Nursing and Leadership | Report

Running Head: NURSING AND LEADERSHIP
NURSING AND LEADERSHIP
Name of the Student:
Name of the University:
Author Note:

2NURSING AND LEADERSHIP
Introduction:
Globally, healthcare services pose numerous dynamic and multifaceted obstacles in
delivering high-quality, secure and cost-effective treatment into the future. Having a pioneer in
healthcare careers is important across the treatment age spectrum. Leaders are tested on a regular
basis using logical thought for problems that need to be addressed. Leaders make crucial choices
that may have effects that could impact patient lives. Actually, health care leadership (Huber,
2017) is a foundational competence that helps healthcare professionals to successfully manage
the dynamic and ever-changing healthcare environment in addressing challenges and taking
actions relevant to topics varying from expense to quality healthcare facilities and access. It is
also important that the leaders are well prepared and qualified to take the right decisions at the
right time.
For the nursing career the idea of leadership is essential (Sfantou et al., 2017). There is no
dearth of literature which discusses nursing leadership. It is important that nurses cultivate an
efficient leadership position to provide high-quality treatment and thereby maintain patient
health while at the same time engaging in various positions of everyday management. The paper
below explores the depth of leadership strategies used by nursing members to improve health
care efficiency and effect on performance of patients. The paper addresses the forms of problems
encountered in Saudi Arabia (Baddar, Salem & Villagracia, 2016), and how they are handled
with leadership assistance. The report shares its opinions on the level of coordination and
decision-making of clinical practice and its effect on the experiences of patients. Finally, the
essay reflects on and shines light on the impact of leadership models on success and work
climate in nursing (García‐Sierra et al., 2016). The report shares its opinions on the level of

3NURSING AND LEADERSHIP
coordination and decision-making of clinical practice and its effect on the experiences of
patients. Finally, the essay reflects on and shines light on the impact of leadership models on
success and work climate in nursing.
Discussion:
Leadership styles the nursing leaders have utilized to ensure the quality of patient
care and its impact on patient outcomes:
Health care practitioners' management and leadership is crucial to ensuring the
consistency and continuity of treatment. Leadership has also been characterized as the
connection between the leading individual those choosing to follow, while referring to the
behavior of directing and coordinating a team or group of people's activities towards a common
goal. There are several recognized leadership models, although six forms of leadership tend to be
more common: transformational, transactional, autocratic, laissez-faire, task-oriented, and
relationship-oriented.
The style of transformational leadership (Boamah et al., 2018) is defined by building
partnerships and inspiration amongst the workers. In health-care agencies, nurses perform
important functions. How their members treat them will have a dramatic impact on their success
and affect patient results. It is important to consider the multiple forms of leadership that are
sometimes seen in the workforce, as well as their influence on the workers and others in their
control. Successful nursing leadership is vital to promoting strategies for progress in the area of
enhancing health care quality, hiring and maintaining high performing workers and successfully
caring for health care needs. Good nurse practitioners ensure the necessary personnel and tools
are in order to maintain optimal level of treatment and results for patients. Nurse Managers at the

4NURSING AND LEADERSHIP
corporate level lead to the development of a plan through their participation in executive
decision-making and their willingness to affect how nursing is performed and viewed.
Transactional Leadership instructs a nurse supervisor of this sort by putting up a program
of incentives and penalties to seek to insure that the workforce complies with the laws. Those
individuals who obey his or her orders and attain the goals set will be awarded as appropriate. At
the other side, it would discipline those who refuse to comply and meet the targets with their
transgressions. This approach is squarely based on supervising employees, ensuring efficient
functioning of the company and enhancing community efficiency. There's a growing curiosity in
the research supporters are undertaking to find anomalies. This style of leadership is successful
in handling a crisis and in undertaking very comprehensive projects. Transformational leadership
lets the supporters recognize the actions of their chief, and become motivated to improve for the
better. They see all the good work flowing from the top and the care for their well-being. They
are far above standards because they placed more work into it than normal. People are no longer
placing themselves first because people bring more focus on what is right for the organization.
A variety of researches have investigated the connection between leadership in nursing
and patient outcomes. Throughout certain trials, for example, transition leadership was correlated
with decreased drug mistakes. It appears as though stuff inside the hospital are handled even
more cautiously by following this path. In half of the studies the design was also linked to lower
patient mortality. Somehow people receive proper attention and care, which helps them to endure
their ordeal. The collaborative models of leadership that involve the modes of change and
partnership have a shared impact on patient satisfaction.

5NURSING AND LEADERSHIP
Types and levels of conflicts experienced by nurses and the impact of
leadership styles on conflict management in Saudi Arabia and internationally:
Conflict in nursing (Labrague et al., 2018), like with any job environment, is an inherent
obstacle in the professional arrangements between nurses and other representatives of the
organization's clinical staff or other workers, and is often considered to be of a complex sort. If
people start operating together in a mission or initiative it is expected. There are a large number
of different careers in a hospital environment who need to function together to achieve the
common objective of patient health, protection, and well-being. Unresolved tension (Khamisa et
al., 2017) between healthcare providers may have a negative effect on patient treatment, which is
why it has to be settled before it can affect the level of care received. Nurses serve multiple roles,
such as caregiver, mentor and boss. Such roles contribute to various kinds of encounters between
nurses and other members of the health care staff, which considerably raises the likelihood of
tension occurring among nurses in hospital environments. Nurses are flexible for interacting with
peers and patients from diverse cultures and experiences and are thus expected to create
interpersonal partnerships. Conflict can theoretically have adverse consequences on work
partnerships as a consequence of individuals holding differing beliefs. The beneficial impact of
confrontation is seen to enhance team function by exchanging opinions and growing debates,
which in turn increases decision-making and, consequently, success.
Throughout hospital setting, there are numerous types of tension nurses who may
encounter. Intrapersonal dispute that arises within an adult happens when one encounters two or
more demands that are incompatible. Interpersonal conflict exists between two or more people
with opposing principles, objectives and beliefs. The types of intra group that occurs inside a
community may be attributed to lack of resources, new challenge that involves improvements to

6NURSING AND LEADERSHIP
group member positions and relationships, principles placed within the group and position. In the
other side, inter group form occurs with differentiating target between classes. Nurses and
physicians continue to be informed with confusion of their positions especially in the Middle
East area. The definition of health care team leaders between the students is not practiced by all
careers. In hospital environment doctors are still perceived to be the prevailing occupation. The
confusion of responsibilities causes a clash of identification between nurses and physicians.
Physicians are trained to be the patient representatives, so they have to work with all
circumstances. Value-based disputes emerge between nurses and doctors when one side seeks to
impose its own collection of principles into another. A report in a journal illustrated the fact that
almost two-thirds of the overall numbers of nurses actually employed in the Kingdom of Saudi
Arabia are foreigners. In this multicultural hospital environment, the lack of awareness of the
local Saudi community by the expatriate nurses may contribute to cultural clashes and any other
type of confusion of Saudi national behaviors and practices. A conflict-related research in the
Kingdom of Saudi Arabia found that the essence of government, cultural awareness and
conflicting demands from different sources, including educational history and profession, had a
major effect on the ignition of misunderstandings between healthcare providers and among them.
Reports demonstrate that dispute resolution can successfully contribute to positive organizational
ties and increase ethical decision-making. It does, though, refer to the notion of racial origin and
how it applies to forms of dispute resolution within the decision-making framework. The study
also calls for further work into how correspondence is conducted in Arab countries, while
derogatory stereotyping against Arabs is taking place.

7NURSING AND LEADERSHIP
Quality of communication and decision-making in nursing practice and their
impact on patient outcomes:
Clinical analysis or decision-making (Jensen et al., 2015), involves assumptions
regarding the condition and interests of a individual and a recommendation of a plan to be
introduced to help serve patient needs, including a patient reaction evaluation. Nursing literature
identified logical and intuitive processes. Decision-making for analytic nurses allows the
decision-maker to incorporate medical symptoms to shape a coherent action judgment to meet
patient needs. Intuitive decision-making by nurses is focused on practice which involves
knowledge of differences in the circumstances in medical care, understanding built over time,
and a mechanism that can seem to be without cause. Recognition of patterns facilitates expert
recognition of clinical circumstances which require trust in the decision-making process. The
experiments carried out suggest that nurses considered experience important to their profession
in nursing and that it should be coupled with knowledge in better patient treatment. Intuition use
differs among nurses though. More experienced nurses tend to use empathy in their work.
Intuition has created a confidence in clinical expertise, hires innovative ways in clinical practice,
as well as a feeling in communication with patients (Jensen et al., 2015). In comparison, when
making action, new nurses use an objective method. Evidence shows that experienced nurses
(Ryan, 2016) make better decisions than novice nurses, especially for more complex decisions
about patient care. The advantages of taking choices from practice are obvious. With an attempt
to help facilitate decision-making at both stages of expertise, an increased awareness of how
seasoned nurse decision-making works is needed.
Evidence based research suggests that there are clear beneficial associations between the
coping abilities of a health care staff leader and the willingness of a patient to follow up with

8NURSING AND LEADERSHIP
treatment advice, to self-manage a persistent medical illness, and to develop proactive health
habits. Research that have been performed over the last three decades indicate that the capacity
of the clinician to clarify, communicate and empathize may have a significant impact on clinical
and behavioral health effects as well as patient interaction and treatment experience. Efficacious
intra-hospital and inter-hospital coordination is deemed extremely critical for health care
providers to safeguard their customers, save on expenses, and improve the routine operational
performance. Patients, however, profit from improved exposure to their medical records, which
decreases the risk of medical mistakes. When recognizing the value of contact in health care,
patient protection is one of the key factors for maintaining an efficient communication system in
every institution of health care. Insufficient contact is also a contributing cause of mortality in
hospital.
Influence of leadership styles on nursing performance and work environment:
The work setting is the position where this specialist will show his experience, abilities,
and attitudes and attain pre-established goals. Primary care professionals regularly evaluate
strategies for enhancing the standard of health treatment. Research shows that nursing leadership
(Spano-Szekely et al., 2016) is a major factor impacting the efficiency of patients, and
consequently the consistency of patient care. Nurses are often affected by the actions of their
members and so activities adopted by members may have a significant effect on the performance
of the workers. Nurse leaders learn by "making" and therefore earn respect by having clear goals
and setting the example. Leaders will have opportunities and bonuses for successes and good
results. Leaders will also include nurses in the decision-making phase and build a common
vision: empowering them to work would help nurses feel confident and committed. When nurses
feel this way they are motivated and dedicated to meeting their own and the needs of their

9NURSING AND LEADERSHIP
employers. Both complexity and resilience are strongly related to the capacity of nurses to do
effectively in stressful job conditions. Nurses can manage stressful conditions easily, because
they view their working climate because demanding rather than dangerous. Therefore, nurses
with both the characteristics of hardness and uncertainty tolerance view their work as a positive
force which motivates and enables them to provide quality treatment.
Conclusion:
Quality of treatment is a key element in maintaining high rates of efficiency within
healthcare institutions, and is characterized as the degree to which the probability of delivering
the desired clinical results is improved and in accordance with the updated technical expertise
and skills in health services. Effective leadership is among the most critical components which
lead an organization to positive and productive results. Major positive associations have been
identified between successful leadership styles and high patient satisfaction rates, and prevention
of adverse effects. Being a true partner transcends all aspects of the nursing field, which needs
communication qualities which expertise to be demonstrated both within the practice and in
partnership with other health practitioners. Being a true participant in treatment systems means
accepting responsibility for finding issues and sources of duplication, designing and executing an
action strategy, monitoring progress over time and making appropriate changes to meet defined
targets. Acting as good advocates for patients, nurses continue to remain interested in taking
recommendations on whether to strengthen treatment quality. In order to be effective in
reconceptualized positions, and to be seen and embraced as representatives, nurses need to see
legislation as something that they can influence and grow rather than something that occurs to
them, whether at local or national level.

10NURSING AND LEADERSHIP
References:
Baddar, F., Salem, O. A., & Villagracia, H. N. (2016). Conflict resolution strategies of nurses in
a selected government tertiary hospital in the Kingdom of Saudi Arabia. Journal of
Nursing Education and Practice, 6(5), 91-99. doi.org/10.5430/jnep.v6n5p91
Boamah, S. A., Laschinger, H. K. S., Wong, C., & Clarke, S. (2018). Effect of transformational
leadership on job satisfaction and patient safety outcomes. Nursing outlook, 66(2), 180-
189. doi.org/10.1016/j.outlook.2017.10.004
Dellefield, M. E., Castle, N. G., McGilton, K. S., & Spilsbury, K. (2015). The relationship
between registered nurses and nursing home quality: An integrative review (2008-
2014). Nursing economic$, 33(2), 95-108.
Finucane, A. M., Lugton, J., Kennedy, C., & Spiller, J. A. (2017). The experiences of caregivers
of patients with delirium, and their role in its management in palliative care settings: an
integrative literature review. Psycho
‐oncology, 26(3), 291-300. doi.org/10.1002/pon.4140
Foronda, C., MacWilliams, B., & McArthur, E. (2016). Interprofessional communication in
healthcare: An integrative review. Nurse education in practice, 19, 36-40.
doi.org/10.1111/ijcp.12686
García‐Sierra, R., Fernández‐Castro, J., & Martínez‐Zaragoza, F. (2016). Work engagement in
nursing: An integrative review of the literature. Journal of nursing management, 24(2),
E101-E111. doi.org/10.1111/jonm.12312
Huber, D. (2017). Leadership and nursing care management-e-book. Elsevier Health Sciences.
Jensen, L. R., Løvholt, A. P., Sørensen, I. R., Blüdnikow, A. M., Iversen, H. K., Hougaard, A., ...
& Forchhammer, H. B. (2015). Implementation of supported conversation for
communication between nursing staff and in-hospital patients with
aphasia. Aphasiology, 29(1), 57-80. doi.org/10.1080/02687038.2014.955708

11NURSING AND LEADERSHIP
Johansen, M. L., & O'Brien, J. L. (2016, January). Decision making in nursing practice: a
concept analysis. In Nursing forum (Vol. 51, No. 1, pp. 40-48).
doi.org/10.1111/nuf.12119
Khamisa, N., Peltzer, K., Ilic, D., & Oldenburg, B. (2017). Effect of personal and work stress on
burnout, job satisfaction and general health of hospital nurses in South Africa. health sa
gesondheid, 22(1), 252-258. DOI: 10.4102/hsag.v22i0.1011
Labrague, L. J., Al Hamdan, Z., & McEnroe‐Petitte, D. M. (2018). An integrative review on
conflict management styles among nursing professionals: implications for nursing
management. Journal of nursing management, 26(8), 902-917. doi.org/10.1111/jonm.12626
Lynch, B. (2015). Partnering for performance in situational leadership: a person-centred
leadership approach. International Practice Development Journal, 5.
https://www.fons.org/Resources/Documents/Journal/Vol5Suppl/IPDJ_05(suppl)_05.pdf
McInnes, S., Peters, K., Bonney, A., & Halcomb, E. (2015). An integrative review of facilitators
and barriers influencing collaboration and teamwork between general practitioners and
nurses working in general practice. Journal of advanced nursing, 71(9), 1973-1985.
doi.org/10.1111/jan.12647
Merrill, K. C. (2015). Leadership style and patient safety: implications for nurse
managers. JONA: The Journal of Nursing Administration, 45(6), 319-324. doi:
10.1097/NNA.0000000000000207
National Academies of Sciences, Engineering, and Medicine. (2016). Assessing progress on the
Institute of Medicine report The Future of Nursing. National Academies Press.
Park, H. J. (2015). Correlations among nursing professionalism, critical thinking disposition and
self-leadership in nursing students. J Korean Acad Soc Nurs Educ, 21(2), 227.
doi.org/10.5977/jkasne.2015.21.2.227

12NURSING AND LEADERSHIP
Ryan, E. J. (2016). Undergraduate nursing students’ attitudes and use of research and evidence‐
based practice–an integrative literature review. Journal of Clinical Nursing, 25(11-12),
1548-1556. doi.org/10.1111/jocn.13229
Sfantou, D. F., Laliotis, A., Patelarou, A. E., Sifaki-Pistolla, D., Matalliotakis, M., & Patelarou,
E. (2017, December). Importance of leadership style towards quality of care measures in
healthcare settings: a systematic review. In Healthcare (Vol. 5, No. 4, p. 73).
Multidisciplinary Digital Publishing Institute. doi: 10.3390/healthcare5040073
Spano-Szekely, L., Griffin, M. T. Q., Clavelle, J., & Fitzpatrick, J. J. (2016). Emotional
intelligence and transformational leadership in nurse managers. JONA: The Journal of
Nursing Administration, 46(2), 101-108.
Vermeir, P., Vandijck, D., Degroote, S., Peleman, R., Verhaeghe, R., Mortier, E., ... &
Vogelaers, D. (2015). Communication in healthcare: a narrative review of the literature
and practical recommendations. International journal of clinical practice, 69(11), 1257-
1267. doi.org/10.1111/ijcp.12686
Weng, R. H., Huang, C. Y., Chen, L. M., & Chang, L. Y. (2015). Exploring the impact of
transformational leadership on nurse innovation behaviour: A cross‐sectional
study. Journal of nursing management, 23(4), 427-439. doi.org/10.1111/jonm.12149