How Leadership Approaches and Leader's Characteristics Influence Practice Change

Leadership Approaches 1
HOW LEADERSHIP APPROACHES AND LEADER’S CHARACTERISTICS INFLUENCE
PRACTICE CHANGE
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Leadership Approaches 2
Introduction
There have been several theories around leadership, which endeavor to clarify which system is
most operative in the place of work. A universalistic methodology was formerly used to
streamline, and it was supposed that efficacious leaders possessed limited mutual capabilities and
characters. Conversely, today as a result of peripheral aspects such as globalization and
progressive expertise, there has been an advancement in the direction of a novel paradigm of
leadership. Assistants, in this case, junior nursing staff, desire to feel authorized and betrothed at
the place of work and every so often the behaviors and relations concerning leaders and their
assistants become significant to comprehend effe ctive leadership completely. Contingency
theories have been established in which individuals instigated to look at the conduct of leaders in
particular circumstances (Fiedler 2013, p. 8). In this essay, the Contingency Leadership Model
and Path-Goal Model theories will be discussed concerning the nursing practice and the most
effective one in the nursing leadership recommended. Findings from the interviews with Nurse 1
and Nurse 2 will also be incorporated into the discussion.
Contingency Leadership Model
Established by Fiedler, the contingency exemplary of leadership efficacy proposes that the
performance of teams is reliant on the interaction concerning leadership style and situational
favorableness. Nurse 1 wholeheartedly agreed to this proposal by Fiedler and gave an account
she experienced where the performance of the team she led varied based on the leadership style
she used at given circumstances. Similarly, the team would only perform to expectations when
the conditions were favorable.
Leader’s Style

Leadership Approaches 3
Fiedler’s investigations steered him to consider that leaders practice either of the following
styles; task-oriented leadership or relationship-oriented leadership. He and his associates spent
several years coming up with a method to quantify a person’s affinity to exercise these two
styles, ultimately settling on a scheme that depends on mental cognitive. Conferring to Fiedler,
persons whose character favors task accomplishment and a sense of achievement would more
probable exercise task-oriented leadership. According to Rae (2018), understanding relationships
with others would probably exercise relationship-oriented leadership for a person whose style
values earnesty. When asked which type of leadership they practiced between the two, Nurse 2
said she applied task-oriented leadership because she likes to see a thing done to completion. For
nursing, I think task-oriented leadership would do because nursing is such a critical field and
there is no much time to nurture relationships.
Furthermore, Mawhinney and Ford (2017) denote that Fiedler’s explorations persuaded him that
people could not be equally task- and relationship-oriented. On the contrary, opinion, when
asked which type of leadership they practiced between the two, Nurse 1 said hers was a
combination of the two. She said that she emphasized on seeing tasks accomplished, but then
again valued fostering relationships with her juniors and subordinates. Persons in leadership
ranks will be more satisfied, genuine, and operative exercising the leadership conduct that goes
with their essentialbasic character. Therefore, the most significant leadership concern is to match
leaders’ traits and styles to the position in which they will be operative. Nursing being a critical
line of work, it would be best if nurse leaders were placed in the befitting locations in regards to
their personalities.
Situational Factors

Leadership Approaches 4
Fiedler suggests three situational aspects that conclude whether a task-oriented or relationship-
oriented style is more probable to be operative; leader-follower relationships, duty organization,
and position supremacy. From speculative as well as automatic outlooks, personal leader-
follower relations are expected to be the most significant variable in the circumstances.
The leader-follower relationships aspect denotes to the level of assurance, reliance, and esteem
that members have in the leader. This situational variable mirrors the recognition of the leader.
The leader’s stimulus hinges on in part on approval by followers. If others are ready to follow
due to personality, proficiency, or reciprocated reverence, the leader has pintsized requisite to
depend on task-oriented conduct; the members readily follow the leader. If, conversely, the
leader is not trustworthy and is regarded undesirably by followers, the situation would probably,
but not certainly, demand task-oriented conduct. In the nursing practice, charismatic nurse
leaders are often looked upon by their subordinates, and this makes the workflow in the nursing
environment tranquil, as people do as expected willingly.
The second very significant situational aspect is stated as the task structure. This aspect denotes
precisely to the features of the task to be accomplished. Some of the central task features
comprise The extent to which the work’s responsibilities and obligations are noticeably specified
and well-known to the individuals executing the job. In the nursing practice, upon employment,
every nurse is clearly explained to, both verbally and in writing, all they are expected to do in
their line of work. Both Nurse 1 and Nurse 2 confirmed to have been made mindful of their
duties and roles in their profession upon employment; a range of processes can resolve the extent
to which difficulties faced in the jobprocesses. A nurse solves complications within a methodical
context, while a doctor has several diverse techniques to handle a problem; the extent to which