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Relationship between Leadership Styles and Patient Safety

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Added on  2019-09-30

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This paper analyzes the relationship between nursing leadership styles and patient safety in healthcare settings. It discusses various leadership styles including transformational, transactional, and laissez-faire leadership styles and their impact on patient safety, responsiveness, and recruitment of new professionals. The paper concludes that nursing models show strong influence for patient safety and transformational leadership model appears to provide better safety compared to other models.
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Analysis relationship between leadership styles and patient safety1.0 IntroductionPatient safety events and efficacy in any healthcare setting are derived from a blend ofpractical techniques utilizing diagnostic results provided by cutting-edge technology (Weaveret al., 2013). The major safety events in the treatment of diseases include manageable adversedrug events. The adverse events are expected to happen in health care system however theyshould be controlled to the great extent in order to minimize the risk on patient health. Withthe capacity to assess a patient quickly, modern day healthcare steers in increasing the lifespan; more efforts have to be put for elderly patients and to have a better quality of treatment.Despite all of the advances in healthcare over the decades, one constant remains, leadership.The nurses can utilize the empirical approaches based on research findings, perceptions ofperformance data and clinical involvement for the benefit of improvements in organization(Merrill, 2015). The objective of the papers is to describe the relation between leadership innursing and patient safety, responsiveness, and recruiting of new professionals followed byconclusions2.0 Relationship between leadership styles and patient safety According to ‘Institute of Medicine’, the term patient safety is defined as ‘the prevention ofharm to patients’ by providing an emphasis towards the delivery that prevents errors, learnsfrom the errors that do occur and is built on a culture of safety that involves health careprofessionals, organizations, and patients (Verschueren et al., 2013). The leadership is theability to influence and pursue the follower by guiding, motivating and directing to achieveorganizational effectiveness. There are various styles of leadership that nurse managers havedemonstrated to lead staff nurses in hospital (Abu Al Rub & Alghamdi, 2012). Leadership isan important component that assures organizational quality health care services, patient1
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satisfaction, and financial performance. The nurse’s perception of their supervisors’leadership styles may influence nurse’s quality of care and their ability to manage patients’health needs appropriately. The relationship between leadership and patient safety can beassessed based on the extent of patient satisfaction, outcomes with administration ofmedication, intensity of untoward effects, risk of events and use of resources for the diseasemanagement. According to the reports (Wong et al., 2013), the primary criteria were based onthe satisfaction of patient or caregivers. The focus of most reports was based on themeasurement of recovery, rate of mortality and mistakes happen during medication.However, the sources that describe relationship is based on four models includingtransformation leadership style, transactional leadership style, laissez-faire leadership styleand perception of effectiveness (Ahmad et al., 2014). Transformation leadership style: The adaptive and flexible leadership model,'transformational model’ directs in sharing the responsibilities to show a novel method for themanagement of diseases. The model facilitates retaining of talented work force i.e., the nursesand patients. The nursing leader allots the work for nurses to engage fully and to satisfy thepatients. Adequate work can be provided to the nursing staff i.e., optimum work in cateringthe patients so that the nurses can finish the assigned works in time without difficulty. Themodel encourages the patients and caregivers for newer thoughts and moral values. Nosignificant medication errors so low or no adverse events are expected. The model stimulatesthe followers to increase the trust and confidence o the medication by inspiration, andintellectual motivation (Doody & Doody, 2012). It seems the model most suits for thepatients and caregivers with adequate education background and marginal outcome could beanticipated from the people with poor socioeconomic background.Transactional leadership style:The model preserves the organization's existing culture,policies, and procedures. The salient features of model includes, identification of faults in the2
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responsibilities of followers especially nurses. It facilitates in exchanging the knowledge andresponsibilities between leader and follower. The model also offers rewards for the fellowstaff with timely completion of activities i.e., for exceptional contributors in the profession(Negussie & Demissie, 2013). As the knowledge is translating from leaders to subordinates, asignificant magnitude of knowledge in terms of practical aspects is anticipated to deliver. Themodel looks to be not covering the safety aspects of patients hence the relationship betweensafety and nursing leadership is suboptimal. The nursing leaders are not directly involving inassessing the safety of patients. However it indirectly reflect the relationship between thetargets by implementing the timely support in medication.Laissez-faire leadership style: The modelcan work effectively when leading a staff ofmotivated, highly skilled, self-directed employees who have years of experience. It also helpsgreatly if the Laissez-Faire leader provides feedback as needed. The model is not useful if thestaff members are inefficient and poor abilities to grasp the skills upon motivation(Papathanasiou et al., 2014), nurses with certain problems or dissatisfaction towardsmanagement and inadequate work experience. Good results and thus relation can beanticipated with a good team and with patient safety. The nursing leaders are not in directcontact with the patients; instead, they should collect the feedback from patients on periodicbasis. If the nursing leaders fail to obtain the feedback from patients, the model cannot beexpected to work and improve the relationship between the patient’s safety and nursingleaders. To facilitate the model to be implemented, the management should conduct periodictrainings on nursing leaders and monitor their performance on periodic basis. Themanagement should also identify the nurses with poor skills, solve the problems andencourage the nurses based on their performance. 3
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