This paper will enlighten the reader on different types of leadership styles that leaders can assess to be effective. The details on how leaders adapt to modifying his or her leadership styles will be highlighted along with challenges that leader’s face in his or her role. Nurse leader’s use different types of power depending on his and her objectives. This paper will spotlight the formal and informal power of leadership. An explanation of the effects of formal and informal power will be apparent to the reader. Leadership Styles Leadership styles are the approach leaders uses to achieve goals.
Each leader has a basic general working style that stems from his or her character, experience, and understanding of leadership. Leadership styles are classified as “… Different combinations of task and relationship behaviors used to influence others to accomplish goals” (Huber, 2006, p. 13). The different types of leadership styles evoke a particular reaction to different situations. Leadership styles should create a healthy working environment that facilitates nurses to perform at high- levels in different types of situations and circumstances in an effective manner.
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Many leadership styles exist. Two noteworthy styles brought up in class were transformational and transactional styles of leadership. A nurse leader who uses the transformational leadership style tends to involve his or her nurses in the decision-making process. This style of leadership involves an open and honest relationship with staff where trust and respect can grow. In transformational leadership decisions-making involves collaboration. Transformational leaders reach objectives by empowering, motivating, influencing, stimulating, and inspiring.
The goal of transformational leadership is to transform people by giving staff autonomy. Transformational leadership is linked to greater satisfaction among staff. Transactional leadership style is another approach leaders use to lead. The main concept of this style is on structure, role expectations, and reward. Transactional leadership relies on three processes, which consist of moving staff, rewarding staff for meeting goal or completing desired work, monitoring work performance and correcting followers when a problem occurs or waiting until a problem occurs and dealing with the issue later (Huber, 2006).
In transactional leadership there is no collaboration the leader establishes the goals for the staff. Transactional leadership is “… A competitive, ask-focused approach that takes place in a hierarchy” (Toomey, 2009, p. 186). The interview with one nurse leader revealed that her leadership style is mostly participative. The participative leadership style permits staff to participate in decision-making. This leader believes that including the staff in the decision- making process helps to form mutual respect for each other.
The leader also believes that involving staff improves teamwork and collaboration between leaders and followers, which produces a healthy workplace. Adaptations to Leadership As a leader one must adapt his or her leadership style in accordance to the experience of the nurses under his or her authority. A leader needs to adapt his or her leadership style to match the situation and match the demands of the organization. Leadership effectiveness “… Is based on the ability to adapt in a complex and chaotic environment” (Huber, 2006, p. 23).
The continual changes in health care is in alignment with the transformational leadership style, which support adaptation to change that allows leaders to identify areas in need of change and directs change by influencing staff and generates a sense of commitment and ownership. Applying the theory of a transformational dervish will provide leaders with confidence and gives him or her ability to adapt to changes. Many hospitals are Magnet hospital or trying to become Magnet hospital. Transformational leadership is a component of Magnet, which is particularly appropriate for today’s changing health care.
In the interview the leader acknowledges the fact of the ever-changing environment of health care, which includes the diversity within the workforce. The leader recognizes that her leadership style has evolved with time because of the many changes in health care. This leader believes that a leader uses more than one style based on the Taft member or the situation. The interview reveals that this leader has adopted the transformational leadership style, but uses other styles, depending on the Challenges Leaders Face situation.
Many challenges exist in both leading and following. Leaders in health care today face many challenges. Leaders are faced with providing staff with a healthy environment that attracts people to nurse and maintain the one’s already in the profession. The workforce shortage is one top challenge. The increase workload of nursing and job dissatisfaction only intensifies the nursing shortage. Solving he nursing shortage is no easy challenge but will require a collaborative effort to make a difference. The challenging economy is forcing the need for Budget cuts, which are “… Arcing leaders to make cuts and get creative with budgets” (Mullen, 2011, Para. 1). Leaders are challenged to reduce cost while maintaining and improving the quality of care nurses provide patients. Decreasing costs is a high priority goal in most organization. Nurses are encouraged to incorporate into his or her practice. These constraints are challenging to leaders because they have the responsibility not only to the organization but also the staff and the patients. The American Management Association did a survey asking leader to rate his or her top five leadership challenges.
The top five were “(1 Getting people who have different agendas or goals to work together; (2). Balance competing demands and priorities; (3). Motivate and inspire in a world of constant change; (4). Accomplish difficult assignments without the necessary resources and (5). Balance the needs of the organization with those of the individuals” (What Are the Top Leadership Challenges, 2004, p. 38). These are only a few challenges leaders face. There re many more, which includes both internal and external factors. Leadership requires a commitment and time.
To be an effective leader he or she must use innovation to address the challenges in today’s ever-changing health care In the interview the nurse leader mentions the generational environment. And cultural diversity differences as a challenge. She also asserts that leader’s awareness of the generation difference will help him or her lead more effectively. The working ethic of the different generations and cultural is another challenge she has come across, which she adjusts her leadership style to meet the reticular needs of the staff.
Affects of Formal and Informal Power The definition of power has a familiar characteristic of an effective leader. Power has to do with the ability to influence others in the effort to achieve goals. Formal power comes from jobs that provide recognition such as his or her job title in the organization. Informal power comes from associations and partnerships with colleagues in the workplace. Nurse leaders who possess formal and informal power are in alignment with empowerment principles and values that facilitates the accomplishment of goals. Nurses have significant informal ewer, which influences how they care for patients.
Leadership and power go hand in hand. Leaders who use his or her power appropriately have a significant impact on staff accomplishing proposed goals. The interviewee believes that informal and formal powers work well together. She believes that good formal power creates trust. Leaders who use power correctly can inspire others to do well and motivates the staff to do their best. Conclusion Leadership is essential for nursing as a profession. Effective leadership is essential for the delivery of safe quality care and establishing positive staff legislations and ensuring staff development.
There are many leadership styles. An effective leader possesses leadership style that fits the situation. Transformational leadership style endorses collaboration that empowers his or her staff, which leads to an increase in staff satisfaction. Transactional leadership style is a tradition boss staff relationship. The leaders establish the goal with no input from staff and monitors to ensure goal are carried out. Leaders who use the transformational leadership style can adapt to the changing environment of health care. Leaders face many challenges in today’s health care.
Tight budgets, unhappy staff, and constant change are just a few of the challenges of leaders face. A leaders who can adapt easily, able to innovate, and is creative can strongly affect many of today’s challenges in health care. Leaders who possess formal and informal power are in an influential position to access empowerment structures that enable them to accomplish his or her work successfully. The nurse leader interview reveals that her way of leading is in alignment with empowering staff, which leads to increase satisfaction and job commitment.