Identifying Leadership Theories And Applying Reflection Nursing Essay

Identifying Leadership Theories And Applying Reflection Nursing EssayThere be almost as many different definitions of leading as in that respect be persons who have attempted to define the concept ( Stodill, 1974p.259). Dubrin (2000) states that thither 35,000 definitions of attracters in academic literature (Pye, 2005 p.32).Leadership is an art a execute art and the instrument is the self- brilliance. The mastery of the art of lead comes from the mastery of the self . Jim KouzesGary Yukl in his sixth edition of Leadership In Organizations hope that, his nurse has seeded many judgments and questions, which go forth grow in the classroom , still more importantly, will find fuller meaning and come to emotional state when the reader is engaged in the work out of leading at work. When cerebration about leadership behaviors one thing to consider is what defines a darling leader. Hood (2010) suggests that an effective leader influences and encourages others to achieve design setting and goal attainment. A good leader recognizes that there is always something new to learn. potent leaders set direction, build commitment and confront challenges through fall communication and soliciting staff feedback (http//www.oppaper.com/Leadership-Roles-In-Nursing). Carroll (2005) proposed the following six most important attributes for nursing leaders personal integrity, st reckongic vision and personal survival attributes,, care and technical competencies, people skills ag convocation-building and communication skills , and. action orientationIt is clear so far that the definition of leadership depends on whom you ask. Houser Player ( 2004 ) concluded in their get word, amoung a dozen of nurse leaders as, nurse leaders did treat common characteristics such as thoughtful, responsive, committed, creative, resilient, visionary, scholarly, courageous and innovative. Tan (2006) means the musical theme of leadership as, influencing followers to do what is n ecessary to achieve organisational and social goals.Two types of leadership are particularly relevant for nurse leaders. Transformational leadership dependable leadership (Clark, 2009, p.17). In transformal leadership mainly three elements erect to help nurse leaders to create a tone and mensuration of practice for healthy work environment are Effective communication, cooperative relationships and overlap decision making among nurses (Heath, Johanson et al, 2004). Ameri rouse Association of Critical-care Nurses (2005) made a commitment to promote healthy work environment in the turn of authentic leadership are safe, healing, humane and respectful for patient, their families and nurses. They concluded in their study as it is not too easy to become an authentic leader, moreover, it needs higher levels of organizational support. Perhaps It is identified in their study that authentic leadership as one of the six standards that are all-important(a) to creating and sustaining heal thy work environment.Among health care professionals, nurses are especially conscious of the importance of reflective practice (Duffy, 2007 Manthey, 2001 et al). Just as important is the practice of reflective leadership (Deutsch Sherwood, 2008). By Oestreich (2009) reflective leaders are critically aware of how they connect with others, where they are in the progress of their own and organizational goals and how they are opening paths for clearCommunication and goal fulfillment. Drucker (1996, p.9) states that, great leaders have to walk alone sometimes. such aloneness washbasin facilitate comment. Qualitative researchers speak of participant observation as a rule of more distant reflection. Reflection benefits the individual leader, but more than that, can become spread with in the organization. Transformal leadership has been evidenced to be positively associated with followers commitment to improvement and change (Herold, Fedor et al., 2008).One of the important characteris tics of a transformal leader is reflection (Marshall Coughlin,2010). pondering Practice was introduced by Donald Schon in his book The Reflective Practitioner in 1983. There are different climatels of reflection in practice. In that I would like to discuss about the two good examples of reflection Gibbs model, 1988 Johns model, 1995. GIBBS MODEL OF REFLECTION 1988Gibbs model is a cyclic process of reflection, in that a practitioner describes the experience and must evaluate and digest of how they were ruling during the experience. By the evaluation and analysis of the emotions associated with the authority give the practitioner a chance to understand the agency and come to a conclusion of what else could be done, or what other options could have been taken. Most importantly,in Gibbs model of reflection the nett stage is the formulation of action plan, that give an idea about what actions would be taken if the situation happened again (W http//en.wikipedia.org/wiki/Reflect ive_practice).JOHNS MODELIt is a structured mode of reflection that provides a practitioner with a guide to gain great understanding. In this model of reflection, reflection carried out through the act of communion of emotions with colleague or a mentor and it provides a speedy rate of learning than reflection alone. In order to achieve reflection looking at in on ones thoughts and emotions and looking out at the situation experienced are important steps in this model of reflection. Mainly five-spot patterns of learning are included in to the guided reflection, that are the practitioners analysis about the aesthetic, personal, ethical, empirical, and the reflexive elements experienced through the situation.REASONS TO PREFER JOHNS MODEL all over GIBBS MODELI recommend Johns model of reflection is better than that of Gibbs model because, in Johns model practitioner get an opportunity to share with a colleague or mentor, about their thoughts and emotions of their own and abo ut the situation experienced. It seems to me that by the sharing of emotions definitely, we will get a clear cut idea about the feelings of the self and about the situation in a faster rate. Looking in and looking out become easier when the structured questions shared between a colleague or an experienced person. But in Gibbs model of reflection, importance is for the evaluation and analysis of the emotions associated with the situation experienced and there is no sharing of ideas or emotions with anybody. I feel that with out the sharing of emotions reflection occurs in a slower rate.LEADERSHIP THEORIESHistorical phylogeny of leadership theories (1900-Present) P.37The Great man Theory / Trait Theories (1900-1940)Researchers give importance to certain characteristics or personality traits of some people and assume that these traits hold them better leaders than others. Moreover the effect of followers and the impact of the situation were ignored.Behavioural Theories (1940-1980)Du ring human relations era , researchers moved away from canvas about the traits of a leader and give importance to their styles of leadership.A major(ip) breakthrough occurred when Lewin(1951) and White and Lippitt (1960) isolated common leadership styles. Later, these styles came to be called authorisation, republican and laissez-faire. Authorisation which is when the leader takes full control, Democratic is when the leader involves a team approach and Laissez-faire where the leader provides little to no direction (Hood, 2010).Situational and fortuity Leadership Theories (1950-1980)In accord to this theory leadership style should variegate according to the situation or the individual involved. Authoritarian leadership results in well-defined group actions that are usually predictable, reducing frustration in the work group and giving members a feeling of security. Productivity is usually high, but creativity, self motivation, and autonomy are reduced. Authoritarian leadership , useful in crisis situations. At the similar time Democratic leadership, appropriate for groups who work unitedly for extended periods, promotes autonomy and growth in individual workers. This type of leadership is particularly effective when coordination between groups is necessary. The Laissez-fair leadership is non directed leadership, the laissez- fair style can be frustrating group apathy and disinterest can occur.Interactional Leadership Theories (1970-Present)The basic premise of interactional theory is that leadership behaviour is generally determined by the relationship between the leaders personality and the specific situation.To be successful, the leader must diagnose the situation and select appropriate strategies from a large repertoire of skills. Leadership effectiveness, according to Hollander, requires the ability to use the problem solving process maintain group effectiveness communicate well demonstrate leader fairness, competence, dependability, and creativity and set up group identification.Transactional and Transformational LeadershipThe transactional leader sets goals, give directions, and uses rewards to reinforce employee behaviours associated with meeting or exceeding established goals (Mc Guire and Kennerly,2006, p.180). Transformational leaders have a view of the next that will excite and convert potential followers (changingminds.org,2002-2006, para 3). Transformational leadership is defined as, One who inspires and empowers everyone with the vision of what could be possible (Hood,2010, p 460). Although transformational qualities are highly desirable, they must be coupled with the more traditional qualities of the daily managerial role. Both sets of characteristics need to be present in the same person in different degrees. According to Bass and colleagues, the transformational leader will fail without traditional management skills. Johns (2004) maintains that transactional traditional leadership is a talk over process of se eking insight in self and practice in order to create conditions that foster the realization of desirable practice.