Leadership models make the simple mechanism to give you the results. It gives effective output for a long time. In this case you may be asked not only about your leadership skills, but about your leadership vision or leadership ethos. Transactional leaders ensure staff compliance through a system of punishments and rewards. Here are some examples from the model that may resonate with you, or inspire you further: Lyons et al (2008) suggest that nurse leaders should develop their own local nursing strategy based on Hoffart and Woods’ principles. Haslam et al (2011) suggest that leaders must be an integral part of the team, and that their main role is to create a sense of group identity. What emerges is that different approaches are needed according to what leaders set out to achieve. In the face of ambiguity and complexity, it seems that good leadership is nuanced and requires careful consideration. vision or goals) in a way that makes it feels achievable and exciting, Inspiring hope and helping others to see how their work fits in, Communicating honestly, clearly and appropriately, Recognising and actively appreciating each person’s unique perspectives and experience, Listening attentively to your team and valuing their suggestions, Asking for contributions from your team to raise their engagement, Promoting team work and feelings of pride, Taking responsibility for your own performance, Agreeing clear performance goals and quality indicators, Supporting others to take responsibility for results, Taking responsibility for your own development, Exploring and understanding the strengths and development needs of your team, Understanding the importance and impact of people development, Acting as a role model for personal development, Providing long term mentorship or coaching, Sharing issues and information to help others understand your thinking, Developing and presenting well-reasoned arguments, Engaging respectfully to convince or persuade others, Building relationships to recognise other people’s passions and concerns. Keeping your staff motivated to perform at top quality takes clever nursing leadership. To the task at hand – which may require a transactional approach; To the needs of the team – which may require a transformational approach; To the pivotal requirement of building and maintaining productive relationships. In their Canadian study, Hayward et al (2016) demonstrated how nurses’ decisions to leave were influenced by their work environment, poor relationships with physicians and poor leadership, which left them feeling ill-equipped to perform their job. Anderson et al’s (2003) study of US care homes showed that: Relational leadership was found to be associated with patient satisfaction by Kroposki and Alexander (2006). Do you enjoy supporting and motivating colleagues? Nurses have the unique opportunity to apply leadership styles in a way that can also affect patient outcomes. As there is no effective approach in nursing leadership, creation of an atmosphere that promotes good relationship amongst the team is one of the essential part of a good leadership, be a role model to your team. There is some evidence that resonant leadership has a positive impact on patient outcomes. Nursing Leadership Styles. Transactional leadership is a behavioural model where leaders ensure that work is completed through either reward or sanction, whereas transformational leadership is a motivational model where leaders seek to trigger motivation in individuals rather than get them to undertake a particular task. Although these flaws are not described, they might be the use of cross sectional surveys of nurses’ perceptions of the leader’s style and comparing that with nurses’ satisfaction with their jobs. Although the term can have different meanings for different people, it's interesting to see that the Chartered Institute of Professional Development (CIPD) defines it as "the capacity to influence people, by means of personal attributes and/or behaviours, to achieve a common goal.". While Hoffart and Woods’ model is an American model, Papastavavrou et al (2012) have compared survey results of nurses from six European countries and the US using the Revised Professional Practice Environment scale (Erickson et al, 2009). This is borne out with counterintuitive research findings. In the models described by both Haslam et al (2011) and Uhl-Bien et al (2014), successful leadership is achieved by articulating common goals rather than by leaders presenting their vision. The NHS Healthcare Leadership model In the NHS, the healthcare leadership model is made up of nine different leadership dimensions, which can help you explore the ways in which you might already be acting as a leader, or inspire you to develop and grow your leadership skills. Medical schools, nursing programs, ... Health care providers can assume many leadership roles as a part of their professional responsibilities. In the scenario mentioned in this article, more than three leadership theories can be applied. Furthermore, relational and transactional approaches may not be mutually exclusive. Good leadership in nursing: what is the most effective approach? Join the UK's largest union and professional body for nursing. The level of registered nurse participation in clinical decision-making accounted for 15% of the variance in clients’ aggressive and/or disruptive behaviour problems; The level of transparency accounted for 21% of the variance in use of restraints; The degree to which leaders focused on relationships accounted for 11% of the variance in the prevalence of fall-related fractures. Do you consider yourself a good role model? Box 2 lists four key skills of nurse leaders. The evidence around nurse satisfaction and retention draws on the seminal work by Herzberg et al (1959) around the motivation to work. Instead, leadership is one of a number of factors that make up the context in which groups of people work. This is a development of the work conducted in the 1980s by the American Academy of Nursing – according to which, hospitals that were able to recruit and retain highly qualified nurses in a competitive market displayed 14 ‘forces of magnetism’, including quality of nursing leadership and management style (Royal College of Nursing, 2015). A good leader must be aware about different leadership models. Career resources for Health Practitioners, including HCAs, Assistant Practitioners, Nursing Associates and Support Workers. Uhl-Bien et al (2014) go further, suggesting that the leadership of a team is co-produced with followers, and that it depends on their behaviours toward the leader and the leader’s behaviours towards them, in a virtuous circle. Advocated for a patient so that their wishes were heard, Voiced issues important to nursing/patient care or for your team/organisation, Took charge or led during a clinical shift, project or audit, Took responsibility for your own learning and development, Acted as an Activist for healthcare causes, Spoke out about improving services, improving resources or saving money, Promoted equality and diversity, the 6Cs, or organisational values, Delegated or provided clear direction to others, Empowered a patient to take charge or control of their health, Took responsibility for reflecting and learning from your practice, Challenged others who weren't following procedures or adhering to values, Appropriately reported concerns regarding staffing or skill mix, Acted to resolve issues that may have impacted on care or safety, Prepared, supported and supervised those to whom care has been delegated, Supported or motivated your team or colleagues, Assisted with or helped with change management, Influenced others to come on board with an idea you had, Thinking about how to improve services and patient care, Behaving in a way that reflects the principles and values of the NHS, Acting as a role model and inspiring others to do the same, Understanding the unique qualities and needs of a team, Understanding your own behaviour and how this impacts on your team, Carrying out acts of kindness for your team, Helping to foster a positive and supportive atmosphere that enables everyone to do their jobs effectively, Investigating or seeking out feedback from service users, colleagues or others and using it to make improvements, Using information, feedback or data to generate new ideas and make effective plans for improvement or change, Always thinking about ways to do your job more effectively or ways to improve services, Understanding how your area of work relates and connects with other individuals/teams, Providing effective handover and taking responsibility for continuity of service provision, Making links or liaising with other teams and organisations, Being flexible when working with people/teams who have different standards or approaches to you, Communicating a compelling, credible and vivid picture of what everyone is working towards (e.g.

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