Nursing Leadership: Styles, Improvement, and Resources

This document discusses nursing leadership styles, improvement, and resources to enhance nursing practice. It provides insights into servant and transformational leadership styles and how to improve time management skills. The document also highlights the importance of training, workshops, and clinical supervision in acquiring the desired skills for improving clinical practice.

Running head: NURSING LEADERSHIP
NURSING LEADERSHIP
Name of the student:
Name of the university:
Author note

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NURSING LEADERSHIP
Leadership styles and improvement
With the high prevalence of the chronic disease, the importance of the nursing
professionals is intensifying (Crowne et al., 2017). In this context, effective leadership skills
have emerged as mostly desired competencies in the clinical practice for providing safe and
responsive care to the patient (Fischer, 2016). Being a nursing professional, I have evaluated my
leadership skills and gathered the understanding that my leadership style is the servant leadership
style. The crucial attribute of the leadership include listening to the patients, communication,
empathy, foresight, healing and building community and I possess all of these skills which
improved my nursing practice. While the majority of my colleagues believes in servant
leadership, some of them also have transformational leadership styles. After reviewing my
leadership skills I have gathered the understanding that my time management skills require
improvement. While proving care to more than two patients, I failed to do accurate time
management which further impacted my professional practice.
In order to improve my nursing leaderships, I support I would require include training,
workshop, and clinical supervision. Training and workshops guide professionals to acquire
mostly desired skills for improving clinical practice and motivate them to achieve those skills for
enhancing clinical practice (Lacerenza et al., 2017). On the other hand, clinical supervision
allows nursing to develop their practice through regular discussion with supervisor and
colleagues regarding skills and experiences (Tai et al., 2016). Hence, these supports not only
assist me to gather my nursing leadership skills but also improve my professional practice of
providing safe and responsive care to the patient for the best interest of the patients.

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NURSING LEADERSHIP
Being a change agent I feel quite empowered. The prime reason behind this is that evaluation of
own nursing practice is one of the most crucial attributes of the nursing professionals which
further improved the nursing practice. Hence, through the evaluation of the nursing practice and
support to gather skills, I would be able to support my coworkers and able to involve in
collaborative practice. It will further facilitate quality of care and patient satisfaction.
One helpful resource that I have found useful to improve my leadership is following:
Hafsteinsdóttir, T. B., van der Zwaag, A. M., & Schuurmans, M. J. (2017). Leadership mentoring
in nursing research, career development and scholarly productivity: A systematic
review. International Journal of Nursing Studies, 75, 21-34.
https://www.verpleegkundigleiderschap.nu/wp-content/uploads/2017/12/Hafsteinsdottir-
et-al-2017.pdf

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NURSING LEADERSHIP
References:
Crowne, K. A., Young, T. M., Goldman, B., Patterson, B., Krouse, A. M., & Proenca, J. (2017).
Leading nurses: emotional intelligence and leadership development
effectiveness. Leadership in Health Services, 30(3), 217-232.
https://www.emerald.com/insight/content/doi/10.1108/LHS-12-2015-0055/full/html
Fischer, S. A. (2016). Transformational leadership in nursing: a concept analysis. Journal of
Advanced Nursing, 72(11), 2644-2653.
https://onlinelibrary.wiley.com/doi/abs/10.1111/jan.13049
Hafsteinsdóttir, T. B., van der Zwaag, A. M., & Schuurmans, M. J. (2017). Leadership mentoring
in nursing research, career development and scholarly productivity: A systematic
review. International Journal of Nursing Studies, 75, 21-34.
https://www.verpleegkundigleiderschap.nu/wp-content/uploads/2017/12/Hafsteinsdottir-
et-al-2017.pdf
Lacerenza, C.N., Reyes, D.L., Marlow, S.L., Joseph, D.L. & Salas, E., (2017). Leadership
training design, delivery, and implementation: A meta-analysis. Journal of Applied
Psychology, 102(12), p.1686.
https://www.researchgate.net/profile/Christina_Lacerenza/publication/
318737359_Leadership_Training_Design_Delivery_and_Implementation_A_Meta-
Analysis/links/5ac79aca0f7e9bcd51934ada/Leadership-Training-Design-Delivery-and-
Implementation-A-Meta-Analysis.pdf

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Tai, J., Bearman, M., Edouard, V., Kent, F., Nestel, D., & Molloy, E. (2016). Clinical
supervision training across contexts. The clinical teacher, 13(4), 262-
266.https://www.semanticscholar.org/paper/Clinical-supervision-training-across-
contexts.-Tai-Bearman/59920f00fe5222dcb13ce97b7c1349042b6a1533