Nursing Leadership: Characteristics and Contemporary Models

This essay offers a critical analysis of leadership in Contemporary nursing, discussing the characteristics of effective leadership and the most commonly applied leadership approaches in clinical settings. It also explores the applicability of contemporary leadership models in healthcare, with a focus on the transformative leadership model.

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The complexity and dynamism associated with the modern nursing practice has made the
adoption of an effective leadership style a requirement. Nurse leaders play a significant role in
enhancing the quality of healthcare service. They facilitate adoption best practice; inspire nurses
to act in the best interests of their patients by acting as role models. Leaders also play an
advocacy role for the nursing profession. Due to the integral role played by nurses, Modern
healthcare organizations have increasingly become on identifying potential nurse leaders and
developing them. It is, however, challenging to do so. Nurses play a major role in influencing the
beliefs, feelings, attitude, and behaviors of the people they lead (Hutchinson and Jackson, 2013).
There are multiple approaches used by nurse leaders. Some of the most commonly applied
leadership approaches in clinical settings are situational leadership style, Transformational
leadership style, Autocratic leadership style, transactional leadership style, participative
leadership style, Laissez-Faire Leadership style and participative leadership style(Curtis, de
Vries, and Sheerin, 2011). The adoption of different leadership styles is determined by factors
such as the personality of a leader, workplace diversity, corporate culture influences and they
type of task involved. This essay offers a critical analysis of leadership in Contemporary nursing.
Some Characteristics define effective leadership in the clinical context. Leadership in
nursing entails critical suspects such as acting with integrity, resolving conflicts, a delegation of
duties and responsibilities and effective decision making. Though these attributes, nurse leaders
make major contributions in their organization. Discussed are some of the most common
leadership characteristics.
First, emotional intelligence is one of the most important characteristics of effective
leaders. Nurse leaders work with different categories of people in the clinical setting. They work

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collaboratively with and offer support to both experienced and graduate nurses. This
characteristic enables them to understand their own emotions potential impact of their emotions
top others. It also enables them to understand, recognize and influence the emotions of their
juniors (Feltner et al., 2008). Also, they work with graduate nurses to equip them with stress
management skills, enable them to deal with work challenges and assist them to develop
emotional intelligence. These aspects, therefore, make emotional intelligence on of the important
characteristics of effective leaders.
Secondly, integrity is also one of the most important characteristics in the clinical setting.
Leaders with this virtue walk the talk at all times. Their words match Their actions. They act in
trustworthy, moral, honest manner and are consistent. On the contrary, leaders lacking this virtue
cannot be trusted by the public, colleagues, employees or bosses. Integrity enables effective
leaders to use and instill among their employee's ethical practices hence enabling nurses to make
effective decisions regarding healthcare. Personal integrity also aids nurse leaders to make
decisions consistent with their code of professional practice (Milton, 2009).
Thirdly, effective leaders are people who are dedicated to excellence. They are people
tasked with the responsibility of prioritizing the best of their patients, staff, and organization
irrespective of the prevailing circumstances. Dedication to excellence is centered on ensuring
that exceptional care is provided to patients by individual nurses and teams within a clinical
setting (McSherry et al., 2012). Leaders can instill this attribute among their staff through regular
performance appraisals. Exceptional Leaders focus on improving the performance of other
nurses and trainees by acting as role models.

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Fourthly, effective communication skills are key for leaders. Effective communication is
a major requirement in the contemporary multidisciplinary patient care environment that is
characterized by high-level collaboration. Exceptional communication skills aid leaders in the
provision of outstanding patient care and the management of their staff. Through their ability to
communicate effectively through writing and in speech makes it easier for them to motivate.
Lead and win the trust of their staff (Tourangeau et al., 2010).
Finally, professionalism is also a core trait for effective leaders. The dynamism
associated with the Nursing profession requires leaders who are both competent and confident.
Leaders, they represent their organization at different levels and interact will all their staff. For
this reason, professionalism is an important characteristic. Professionalism among nurse leaders
is integral for healthy work environments (Ghadirian, Salsali and Cheraghi, 2014).
Contemporary leadership models are relevant to healthcare. A common understanding
exists among leaders in contemporary healthcare that the effectiveness of their organizations
does not solely rely on them. Therefore, there is a need for alignment of various expertise and
integration among departments to facilitate focused patient care, encourage innovation and
improve organizational efficiency (Wikström and Dellve, 2009). The healthcare industry has also
undergone various transformations creating the need for new more effective leadership
approaches. Some of these transitions have come through the introductions of new technologies,
new payment methods, care coordination models, new laws and regulations. A need has
therefore arisen for modification of patient care and workplace collaborations to meet these
emergent needs. These changes have also necessitated Leaders in these contemporary healthcare
settings adapt to the following leadership model.

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Autocratic Leadership Model: An autocratic leader is a leader who has all control
decisions. Such leaders make choices and dictate what needs to be done without accepting the
input of others. Autocratic leaders are the bosses, and their word is final. An autocratic leader in
the clinical setting makes all decisions individually and directs their subordinates with specific
instructions on what needs to be done. They require their subordinates to obey given orders
without questioning. Autocratic leaders also do not tolerate mistakes by their staff (Bolden,
2011). This style can be quite effective in emergency situations, in situations needing strict
adherence to medical or legal guidelines or where simple tasks are involved. This style, however,
can hinder creative problem solving, teamwork and building of trust between Nurse Leader and
staff.
Transformational leadership model: Transformational leadership model is centered on
creating positive transformations in individuals and social systems. A transformative leader in
the clinical setting works closely with individuals and teams within their organizations to
identify the need for change, creates a vision for their organization and guides their staff through
the change process. The focus of transformative nurse leader is always on improved
organizational processes, better systems and improved patient care (Weberg, 2010). This
leadership approach works best for healthcare organizations needing big improvements and
changes. It is however not effective in situations requiring daily decision making on small issues.
Transactional leadership style .A transactional leader acts as a manager .They act as
supervisors for group and organizational performance. A nurse leader using this style uses
rewards and punishments to motivate their followers. They tend to believe that followers have a

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primary role of following commands from their leaders. They also believe that for expectations
to be realized, employees need to be monitored closely (Sfantou et al., 2017).
Situational leadership Style. Situational Nurse Leaders are flexible leaders who
constantly adapt to the changing needs of their organizations and the work environment. Such
leaders do not have any specific skills but their skills are modified to meet the situation at hand
and current organizational requirements. Through this leadership style, nurse leaders weigh
available options within the clinical setting and pick the leadership style that suits the current
circumstances and organizational goals(Sfantou et al., 2017). Through this approach, leaders are
able to develop their employees and bring the best out of them as well as establish rapport within
the organization.
Collaborative leaders in the clinical setting share control with their Nurses, take time to
create meaningful relationships and handle workplace conflicts constructively (Sfantou et al.,
2017). They strive to make sure that all parties within the clinical setting are equally satisfied
Laissez Faire Leadership model: It is a leadership approach based on a hands-off
approach where a leader leaves individuals to make their own decisions. A nurse leader using
this model does not provide any instructions to his staff and gives them full freedom to act
independently. This leadership is most suitable in a clinical setting where all the members of
staff are highly qualified and highly dedicated to their work (Vesterinen, Isola and Paasivaara,
2009). It can, however, be quite ineffective when used in a team that is composed of
inexperienced members.

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Servant leadership model: Servant leaders are generally focused on the success of the
teams that they lead. They highly understand that for their teams to succeed, individual members
should also succeed. They, therefore, focus on ensuring that individuals have the right tools,
skills, and relationships. It is more effective for diverse teams where individuals have different
responsibilities. It is however not effective where teams are required to follow collective
directions (Al-Sawai, 2013).
Democratic leadership Model: A democratic leader is a leader who involves
subordinates in decision-making processes. They encourage open communication and ask for
their staff’s input. It is also based on receiving and giving feedback. It works best in situations
where the leader wants to build accountability and trust-based relationships. It does not work
where quick decision making is required (Giltinane, 2013).
The writer believes that a nurse in the current healthcare environment would be more
suited to adopt a transformative leadership approach. As analyzed in this essay, contemporary
healthcare organizations are increasingly faced by new challenges that require a more adaptable
leadership approach. Transformational leadership approach is future-oriented. Such leaders
create a vision for their organization and guide their staff towards the realization of that vision.
Their future-oriented approach enables them to deal with emergent organizational challenges
(Day and Antonakis, 2013). The writer’s belief is based on several characteristics associated with
this model.
Transformational leaders are individuals who inspire a shared vision in their
organization: There is a need for a modern organization to keep pace with the changes in the

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industry. These changes range from the introduction of new technologies, the introduction of
new legal requirements regulating healthcare and new healthcare practices. Realization of these
organizational changes requires leaders who are both adaptable and who can influence their
teams towards the realization of these changes. Through their influence, transformational leaders
are likely to influence improvement in the delivery of services within their organizations
(Chummings et al., 2012).
Transformational leaders act as role models for their staff. The modern health workforces
need leaders who they can look up to and get an emotional and intellectual stimulation.
Transformational leaders are known to be people who encourage the hearts of their staff.
Through this aspect, they improve the competence and engagement levels of their staff (Doody
and Doody, 2012). Competence in healthcare delivery is one of the major areas of focus by
modern organizations as they seek to improve the quality of healthcare services.
The increasing complexities of modern health have created the need for leaders who are
not afraid to challenge the status quo. Transformational leaders are the caliber of leaders that
modern organizations need. They play an advocacy role in the improvement of the quality of
healthcare through the modification of systems. They are also individuals who are adaptable to
modern healthcare changes and are therefore able to deal with emergent issues touching on needs
of the society, diversity, and technology (Doody and Doody, 2012).
Conclusion
In conclusion, effective leaders are defined by various characteristics that they possess.
Some of the most common characteristics for effective leaders are emotional intelligence,

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dedication to excellence, high level of integrity, professionalism and effective communication
skills. Apart from these characteristics leaders in the contemporary health care setting are also
defined by the leadership model they adopt. Some of the most used leadership models in modern
healthcare settings are the transformational leadership model, Autocratic leadership model, the
servant leadership model, transactional leadership modeland democratic leadership model. The
applicability of these leadership models differs in different situations. I Strongly believe that a
transformational leadership model would be the most suitable for a nurse in the current
healthcare setting. With the constant changes in the healthcare industry, the most effective
leadership approach would be the one that is adaptable to these changes, Transformational
leaders are not only adaptable, but they are also able to inspire and lead their staff through
change
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