This article analyses the importance of leadership and management in clinical practice. It discusses various leadership theories and their application in nursing. It also highlights the symbiotic relationship between leadership and management.
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Running head:LEADERSHIP IN CLINICAL PRACTICE Leadership in clinical practice Name of the Student Name of the University Author note
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1LEADERSHIP IN CLINICAL PRACTICE Asmartinterplayofleadershipandmanagementisnecessarytoaccomplishany organisational goals. There is an ongoing debate about the importance ofleadership and management. According to some theorists, one of the several functions of the management is leadership. On the other hand, it is asserted by other theorists that management is one role of leadership. It is also argued that the leadership requires additional complex skills (Thomas, 2015). The aim of the assignment is to analyse the leadership and management theories. The complexity of the modern organisation has led to development of several leadership and management theories. To deal with these complexities Mannix et al. (2015) proposed that “one leadershipstylecannotbeusedineverysituationwithinthecomplexitiesofmodern organisation”. The statement by Mannix et al. (2015) will be critiqued in regards to health care setting. The arguments will be supported with relevant literature. In simple words leadership, irrespective of the organisation is to direct a group with vision like a spearhead, and motivating people. On the other hand, management is all about staffing, organising, planning, controlling, and directing. Unlike management, the leadership encompasses the elements of coaching, mentoring, and being a role model (Marquis & Huston, 2015). However, considering the definition of management also implies it to be the process of leading all or part of the organisation by deploying the useful resources. Unlike management, leadershipinvolvesuseofinterpersonalbehaviourstohavesocialinfluencetomotivate followers to give their best effort (Thomas, 2015). Based on these definitions and arguments, the analysis of the concepts in isolation is difficult job. Leadership is crucial in clinical setting to ensure positive patient outcomes (Howieson & Thiagarajah, 2011). However, it can be argued that without management it would not be possible to achieve positive patient outcomes. Staffing is the important function of the management. In
2LEADERSHIP IN CLINICAL PRACTICE health care sector, adequate nurse is to patient ratio is essential. A nurse needs leadership skills to manage the staffing issue. Without effective manger, the nurse may lack direction causing the leadership vacuum. It can be concluded from the discussion that the management and leadership exist in symbiotic relationship with each other. Both concepts must be integrated if leaders and manager were to function effectively. However, currently, leadership in health care is graining prominence, whereas management was preferred traditionally (Thomas, 2015). So, leadership and management debate still exists. To analyse the importance of the management, various theories were reviewed. It was found that all the theories were targeted to organising, group performance and supervision skills. One of the most profoundly used theories are “theory X and theory Y”. The X theory does not consider the organisational needs but is focused on the supervisor and direction. The Y theory is not considerate about supervision as it assumes the employees to be self-motivated (Courtney et al., 2015). Although both theories are contradictory, may be well applied in nursing profession. The junior nurses need immense supervision to prevent them from say medical errors. The senior or registered nurses must be self-motivated to handle the ethical and legal dilemmasin workplace. The senior nurses must be self-dependent to handle job-related stress factors and use their emotional intelligence to give high quality care to the patient. However, this process also needs good leadership skills as nurses with burn out must be dealt at interpersonal level by their mangers to meet the health care goals. The scientific management theory, though beneficial in meeting the work productivity through agreed standards, lacks the humanistic approach.It may be useful for meeting the goals related to hand hygiene policy or clinical audit but cannot be implemented in broad areas for it lacks the essence of leadership (Borkowski, 2015). The other theory that addresses the limitations of the above theories is strategic management theory,
3LEADERSHIP IN CLINICAL PRACTICE required to address daily challenges while considering the external and internal factors (Rogers et al., 2016). It is the process of managing work logically and is observed to ensure patient satisfaction. It may apply to nursing widely. Development of the policy for ongoing problem in nursing may require strategic management. For example, different illness may be assessed differently. The patient assessment differs for diabetes and substance abuse disorder and needs to follow different logical structure to devise interventions.In conclusion, the leadership and management needs cannot be prioritised in isolation. Given the complexity of the clinical leadership in nursing, several theories have been developed. In 1951, two popular leadership styles were democratic and authoritarian (Mannix, Wilkes & Daly, 2013). The former involves people in decision making, and gives constructive criticism and have less control over the followers. The authoritarian leader is opposite of democratic leadership style but is good only for unmotivated worker.It is useful in chaotic situations, where less time is allocated for discussion such as cardiac arrest. Also it may be useful in enforcing policies such as “resident health and safety”.On the other hand, the democratic leadership is criticised for reduced efficiency and poor accountability problems (Courtney et al., 2015).It may be used in acute care department, where a nurse may solicit other nurses in that process to propose changes in patient’s release procedure. To overcome the limitation of the criticism and efficiency, interactional leadership style emerged that ensures effective group interaction (Marquis & Huston, 2015). This leadership style is the relationship between the situation and the leader’s personality. It overcomes the limitations of the above mentioned leadership styles as it fosters the leader’s synergy with others. The most prominently used interactional theory is the transformational theory. This type of leaders is highly motivating and visionary (Mannix, Wilkes & Daly, 2015). They implement effective communication skills to
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4LEADERSHIP IN CLINICAL PRACTICE leadorganisewhileempoweringthefollowers.Theareawheresuchleadershipiswell implemented is the mental health care to reduce violence (Sayers et al., 2015). A transactional theory is the other form of interactional leadership. However, it focuses on the common values to allow the interaction to take place for empowering people.It may be applied to empower cancer patients with emotional distress.The drawback of transformational leadership is the dependence on the employees and potential for conflicts. Similarly, transactional leadership is limited as it does not take into account the individual differences (Alharbi, 2017). Neither of the above mentioned leadership styles focuses much on the values and beliefs of the followers. The authentic leadership and the servant leadership styles allow working as role model for others by considering the values and beliefs.It is best used for establishing therapeutic relationship with patients and areas like staff turnover. However, both have limitations because there is no alignment with the beliefs and actions in some cases found (Regan, Laschinger & Wong 2016). Congruent theory was found to be more advantageous in this aspect where leader’s actions values and beliefs exhibit congruency. This leadership focus on interpersonal skills and also contains the elements of the transformational leadership (Mannix, Wilkes & Daly, 2015). However, these theories may not be aligned with the nursing role in all aspects. There is a more evidence on favour of transformational leadership than congruent leadership style even though both can be applied in limited situations needing patient centric care (Cleary et al., 2011). Another theory that emerged and proved to be more closely aligned to the role of the nurse is the aesthetic leadership (Mannix, Wilkes & Daly, 2015). Aesthetic leadership is based on the knowledge of the felt meaning of leadership process and thesensory knowledge.Using thisstyle aleaderhasto demonstratetheemotional awareness, sensory, moral and somatic awareness (Mannix, Wilkes & Daly, 2015). It can be
5LEADERSHIP IN CLINICAL PRACTICE applied in different complex nursing situations such as fall risk prevention in elder care or improving nosocomial infection risk management.Health care sector is changing rapidly, and there are new challenges die to emerge chronic illnesses and comorbidities. The nurses are faced with various challenges such as infection control, prevention of medication error, and each may require different leadership. Problems like establishment of the patient-centred care model in geriatric setting can be taught by transformational style or congruent style (Rokstad et al., 2015). However, problem likes patients fall or care for dementia patients are multifaceted that may pose multiple challenges for the nurses. The complexity may be due to consideration of stakeholder support, strategic planning, needs assessment and others. Thus, it adds to conflicts and confusion where the relationships with the stakeholders are at stake. In regards to this situation, it appears that the argument by Mannix et al. (2015) abut one leadership style cannot be used in every situation is true. The situational leadership and contingency leadership theories emphasise on adopting differentleadershipmodelsbasedonthenursingchallenges(McCleskey,2014).Inthe situational leadership model/contingency style, a nurse can use transformational, democratic or transactional leadership styles. Supervision may change depending on the relationship with the followers, competency skills and task assigned. For example, Nurse Manager may lead the highly skilled nurses with democratic style and use authoritarian style to direct and supervise low skilled nurses involved infall prevention in elderly care wards.Authentic leadership style can be used to resolve conflicts between nurses, promote interprofessional collaboration duringfall risk management projects(Regan, Laschinger & Wongn 2016). In positive implementation of change, if the nurses act as role model then in risk management, then it is the demonstration of the servant and authentic leadership style. In such situation, Y theory of management can be
6LEADERSHIP IN CLINICAL PRACTICE applied. While implementing the health pr motion program if the nurse’s values are in congruent with actions then it is the use of congruent leadership style.Strategic management is vital for handling different kinds of complexity such as job dissatisfaction among nurses or information management in Electronic health records. In conclusion, one leadership style cannot be used in all situations. Also, leadership and management go hand in hand in a synergistic manner. Situational leadership model is the tool that can be applied in all areas of health care complexities. It has the potential to create positive workplace, promote productivity, and foster innovation. The strategic management theory and the situational leadership hold great benefits as they overcome the limitations of the previous theories that were applicable in one specific situation. Nurses should make decisions in the manner that it should promote the optimal care. Health care professionals can grow and develop with perfect amalgamation of the leadership and management skills.
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7LEADERSHIP IN CLINICAL PRACTICE References Alharbi, A. Y. (2017). LEADERSHIP STYLES OF NURSE MANAGERS AND THEIR EFFECTS ON NURSE AND ORGANISATIONAL PERFORMANCE, ISSUES AND PROBLEMS. Cleary, M., Horsfall, J., Deacon, M., & Jackson, D. (2011). Leadership and mental health nursing.Issues in Mental Health Nursing,32(10), 632-639. Courtney, M., Nash, R., Thornton, R., & Potgieter, I. (2015). Leading and managing in nursing practice:Concepts,processesandchallenges.Leadership&Nursingcontemporary perspectives. Howieson, B., & Thiagarajah, T. (2011). What is clinical leadership? A journal-based meta- review.International Journal of Clinical Leadership,17(1). Mannix, J., Wilkes, L., & Daly, J. (2013). Attributes of clinical leadership in contemporary nursing: an integrative review.Contemporary Nurse,45(1), 10-21. Mannix, J., Wilkes, L., & Daly, J. (2015). Aesthetic leadership: its place in the clinical nursing world.Issues in mental health nursing,36(5), 357-361. Marquis, B. L., & Huston, C. J. (2015).Leadershiproles and management functions in nursing: Theory and application. Lippincott Williams & Wilkins. (8th Ed). PILADELPHIA Wolters: Kluwer Health | Lippincott Wiliams & Wilkins McCleskey,J.A.(2014).Situational,transformational,andtransactionalleadershipand leadership development.Journal of Business Studies Quarterly,5(4), 117.
8LEADERSHIP IN CLINICAL PRACTICE Regan, S., Laschinger, H. K., & Wong, C. A. (2016). The influence of empowerment, authentic leadership, and professional practice environments on nurses’ perceived interprofessional collaboration.Journal of nursing management,24(1). Rogers, S. E., Jiang, K., Rogers, C. M., & Intindola, M. (2016). Strategic human resource management of volunteers and the link to hospital patient satisfaction.Nonprofit and Voluntary Sector Quarterly,45(2), 409-424. Rokstad, A. M. M., Vatne, S., Engedal, K., & Selbæk, G. (2015). The role of leadership in the implementation of person‐centred care using Dementia Care Mapping: a study in three nursing homes.Journal of nursing management,23(1), 15-26. Sayers, J., Lopez, V., Howard, P. B., Escott, P., & Cleary, M. (2015). The leadership role of nurse educators in mental health nursing.Issues in mental health nursing,36(9), 718-724 Scully, N. J. (2015). Leadership in nursing: The importance of recognising inherent values and attributes to secure a positive future for the profession.Collegian,22(4), 439-444. Thomas, T. (2015).Management and leadership for nurse administrators. Jones & Bartlett Publishers.Thomas, T. (2015).Management and leadership for nurse administrators. Jones&BartlettPublishers.Retrievedfrom:https://books.google.co.in/books? hl=en&lr=&id=7oeHCgAAQBAJ&oi=fnd&pg=PR1&dq=leadership+and+management+ debate&ots=Hve2EJ- Mh3&sig=oTWx3EX4pNFvUBfAmkoX0tqqV20#v=onepage&q=leadership%20and %20management%20debate&f=false
9LEADERSHIP IN CLINICAL PRACTICE Borkowski, N. (2015).Organizational behavior, theory, and design in health care. Jones & Bartlett Publishers.