Leadership in Nursing

Leadership in Nursing

 

Introduction

Nursing based leadership anticipates a process which is not easily gain and recognize as certain leadership strategies does not work out well with the style of leadership, there can be presumptions that strategic based leadership works well with transformative evidence on the part of the individual, attesting cues and tenets ideal for leadership to take a mile and shape useful standards and norms of knowing truth and reality of situation based reality.  Leadership in nursing is at stake within process of bringing leadership styles at the front line will produce creativity and meaning to nursing goals, specific strategies that I am applying in my area of practice. The characteristics of leadership in nursing cater to transformative leadership for the purpose of strengthening leadership traits to several people and colleagues within the group. Transformational leadership characteristics, as exercise within nursing care profession is of imperative stature as knowledge continuum matter the most in order to arrive at effective leadership, the strategy of strengthening knowledge toward nursing leadership and structures known about. There can be determination of transformational leadership styles and compared the latter to situation based leadership, from within individual and group task conditions to determine different impacts on individualists and collectivists performing such brainstorming job functions and there require fundamental change when collaborating alone or with other people.

 

Body

Accordingly, ‘leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite obstacles, seen as set of processes that creates organizations in the first place or adapts them to significantly changing circumstances’ (Kotter, 1996). Furthermore, noted that leadership spans from areas such as interpersonal relationships to corporate strategy. Individuals who aspire to possess high leadership qualities need to be equipped with the following competencies. Nursing based leadership has been shown to reflect complete range of leadership styles in my practice area, leadership styles are effective as there rated by subordinates as effective care leaders and have been consistently linked with greater organizational performance and success (Lowe et al., 1996). In addition, nurse leaders engaging in transformational behaviors have been shown to produce variety of positive outcomes in organizational settings. Transformational leadership has consistently been linked to high levels of effort (Seltzer and Bass, 1990), performance (Howell and Avolio, 1993; Yammarino and Bass, 1990), and satisfaction with the leader (Bycio et al., 1995; Podsakoff et al., 1990; Seltzer and Bass, 1990). There were dynamic interaction between leadership and knowledge, of encouraging perceptions and attitudes of nurses for knowledge acquisition, leadership style dimension as predictive variables of knowledge management.  Amicably, it is important to set expectations for nursing collaboration and to specify goals and objectives demonstrated on such leadership strategy pertaining to assessment process and ways as there can be about relationship between transformative leadership style and individual performance in proper context of situational rooted system.  For such example, some linkage of nursing leadership behaviors, ideal perception of mentoring functions received as through career development and support, as the transformational behavior were positively related to mentoring functions received within reward behavior, to the effective functions of leadership and its ways. The transformational behavior and functions received was being related to job issues and concerns, there relate to nurses who are becoming interested in finding ways to develop effective leadership within the academic institution and such organization performance.

 

 

Conclusion

Nursing leadership assume care based learning experience by nurses, putting transformation on a level wherein it cannot be easily imitated, tested and broken upon which attributes are known within the desirable context, recognizing strategies that are of positive as well as negative nature.  Thus, transformation is something that gets its worth out of something else, while the value of situational leadership can go with the flow on transformation but not on the same degree, as there would have allowed transformative modeling for leadership tenets rather than just strategy composite construction that replicate outcomes using effective leadership measures.  Nursing leadership have underpinned by management strategies, there evaluate leadership characteristics in terms of consequences of nurse leader’s actions for followers and other organization stakeholders, but the choice of outcome variables has differed considerably from researcher to researcher. Therefore, it will be important to consider appropriate level of leadership analysis for strategic and for nursing based domain. Effective nursing leadership is needed in order to provide innovative insights about leadership styles as well as processes and will help to determine whether transformative process occur at various strategic sequence.

 

 

 

 

References

 

 

Bycio, P., Hackett, R.D. and Allen, J.S. (1995), “Further assessments of Bass’s (1985) conceptualization of transactional and transformational leadership”, Journal of Applied Psychology, Vol. 80, pp. 468-78

 

Howell, J.M. and Avolio, B.J. (1993), “Transformational leadership, transactional leadership, locus of control, and support for innovation: key predictors of consolidated-business-unit performance”, Journal of Applied Psychology, Vol. 78, pp. 891-902

 

Kotter, J.P. (1996). Leading Change. MA: Harvard Business School Press

 

Lowe, K.B., Kroeck, K.G. and Sivasubramaniam, N. (1996), “Effectiveness correlates of transformational and transactional leadership: a meta-analytic review of the MLQ literature”, Leadership Quarterly, Vol. 7 No. 3, pp. 385-425

 

Podsakoff, P.M., MacKenzie, S.B., Moorman, R.H. and Fetter, R. (1990), “Transformational leader behaviors and their effects on follower’s trust in leader, satisfaction, organizational citizenship behaviors”, Leadership Quarterly, Vol. 1, pp. 107-42

 

Seltzer, J. and Bass, B.M. (1990), “Transformational leadership: beyond initiation and consideration”, Journal of Management, Vol. 16, pp. 693-703

 

Yammarino, R.J. and Bass, B.M. (1990), “Transformational leadership and multiple levels of analysis”, Human Relations, Vol. 43, pp. 975-95

 

 

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