This article explores the different styles of leadership and their implications on clinical practice. It focuses on laissez-faire leadership and its effectiveness in transforming clinical services. It also discusses the significance of transformational leadership in nursing practice.
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Running head: LEADERSHIP AND MANAGEMENT1 Leadership and Management Student Name Institutional Affiliation
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LEADERSHIP AND MANAGEMENT2 Leadership and Management Leadership is a means through which leaders provide direction, implement plans and strategies, and inspire their followers to work towards achieving defined objectives. Various scholars have propounded different styles of leadership with the purpose of engendering organizational performance through context-based leadership. In the words of Nanjundeswaraswamy and Swamy (2014), leadership styles include autocratic, laissez-faire, democratic, transformational, transactional, and authentic. Indeed, all these styles of leadership envision engendering conducive working environment for leaders and their followers. However, every means of controlling people have a different implication on the stakeholders and the objectives of the organization (Sfantou et al., 2017). Therefore, it is advisable for leaders to assess their situation before deciding how to give direction to their followers. Notably, there is a peculiar association between autocratic, democratic, and laissez-faire leadership styles in that Kurt Lewin provided the foundation for their formation (Cox, 2016). Consequently, these leadership styles are prevalent in many organizations including the clinical practice where laissez-faire leaders have a significant implication on the profession. The notion of laissez-faire comes from a French phrase analogous to “leave alone”. The term came into existence with the need to allow business people in France to be free while carrying out their daily jobs. Therefore, laissez-faire envisioned on one’s ability to pursue their wishes without the interference of others (Nanjundeswaraswamy & Swamy, 2014). The idea of this model of leadership is that the natural world is self-regulating, therefore, letting nature take its course is better than instituting rules to govern people. Unlike authoritarian leadership, laissez-faire leaders hardly have any control in decision-making and offering guidelines within the work setting (Pullen Jr, 2016). Therefore, everyone does what they prefer and goes where
LEADERSHIP AND MANAGEMENT3 nature leads them. For instance, in a clinical setting the flow of resources and other social amenities coupled with the willing of the nurses to work will determine the performance of the nurses. My leadership style is laissez-faire. I love to see people motivated to work and do their best not because rules are governing them but because they have the willingness and freedom to choose their course. Laissez-faire leadership helps me in making sure that clinical practice is guided by free will and all resources required to facilitate the effectiveness in practice are in place (Leggat, Balding & Schiftan, 2015). However, the leadership style leads crisis in the provision of services because there is no locus of control and the freedom given to workers creates unnecessary misunderstanding. Therefore, the preferred method of leadership in a clinical setting is transformational leadership. According to Clough and McClellan (2016), transformational leaders lead by example. Therefore, they can help clinical workers through motivation and practical guidance to facilitate high performance of nurses and other workers in the field. Transformational leaders compel nurse leaders to educate their followers to become leaders in their work environment to develop realistic solutions in their respective departments (Pullen Jr., 2016). Therefore, as a transformative leader, I would engender a situation where nurse leaders will feel appreciated for the position they hold in the clinical setting and inspire them to inspire others for quality health outcomes. The group presented compelling information on the effectiveness of laissez-faire leadership in transforming clinical services. Most of the group members agreed that nursing leaders who choose to apply laissez-faire leadership style find it easy to have the work done because nurses perform their duties out of free will. However, other members deemed the leadership style as contingent to fracas and chaos in clinical practice setting owing to lack of
LEADERSHIP AND MANAGEMENT4 locus of control. My contribution was that laissez-faire leaders are alienated from controlling nurses making them independent in their decisions, something that helps them work with responsibility rather than duty. Therefore, leaders are as puppets who oversee nurses respond to natural stimuli other than forcing them to perform roles (Leggat et al., 2015). In light of the arguments propounded in the discussion, laissez-faire leadership is imperative in ensuring that nurses make personal decisions that will lead to improvement of care and health outcomes. The value and significance laid on the nurses and their leaders engenders sufficient communication that facilitates an environment to help mitigate pressing issues that may hamper the ability of health facility to offer quality care to patients (Clough & McClellan, 2016). Indeed, laissez-faire leaders are contingent to facilitating innovation in the provision of health services where nurses can use their unique experiences and expertise to treat certain conditions that will eventually become an element of practice.
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LEADERSHIP AND MANAGEMENT5 References Clough, J. D., & McClellan, M. (2016). Implementing MACRA: implications for physicians and for physician leadership.Jama,315(22), 2397-2398. Cox, J. A. (2016). Leadership and Management Roles: Challenges and Success Strategies.AORN journal,104(2), 154-160. Leggat, S. G., Balding, C., & Schiftan, D. (2015). Developing clinical leaders: the impact of an action learning mentoring programme for advanced practice nurses.Journal of clinical nursing,24(11-12), 1576-1584. Nanjundeswaraswamy, T. S., & Swamy, D. R. (2014). Leadership styles.Advances in management,7(2), 57-62. Pullen Jr, R. L. (2016). Leadership in nursing practice.Nursing made Incredibly Easy,14(3), 26- 31. Sfantou, D. F., Laliotis, A., Patelarou, A. E., Sifaki-Pistolla, D., Matalliotakis, M., & Patelarou, E. (2017). Importance of Leadership Style towards Quality of Care Measures in Healthcare Settings: A Systematic Review. InHealthcare5,(4), 1-17. Multidisciplinary Digital Publishing Institute.