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NURS FPX 5007 Assessment 1 Leadership Styles Application

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    NURS FPX 5007 Assessment 1 Leadership Styles Application

    Student Name

    Capella University

    NURS-FPX 5007 Leadership for Nursing Practice

    Prof. Name

    Date

    Leadership Styles Application

    Navigating the complexities of leadership is a formidable task contingent upon various circumstances. In the healthcare sector, leaders assume a critical role in elevating the quality of care, thereby impacting patient outcomes. Effective leadership is indispensable for overseeing institutional workflows, ensuring employee satisfaction, promoting information sharing, and achieving enhanced clinical outcomes. Additionally, leaders contribute significantly to cultivating positive and robust organizational cultures. In leadership roles, there is a frequent need to guide and realign personnel to maintain a productive and secure workplace environment. The healthcare industry recognizes various leadership styles, emphasizing the importance of making informed decisions and preparing for potential challenges (Cummings et al., 2021).

    Illustrative Case

    To exemplify a challenging workplace scenario, let’s delve into Marty’s case. Marty, an experienced African American healthcare worker, has dedicated over six years to caring for rehabilitation patients at a university healthcare facility. Juggling independent work across town hospitals and office responsibilities on weekdays, Marty faces additional challenges due to her mother’s dementia diagnosis three years ago. Marty, now responsible for her mother’s daily care needs, encounters difficulties in balancing work and caregiving.

    Marty’s work performance has suffered due to her caregiving responsibilities, leading to consistent tardiness and early departures from the office. Colleagues, frustrated with her irregular work patterns, have raised concerns. Marty, in response, disclosed her diagnosis of a sleeping disorder called “apnea” but refused to use a CPAP machine.

    NURS FPX 5007 Assessment 1 Leadership Styles Application

    Nursing professionals have accused Marty of neglecting her duties, using her mother’s illness as an excuse for early departures, and taking extended leaves for various reasons. Colleagues have reported Marty’s behavior to her supervisor, recommending the hiring of additional nurses. Despite being on Family and Medical Leave Act (FMLA), Marty’s supervisor is aware of the issues causing stress in the healthcare facility but has not taken any action (Cummings et al., 2021).

    Relevant Leadership Styles

    Three pertinent leadership styles for this situation are democratic, transactional, and transformative. Transformational leadership, characterized by inspiring change, building trust, encouraging creativity, and empowering team members, can enhance team performance and reduce work-related fatigue. Transactional leadership, focusing on daily tasks and short-term goals, can complement other styles to improve care delivery and delegation. Democratic leadership, involving inclusive decision-making, fosters teamwork and employee empowerment (Robbins & Davidhizar, 2020; Richards, 2020; Oliveira et al., 2020).

    Applicable Leadership Style

    Given Marty’s situation and underperformance, a transformational leadership style is most suitable. Marty’s supervisor must adopt this style to address the issues causing a negative work environment. Despite Marty’s FMLA status, implementing transformational leadership can draw attention to the problems, motivate the team, and foster cooperation and trust. Building trust is crucial to address Marty’s colleagues’ longstanding complaints and encourage compliance with workplace rules.

    Implementing this leadership approach can create a positive work environment, prevent feelings of neglect, and address potential office issues. However, inspiring employee loyalty may be challenging initially. Introducing a reward system with clear goals can change the office culture, enhance performance, and encourage adherence to schedules (Richards, 2020).

    Positive and Negative Implications

    Implementing a transformational leadership approach offers advantages such as recognizing and rewarding employees, fostering a healthy work culture, and enhancing knowledge. However, potential occupational stress caused by transactional leadership should be monitored. A democratic leadership style, allowing employees to contribute to decisions, is also suitable for Marty’s situation. It may re-engage Marty by involving her in decision-making processes, enhancing employee engagement and job satisfaction (Nawaz & Khan, 2020; Oliveira et al., 2020).

    References

    Cummings, G. G., Lee, S., Tate, K., Penconek, T., Micaroni, S. P., Paananen, T., & Chatterjee, G. E. (2021). The essentials of nursing leadership: A systematic review of factors and educational interventions influencing nursing leadership. International Journal of Nursing Studies, 115, 103842. https://doi.org/10.1016/j.ijnurstu.2020.103842

    Holmgren, J., Paillard‐Borg, S., Saaristo, P., & von Strauss, E. (2019). Nurses’ experiences of health concerns, teamwork, leadership and knowledge transfer during an Ebola outbreak in West Africa. Nursing Open, 6(3), 824-833. https://doi.org/10.1002/nop2.258

    NURS FPX 5007 Assessment 1 Leadership Styles Application

    Nawaz, S., & Khan, I. U. (2020). The Leadership Styles and Occupational Stress: The Mediating Role of Emotional Intelligence. Academic Journal of Social Sciences (AJSS), 4(4), 906-917. https://doi.org/10.54692/ajss.2020.04041198

    Oliveira, C. D., Santos, L. C. D., Andrade, J. D., Domingos, T. D. S., & Spiri, W. C. (2020). Leadership in the perspective of Family Health Strategy nurses. Revista Gaucha De Enfermagem, 41. https://doi.org/10.7748/nr.13.4.93.s13

    Richards, A. (2020). Exploring the benefits and limitations of transactional leadership in healthcare. Nursing Standard, 35(12), 46-50. https://doi.org/10.7748/ns.2020.e11593

    Robbins, B., & Davidhizar, R. (2020). Transformational leadership in health care today. The Health Care Manager, 39(3), 117-121 https://doi.org/10.1097/01.hcm.0000285014.26397.e7