Leadership Models in Nursing: Analysis & Personal Leadership Model

This report provides a comparative analysis of different nursing leadership styles, including servant, transformational, transactional, laissez-faire, and authoritarian leadership. It examines how these models impact organizational, team, and individual growth, detailing the implementation of each style and their alignment with personal beliefs. The report also includes a personal model of leadership, discussing its application in a professional setting and comparing it to the researched models, with a focus on servant and transformational leadership. Figures and tables illustrate the comparative structure of the leadership styles, highlighting their effects on team dynamics, individual development, and organizational performance. The author's personal beliefs align with servant and transformational leadership, emphasizing motivation and teamwork for achieving success.

Part 1
Different Leadership Styles in Nursing
Figure 1: Graphic Organizer – Different Types of Nursing Leadership Styles
(Source: Giltinane, 2013)
N u r s in g L e a d e r s h ip s t y le s
Servant Leadership
Transformational
Leadership
Transactional
Leadership
Laissez faire
leadership
Authoritarian
Leadership

Table 1: Graphic organizer: Comparative structure of different leadership styles
Servant
Leadership
Transformational
Leadership
Transactional
Leadership
Laissez faire
Leadership
Authoritarian
Leadership
Implementation
of the
leadership
models:
Leadership
styles
Leaders servers
for the team
instead of team
serving over the
command of the
leader
The behavior of
the leader
transforms and
motivates the
followers to
deliver work
beyond the
expectations,
channelizing self-
interest for the
betterment of the
organization
Leaders
facilitates
compliance of
his or her
followers via
rewards and
punishments
A leader
encourages
free
communication
and active
participation of
the staffs in the
decision
making
process
A leader
makes all the
notable
decisions
independently
without even
taking the in-
puts of the
fellow team
members into
consideration
Organizational
Growth
High
organizational
growth via
dedicated
performance of the
team members
High
organizational
growth via a group
of motivated team
members who
deliver beyond the
expectation
Moderate
organizational
growth as the
leader pays
attention to the
faults or the
loop-holes in the
work and thus
Moderate to
poor
organizational
growth as
shared decision
making
process delays
the overall
Works
perfectly
during
emergency or
chaotic
situations
where there is
only minimal

modifying and
helping to
perform better.
This type of
leadership
model is
effective during
the crisis or
emergency
situation when
the projects are
required to be
carried out in a
definite manner
process of
decision
making. It also
prevents
prompt
decision
making during
crisis situation
time for
discussion
Team Growth High team growth
as a leader puts the
need of the other
on priority and
helps people to
refine their
performance
The leader
provides
inspirational
motivation to the
team members and
thereby motivating
them to deliver
beyond
expectation. The
Poor team
growth as their
exist a negative
energy of
getting accused
for faulty work
and poor
acknowledgmen
t for good work
High team
growth as the
members of the
team is given
responsibility,
accountability
of their
performance.
This generates
Poor team
growth as it
does not
promotes trust
among the
team members

group of
motivated team
members deliver
the best for the
company in unison
thereby promoting
team’s overall
success
a sense of
liability and
dedicated work
culture
Individual
Growth
High individual
growth with a
generation of
humble attitude
and a tendency to
serve all.
(Parris & Peachey,
2013)
Promotes
intellectual
simulation via
replacing the old
assumptions,
traditions and
beliefs. This
change in belief
helps to stay
motivated and
deliver the best
under pressure
(Avolio &
Yammarino, 2013)
Decrease in the
level of
confidence
among the
individuals of
the team.
Because only
the faults are
pointed out and
criticized and
not the
achievements
are not
acknowledged
(Dumdum,
High
individual
growth. An
individual
knows every
aspect of the
decision
making
process and
thus focus on
quality
improvement
rather than
mistakes of the
team members
Poor
individual
growth as
entire blame is
given over an
individual
rather than on
faulty systems.
No mistakes
are tolerated
(Giltinane,
2013)

Lowe & Avolio,
2013)
(Giltinane,
2013)
Figure 3: Graphic organizer: Different leadership styles
(Source: Giltinane, 2013)
My personal beliefs fit well with both the concept of servant leadership and
transformational leadership. Here the leader takes active step to motivate the team-members or
works for the team-members and thus ensuring success upon the shoulders of dedicated work-
force.
Transformational leadership High
organisational
growth
Mild to moderate
company's
growth
High team'
growth
Transactional leadership Prioritisation of
the organisation
Motivates by
rewards and
punishments
Laissez faire leadership Poor individual
growth
Poor team
growth
Not suitable for a
new team
Authoritarian leadership Poorindividual
growth
Poor team
growth
hampers the
nurse's
autonomy
Servent leadership Leader's exist to
serve people
High individual
growth
High team
growth
High organisation
growth during
ememrgy
situation

References
Avolio, B. J., & Yammarino, F. J. (Eds.). (2013). Introduction to, and overview of,
transformational and charismatic leadership. In Transformational and Charismatic
Leadership: The Road Ahead 10th Anniversary Edition (pp. xxvii-xxxiii). Emerald Group
Publishing Limited.
Dumdum, U. R., Lowe, K. B., & Avolio, B. J. (2013). A meta-analysis of transformational and
transactional leadership correlates of effectiveness and satisfaction: An update and
extension. In Transformational and Charismatic Leadership: The Road Ahead 10th
Anniversary Edition (pp. 39-70). Emerald Group Publishing Limited.
Giltinane, C. L. (2013). Leadership styles and theories. Nursing Standard (through
2013), 27(41), 35.
Parris, D. L., & Peachey, J. W. (2013). A systematic literature review of servant leadership
theory in organizational contexts. Journal of business ethics, 113(3), 377-393.