition of human resources as well as diversity and individual differences. The transformational leader is also able to influence commitment both at the individual and organizational level so that organizational goals can be achieved. The paper concludes that the solution to the current nursing shortage can only come about through the level of motivation and inspiration which the transformational leader can provide.
Outline:
Introduction
The Nature of the Issue
Literature Review
Analysis of the Issue
Change Theory
Transformational Leadership
Conclusion
From the Paper
"According to Beugre (2006), transformational leadership can be defined as "a leadership type in which leaders possess charisma and provide intellectual stimulation, individualized consideration and inspirational motivation to followers". The RNAO (2004, p. 1) defines leadership as "a combination of sound knowledge, an unwavering passion for a cause, and the courage to share these with others". In contrast to the transformational leader the transactional leader tends to try and control others instead of motivating them. The transformational leader is able to create a supportive environment by providing others with inspiration and focusing on human resources (Skelton-Green, 2006). The transformational leader is able to inspire a deep commitment in others through intrinsic motivation as a result of the value and importance of that leader's goals. The transformational leader's approach to inspiring acceptance of innovation is through the development of trust and openness (Aarons, 2006). The importance of transformational leadership at the present time is that nurses come to realize that a new image of the nursing profession is possible. As Beugre (2006) maintains, the leader through means of inspirational motivation is able to energize the members of the organization even under the most stressful conditions."
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Nursing Leadership, 2007.
This paper discusses the ideas of Peter Senge with regards to nursing leadership.
2,315 words (approx. 9.3 pages), 5 sources, MLA, $ 71.95
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Abstract
The paper reviews the work of Peter Senge and his 'mental model'. The paper makes an assessment of a nursing unit, including a staff profile, turnover and retention statistics and provides a cultural assessment and personal observation. The paper discusses experiences that have served to shape a vision of what a nursing unit or department should be and how the transformation might be led.
Outline:
Objective
Introduction
Communication: Issue Identified Within the Department
Identification of Core Values/Principles
Positive Advocacy and Inquiry Elements
'Creative Tension': What Is It?
Dissemination of Information
Summary & Conclusion
From the Paper
"Nursing leadership is a role within an organization that carries with it great responsibility and as well great accountability standards. It is critical that the entire organization have the self-same vision or mental image of what the organization intends to aim for insofar as structure, management and organization in terms of changes. Peter Senge writes that "mental models determine not only how we make sense of the world, but how we take action." Senge reminds the reader that many times the plans that are conceived of never come to fruition and he states that this is not because of "weak intention, wavering will, or even nonsystemic understanding" but instead is due to the "...conflict with deeply held internal images of how the world works....[and that limit humans] "...to familiar ways of thinking and acting." (Senge, 1990) According to Senge: "Mental models can be simple generalizations...or they can be complex theories..."(1990)"
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Leadership in Nursing and the Health Care System, 2008.
A discussion of the ideal leadership skills required in nursing and the health care system.
1,700 words (approx. 6.8 pages), 5 sources, APA, $ 55.95
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Abstract
This paper discusses the urgent need for effective leadership in nursing and health care at a time when the health care system has become fragmented and the shortage of nurses is worsening. It presents various traits and styles that characterize an ideal leader. Ultimately, the paper maintains that the most effective form of leadership in nursing at the present time is transformational leadership, which involves forward thinking, flexibility and creativity when confronted with the challenges of dealing with a very unpredictable world and an environment that is in constant flux.
From the Paper
"Among the many characteristics that leaders must possess are the ability to influence others, a high level of confidence, and certain qualities for leadership with which they are born (Frisina & Steltzer, 2001). Leadership also is concerned with such traits as appropriate critical thinking, judgment, and motivating others. Leadership also reflects the individual's personal attitudes and their approach to life. Leadership can be learned and it also can be developed (Frisina & Steltzer, 2001). My own conception of a leader is primarily a person who influences other people and is able to maintain the influence. At the same time, leadership can take place on three levels. The first is at the individual level where leaders motivate others. The second is at the group level where leaders build teams and resolve conflicts. The third is at the organizational level where leaders build culture. Wesorick (2002) maintains that the role of leaders is to transform practice cultures so that the uniqueness and outcomes of professional practice can be realized."
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A Shared Nursing Leadership Model, 2002.
This paper presents the shared leadership model as a method for reducing stress caused by the nursing shortage.
1,435 words (approx. 5.7 pages), 10 sources, $ 47.95
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Abstract
This paper discusses the problems created by the shortage of qualified nurses that is requiring unit managers to contribute additional effort to fulfill all of the required responsibilities of the nursing unit. The paper presents a shared leadership model in which the stress of the nurse's job is balanced as various nursing and administrative tasks are shared among several nurses. The author admits that the skills needed to develop this model are extensive and require training, but the development of this new organizational structure is likely to result in significant reductions in employee stress.
From the Paper
"The hospital unit must become a catalyst for cultural and organizational change in order for a shared leadership initiative to result in success. Although this task may be difficult, it is essential to provide nurses with the feeling that they are not taken advantage of in the workplace. If nurses are provided with new responsibilities, they are likely to exhibit gratification and a sense of exhilaration in their careers. Nurse Managers, who are often times overwhelmed themselves with endless responsibility, are likely to welcome the changes that would be demonstrated through a shared leadership structure."
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Transformational Leadership in Nursing, 2008.
An analysis of the impact that the transformational leader can have on the nursing environment and on organizational commitment.
2,059 words (approx. 8.2 pages), 10 sources, APA, $ 64.95
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Abstract
This paper discusses the role of transformational leadership in response to change within the nursing profession. It describes the important impact that leadership can have both on the nursing environment and on organizational commitment. The paper suggests that the transformational leader should have the ability to transform the image of nursing and to resolve the nursing shortage by inspiring and motivating followers.
From the Paper
"Transformational leadership is especially important at the present time since it inspires and supports nurse who work under heavy workloads and with numerous sources of stress. Because of transformational leadership, nurses realize that a new image and model of nursing is possible. Even under such strenuous conditions, the leader with inspirational motivation is able to energize the members of the organization (Beugre, 2006). This is possible because the transformational leader is able to impact on others' perceptions of themselves and also on their degree of trust and job satisfaction. The result is seen in a correlation between transformational leadership and organizational performance (Boerner, 2007)."
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Nursing Leadership, 2008.
This paper uses the author's own experience to exemplify the application of leadership theories to the hospital nursing environment.
1,000 words (approx. 4.0 pages), 3 sources, APA, $ 35.95
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Abstract
This paper discusses the correction of a situation of poor morale within the author's nursing staff of a hospital telemetry team. The author attributes this morale issue to a very busy workload, to demanding physicians who mostly are non-collegial and especially to a high turnover rate of new people who leave within a year. The paper related that these resignations were because many nurses, including senior staff nurses, felt powerless in their daily work. The author states that her goal became to enhance the staff's personal level of empowerment. The paper explains that some sources of power were in the extensive experience (expert power) of the staff itself and in the legitimate and recognized leadership power of the author. The author comments that this legitimate type of power can influence, motivate and facilitate the direction of the author's staff.
From the Paper
"I began to empower my subordinates by first utilizing the human resources at hand. The senior staff was a promising starting point primarily due to their accumulated experience within the telemetry unit. This initiation of distribution of power started with the recognition of senior staff that see the opportunity to assume greater responsibility and accountability, influence and direct others, participate in planning, decision-making and implementation. This also went hand-in-hand with the examination of personal motivations for seeking and exerting power."
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Nursing Leadership and Communications, 2006.
An analysis of the changing needs in the nursing profession as the "baby-boomers" age.
900 words (approx. 3.6 pages), 5 sources, $ 35.95
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Abstract
This paper argues that nursing in the 21st century will require a more direct focus on leadership and communication skills. As the baby-boomer generation begins to retire and enter their elderly years, nursing will be tasked with a growing number of patients that require specialized care. This fact, coupled with the evidence that there is already a nursing shortage throughout the world, will force modern nurses to contemplate leadership skills, as well as their ability to successfully communicate with patients and staff to ensure that quality care remains the profession's first priority.
Introduction
Leadership
From the Paper
"Nursing in the 21st century will require a more direct focus on leadership and communication skills. As millions of individuals of the "baby-boomer" generation begin to retire and enter their elderly years nursing will be tasked with a growing number of patients that require specialized needs. This fact, coupled with the evidence that there is already a nursing shortage throughout the global society, will force modern nurses to comprehend leadership skills, as well as the ability to successfully communicate with patients and staff to ensure that quality care remains the profession's first priority. II Leadership."
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Nursing Leadership, 2008.
Looks at ways nurses can meet their ethical obligation to be skilled communicators, teachers, motivators and team builders
1,250 words (approx. 5.0 pages), 4 sources, APA, $ 42.95
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Abstract
This paper notes that the ethical obligation and demand for leadership from nurses is the foundation for the public's trust in the medical profession. The paper then emphasizes the importance of understanding what it is a nurse is suppose to do ethically and relates that personal reflection and open communication between nurses and administrators is a proactive way of strengthening and protecting the public's trust in the profession of nursing. The paper concludes that the rigorous schedule of nursing school is a way of weeding out those who do not have the character and stamina to be teachers, motivators and team builders. Nursing is a profession of respect and responsibility--not everyone is cut out to be a nurse.
From the Paper
"There will never be an easy answer, but as a leader in your field you will be expected to always act accordingly. Nurses are looked upon as teacher, motivators and team builders. These responsibilities are a part of the profession. Leadership is a professional expectation. Nurses are encouraged to develop their personalities into a leadership role. We are encouraged to seek out our weaknesses and improve upon them to become effective leaders in our profession."
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