Transformational Leadership in Nursing-Free-Samples for Students

Question: Critically analyse the leadership and Management Culture within your Organisation, utilising a leadership/management theory/ framework of your choice. Answer: Introduction: An efficient nurse leader sets the tone of her department acting either as a positive or a negative role model for staffs. In nursing homes, a wide variety of patients gets admitted with their various ailments and disorders. The nursing professionals need to provide the best quality service to each of them to ensure patient satisfaction (Joseph et al. 2013). The patients may suffer from issues of obesity to that dementia and many more. To cover a wide variety of services, nursing professionals require strict guidance to help them carry on their work smoothly. The leaders make each of the nursing professionals as well as the patients feel included in the system and also encourage the team to work together (Irshad and Hashmi 2014). The main rationale of the assessment for selecting this topic is that nurses with transformational leadership styles and high emotional intelligence may develop the safe working environment for the nurses. This reduces any medical errors on the floor and nur ses can provide the high level of care to patients (Goleman, Boyatiz and Mckee 2013). Not only that, the topic shows how it helps in proper communication among the nurse, ensures the development of higher patient satisfaction and reduction in the workload of nurses. Nurses feel less stressed, and as a result, they can dedicate more to the organization. (Bellamy and Bellamy 2016) All these lead to positive patient outcomes. This ensures patient safety. Hence the assignment will mainly describe transformational leadership style and how the use of emotional intelligence makes the workplace safer and healthier. The main aim of the assessment is to provide light on the fact that how emotional intelligence in transformational leadership impacts on nurses and patients. Transformational leadership can be described as the style of leadership where a leader works in association with the employees to identify the needed change in the organization. This is followed by creating a vision and guiding the nurses with the changes through important leadership skills like motivation, inspiration, providing empathy, proper social skills, communication skills and many others (Goleman, Boyatiz and Mckee 2013). Four main components should be followed by nurse leaders in the present generation to ensure the safety of patients and ensure a smooth flow in the workplace. These are intellectual stimulation, idealized influence, inspirational motivation as well as individualized consideration (Spano-Szekely et al. 2016). Emotional intelligence is also high in this type of leaders. Transformational leadership is a model of integrity and fairness where the leaders provide a set of goals. The nursing leaders also have high expectations from their followers and encourage th em to develop their clinical skills, enhance their knowledge and gain more experiences. Such nursing leaders also provide support and recognition by stirring the emotion of people (Follesdol and Hagtvet 2013). However, many other researchers like Dong, Seo and Bartol (2014) are of the opinion that since they have high influencing power, there might arise many situations where nurse leaders make harsh and abrupt decisions out of emotions which can be detrimental to the people. Many researchers also argue that since these leaders are believable and have the charm to entice the subordinates, sometimes decisions are taken by these leaders who are not in the best interests of the majority of the followers. Ultimately, this might have negative impacts on the nurses as well as the patients. Matthew and Gupta et al. (2015) stated that they also motivate their follower for excellent work output. Transformational leadership by nurse leaders in nursing homes are extremely important to guide the employees properly so that they can provide the best care to patients and at the same time enhance their skills and knowledge. Emotional intelligence has been stated by researchers to be a multifactorial array of social as well as emotional competencies which need to be practised by leaders. These are important for determining how effectively, the leader can relate to themselves and also with the others. Shahhosseini, Silong and Ismail (2013) stated that this attribute of emotional intelligence helps leaders to cope with the daily demands of the patients and the organizations as well as with work pressures. Therefore, this leadership inspires workers to go beyond their capabilities and try to achieve the organizational goals of best patient satisfaction. However, many researchers lik e Karimi et al. (2014) are of the idea that since the workers are much influenced and motivated to work beyond their shift hours to meet the expectations of their leaders, they often become tired and may be affected physically. They may develop back pain, body ache, and lack of sleep. They may also have an improper work-life balance which may affect their personal life. Hence, there remains a concern that whether transformational leadership is really helpful or not as it causes employee burnout. Emotional intelligence consists of some components. Barbuto, Gottfredson and Searle, (2014) stated that transformational leaders with emotional intelligence help in bringing effective changes in the organization by developing a working environment where nurses can not only enhance their knowledge and skills but can also communicate with each other effectively. The first component is called the self-motivation. This, in turn, has four important sub components. The first component is called the achievement drive. Here the leaders need to provide tasks which would help employees to improve and meet a standard of excellence. The leaders should set challenging goals for the employees and at the same time take calculated risks. They should pursue information to reduce uncertainty and find strategies to work better. They should also learn how to improve performance (Steigling, Nielson and Petrides 2014). The next component that is followed is commitment where the leaders should find a prope r sense of purpose for a larger mission and use the groups core values in making proper decisions and clarify choices (Lawlor, Batchelor and Abston 2015). The leaders in nursing homes actively seek out opportunities to fulfil the groups' missions. The next component that the leaders in the nursing home should also have is taking initiatives. The leaders are ready to act on opportunities and are also seen to pursue goals which are beyond what is expected of them. Leaders are also seen to cut through the red tape and thereby bend their rules when it is necessary to get the job done (Irshad and Hashmi 2014). One argument has been provided in this context by researchers. Wan et al. (2014) have suggested that developing emotional intelligence specifically with the above mentioned attributes is not an easy task. One individual leader has to overcome a huge number of attributes like personal history, habits as well as fears, self-esteem and beliefs. This help to develop the emotions requi red to lead people. Therefore, developing emotional intelligence requires more time and dedication. Therefore, it might become difficult for an individual to develop such skills while multitasking in busy shifts. One very important subcomponent of self-motivation is optimism. This mainly helps the leaders to maintain their persistence in pursuing goals in spite of the arrival of obstacles and setbacks. The nurse leaders are seen to operate from the hope of success rather than the fear of failure. For treating patients, nurses can never let fear enter inside them and should always provide their best with the highest hope of success. Such leaders in the organization see setbacks as mainly because of manageable circumstances instead of taking them as personal flaws. A leader who is self-motivated can develop a working environment where the employees feel highly motivated and remain filled with enthusiasm (Goldring et al. 2015). Their zeal is providing clinically safe care to patients; ensure patient satisfaction and greater organizational reputation. However, an argument has been provided by many researchers like Ouyang, Sang and Peng, (2015) where they have stated that leaders with emotional in telligence become impulsive. Leaders who are operating from an emotional perspective tend to make impulsive decisions. Instead of relying on hard data as well as logic and facts, sound judgment and reasoning, they make decisions on first impressions as well as emotions. Impulsive emotions can sometimes work out, but sometimes it may fail to do. It is the duty of the leaders to develop decisions form a well rounded analytical point of view. The second component of emotional intelligence is social awareness. It has mainly five important components. The first component of social awareness is empathy. The leaders in the organization have developed the capability of sensing others feelings and developing perspectives. They take an active interest in their concerns. Avolio and Yammarino (2013) are of the opinion that as the junior nurses and senior nurses feel that their feelings and concerns are cared by the leaders, they felt respected and loved in the organization. This makes them feel contented, and they dedicate more to the organization. Such leaders are attentive to the emotional cues and are good listeners. They show sensitivity and thereby understand others perspective. The nursing leader should know about the perspective of the nurses working with the patients so that they can develop an idea about what the nurses think of the condition of the patients. Knowing their perspectives may help the leaders develop the inn ovative approach which may bring out positive effect on the patients (Batool 2013). They also help nurses by understanding their needs and feelings and thereby counselling them properly and helping them to be stress-free. A stress-free environment reduces the chance of improper treatment by the nurses and increases effective and safe care delivery to patients. However many leaders are of the opinion that the concept of empathy and sympathy often becomes wrongly understood by leaders. Many leaders are found to sympathize with the nurses to such a larger extent that it makes the employees operate with more of an emotionally driven foundation. This might affect their service delivery for patients as they would not be able to act in professional manners with patients. Often such kind of leadership of the nurse leaders may allow nurses to use feelings as well as problems as different excuses for their underperformance in caring for patients or to avoid any requisite duties. This may resu lt in the conflicted workplace (Garcio et al. 2014). The second component of social awareness is proper service orientation. Here the leaders help the nurses to correctly anticipate, recognize and thereby meet needs of the patients. Here the leaders guide the nurses to understand the patients needs and match them to the services or products (Batool 2013). The nursing leaders encourage the nurses to seek for different ways by which satisfaction of the patients can be enhanced, and loyalty can be developed. The leaders mentor the nurses in offering appropriate assistance to the patients. The third component is the development of others. Researchers stated that the leaders of the nursing homes acknowledge and thereby reward the strengths of the nurses, their accomplishments and their development. This makes the nurses feel happier and makes them motivated to work harder. The leaders thereby provide effective feedback and thereby identify needs of the nurse for development. However, Gunkel, Schlagel and Engle, (2014) stated that if one loo ks over the aspects of emotional intelligence, it can be seen that this attribute may make the leaders quite manipulative. The leaders by using their skills like empathy, motivation, caring and social skills, they might make the workers perform many functions which might not belong to their job roles or duties. These might make them overwork which is unethical in perspective of human rights. The fourth component is the leveraging diversity where the leaders get the scope of cultivating opportunities for diverse people. The leaders should himself apply and teach the nurses about how to respect as well as relate well to the pupil from a variety of backgrounds. These forms of leaders can understand worldviews and are therefore sensitive to different group differences. They remain very careful that no cultural conflicts arise as they may hamper patient care delivery and makes the working environment stressed. (Tyckzkowski et al. 2015). These would increase patient satisfaction and would also include harmony among the nurses as they can maintain intercultural communication effectively. (Irshad and Hashmi 2014). Many researchers like Chan, sit and Lau (2014) have argued that they find it difficult to define the concepts and differentiate between emotional intelligence and personality. Many of the researchers Park, Seo and Sherf (2015) are also of the opinion that there is no s uch thing as emotional intelligence, but intelligence can be applied to emotions in reasoned ways. They are of the opinion that there exists no link and the rationality and actual intelligence are of more significance than emotional intelligence for effective leadership. Many issues have also been noted by researchers where they stated that emotional intelligence had been defined in vague ways by different individuals and therefore proper instruments to measure such emotional intelligence is not always proper (McCleskey 2014). Since they are always measured on self-reporting, there remains a question about its validity. However, emotional intelligence is still widely valued by researchers and nurse leaders with the emotional intelligence show better leadership skills than those who do not possess the ability. By maintaining transparency and proper communication in transformational leadership styles, a leader ensures that no conflicts arise among professionals and even among patients and nurses. An effective nurse leader treats employees with respect and provides them with clear vision. She also ensures that nurses do not feel stressed and express their concerns. Such leaders also believe that following emotional intelligence makes them more successful in managing nurses and providing care which increases patient satisfaction. Self-awareness, self-regulation, motivation, empathy and social skills are some of the most important traits of emotional intelligence. They reduce work stress of nurses preventing them from burnouts. Moreover, they also help in the development of proper communication that prevents miscommunication and conflicts between employees. All these have positive impacts on patients health. However certain negative aspects have also been noted by researchers. Developing emoti onal intelligence is time-consuming. These skills are also manipulative which might make the leaders influence their workers in performing roles which are not their duties. Also, it has been seen that as transformational leaders influence the workers a lot, they might tend to work beyond their shifts and capabilities which might affect their work-life balance and create job stress. Moreover, as decisions are welcomed from the nurses, it might result in slow decision making as the leaders need to consider everyone's' decisions individually. However, this type of leadership with emotional intelligence is preferred by a huge number of nurses and leaders and brings out positive results on patients health. 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