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Feb 20, 2024

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1 The Impact Leadership Style Has on the Organization Windy Tanner South University NSG 4029 Leadership in a Diverse Society Dr. Evalyn Gossett January 18, 2022

2 The Impact Leadership Style Has on the Organization Healthcare organizations serve communities and individuals by providing healthcare in many different avenues. The organization employs staff needed to carry out the offered resources to provide quality and safe care. Developing robust strategic plans assists in meeting the defined goals of the organization. Leadership styles vary within personnel and complement the qualities and traits of the individual. Leaders may not be in the position of a management role; however, they can influence staff due to respect from coworkers. Organizations recruit, groom, and help develop nurses’ skills to assume leadership roles to improve and lead the care they provide. The facility’s leadership will drive quality initiatives, promote change, play a vital role in employee retention and satisfaction, and align financial goals for future growth. Self-Assessment of Personal Leadership Skills Different personality tests and self-evaluation tools can evaluate leadership skills. Carl Jung focused on the relationship between the unconscious, self-expression, and integration related to leadership skills (Mabille and Steenkamp, 2021). The relationship between personality type and leadership focuses on theoretical hypotheses formulated on the capacity to manage external and internal priorities of administration (Grant and Louis, 2006). The self-assessment that I completed confirmed that I am a rational, concrete thinker with organizational skills that applies logic to situations. My strengths in leadership are that I get the task completed with efficiency and reliability. No job is too complex to tackle, and I am willing to apply the time involved to finish the task at hand. Weaknesses include preferring to work alone and intolerance for others who cannot complete the job as quickly as necessary. Logical thinking helps me leave the emotions out of the equation and focus on the facts, which can alienate me from the group. The expectations I place on myself cause me to become frustrated and occasionally disappointed

3 due to the time it takes to complete tasks. Recognizing and acknowledging my strengths and weakness provides me with the insight to set goals and improvise strategies to improve my leadership skills by focusing on the positive aspects. Also, by being aware of the headship barriers, I can empower myself to develop strategies to overcome my weaknesses. I recognize that refraining from immediately resolving every crisis allows others to grow around me. Realizing that it is ok to be mediocre and not everything has to be perfect will allow me to refrain from being overly critical and have more patience for others. Fully understanding personality types assists leaders in being aware of strengths and weaknesses to improve communication and collaboration in healthcare teams (Terry, 2020). Leadership Theory related to Leadership Style Leadership theories have a direct correlation to leadership style. Nursing leaders help to guide staff to meet organizational goals by sharing the vision and setting expectations. Leadership theory models relate to variables and relationships that drive the development of leaders and build stronger healthcare teams, positive connections to staff performance, and job satisfaction (Mondini et al., 2020). Transformational Theory indirectly impacts nurses’ job satisfaction and prevents adverse outcomes by workplace empowerment (Boamah et al., 2018). Brown (2019) describes the transformational leadership style by characterizing the ability of the leader to inspire others. Transformational leaders possess four distinct dimensions: idealized influence, invigorating motivation, intellectual stimulation, and individualized consideration. Attributes by transformational leaders stimulate followers to go above and beyond the capabilities for exceptional performance results (Brown et al., 2019). This leadership style is more inclined to follow the moral road and do what is right. Transactional Theory defines leadership quality as a means of producing outcomes by awards and punishment (Brown et al.,

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4 2019). Transactional leaders utilize authority and power to obtain results and prioritize tasks (Brown et al., 2019). Authentic leadership theory expresses value in transparency and honesty. The leader retains and builds trust, producing a healthier work environment (Puni and Hilton, 2020). The core of the nursing profession is rooted in authentic leadership theory. It has the most significant influence on the quality of care provided to patients by trusting and empowering nurses to participate in decision-making (Puni and Hilton, 2020). Leadership theories I incorporate include both the authentic and transformational approaches. I have built trust within my team by being true to my word, discussing changes openly, and asking for staff input along the way. The transformational style is a little harder for me to achieve one hundred percent buy- in with all staff. I find that, at times, the type you use depends on the situation. Regardless of which leadership theory you can best relate to, the goal is to motivate individuals to produce outcomes that align with the organizational objectives. Leadership styles may need to change depending on the audience or leader to guide staff in a healthier and happier work environment resulting in improved results that affect the bottom line, patient outcomes. Quality Safety Education for Nurses Nurses at all levels are considered leaders in the patient safety movement. In 2000 the United States identified medical errors as the leading cause of injury. The focus of To Err Is Human (2020) made headlines around the world almost overnight, requiring actions by political leaders. The federal government instituted quality improvement measures to support the AHRQ patient safety research (Dzau and Shine, 2020). In 2001 the US Department of Health and Human Services identified expanding on patient safety and added five other quality measures to reduce harm and improve healthcare. They list the items as effectiveness, patient-centeredness, timeliness, efficiency, and equitable care to all patients (Dzau and Shine, 2020). In 2009 the

5 Quality and Safety Education in Nursing (QSEN) was established. It focuses on developing and transforming nursing education to address the varying outcomes and preclude errors within the healthcare system (Spencer, 2021). Patient center care incorporates the entire healthcare team and provides a holistic approach (Spencer, 2021). Patient center care includes patient advocacy, empowerment to patients, encouragement of self-management, assisting patients in health literacy, providing cultural competence, and providing an optimal healing environment (Spencer, 2021). Quality Improvement allows nurses to focus on specific outcomes in their practice settings (Spencer, 2021). Some quality improvement initiatives in air transport include first-pass intubation rate and Spo2 monitoring during intubation with saturation not dropping below 92. Quality improvement projects for nursing leaders provide feedback on the care provided, identify gaps in care, and in knowledge deficits of staff. Organizations that discuss national benchmarks and evidence-based standards in care and utilize these measures by setting internal goals help guide the care provided and improve outcomes. Leaders then appraise deficiencies in care and provide education, conduct skill competencies, evaluate, and modify documentation tools to increase compliance. All nurses contribute to improvements in the quality initiatives by keeping skills current, completing continuing education units, and being involved in patient safety movements (Tschannen et al., 2021). Comparison between Leadership and Management Leadership and management relate closely and are interconnected. Managers possess evidence-informed decision-making skills, knowledge of the healthcare system and organization, understanding of the facilities’ operations, administration, and resource management. Leaders may retain the same attributes and have interpersonal communication qualities and relationship management skills that lead others, enabling and implementing change (Kakemam et al., 2020).

6 Healthcare professionals respect leaders, and they are valued by others and work toward a partnership to provide high-quality care (Till et al., 2020). Managerial and leadership roles may not be the same; however, the manager must influence others to align standards to meet organizational goals. Each position has an interlinked set of knowledge, skills, behaviors that relate equally to management, leadership, and followership. (Till et al., 2020). Concepts To set yourself apart in nursing roles, expressing empathy for others, communicating effectively, and engaging others in implementing change is the beginning of defining yourself as a leader. Knowledge of conflict management is a vital tool to conquer in dealing with others. Conflict occurs almost anywhere and using the collaborative approach will usually get the organization the most wins. Conflict management styles can have a positive or negative impact on the team. The transformational leadership style involves the leader working with the team to see past their immediate interests and identify with the organization’s vision. It consists in evaluating others’ motivations, gratifying their needs, and showing them appreciation and respect (Northouse and Lee, 2021). Management is a role that requires the same traits as a leader and is responsible for the daily activities of a department. Time management is necessary to complete the different responsibilities. It requires the ability to delegate tasks, prioritize objectives, stay on target and be flexible for interruptions. A practical and skilled manager will recognize when to lead and when to allow other team members to take the lead and set the tone for growth. Conclusion

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7 Hospital organization’s structure department leaders by recruiting individuals within or outside the facility to propel the mission and meet the organizational goals. Awareness of strengths and weaknesses allows team members to complement each other and personally work towards personal growth. Leadership styles and theories vary and may need to be adapted to produce effective outcomes for the unit. Quality Safety Education for Nurses is a driving force for decreasing patient injury and increasing the quality of care. Nurse leaders must embrace quality initiatives and be transparent with staff, evaluating gaps in knowledge, skills, or documentation deficits to improve care. Management and leadership are closely related, and a leader may not be in a management position. Managers and leaders must visualize organizational goals and strive for others to adapt to them. Leaders and managers are the key drivers of quality initiatives and change agents. The leadership styles convey a vital role in employee retention and satisfaction, impacting the bottom-line growth of the organization.

8 References Boamah, S. A., Laschinger, H. K. S., Wong, C., & Clarke, S. (2018). Effect of transformational leadership on job satisfaction and patient safety outcomes. Nursing outlook , 66 (2), 180- 189. Brown, M., Brown, R. S., & Nandedkar, A. (2019). Transformational leadership theory and exploring the perceptions of diversity management in higher education. Journal of Higher Education Theory & Practice , 19 (7), 11–21. Dzau, V. J., & Shine, K. I. (2020). Two decades since to err is human: Progress, but still a “Chasm.” JAMA: Journal of the American Medical Association , 324 (24), 2489–2490. Grant, Sieff & Louis, Carstens. (2006). The Relationship between personality type and leadership focus. South African Journal of Human Resource Management, 4. 10.4102/sajhrm.v4i1.84. Kakemam, E., Liang, Z., Janati, A., Arab-Zozani, M., Mohaghegh, B., & Gholizadeh, M. (2020). Leadership and management competencies for hospital managers: A systematic review and best-fit framework synthesis. Journal of Healthcare Leadership , 12 , 59. Mabille, M. L., & Steenkamp, Y. (2021). Does meaning matter? Nietzsche, Jung and implications for global leadership. HTS Theological Studies , 77 (3), 1-9. Mondini, C. C. d. D., Cunha, I. C. K. O., Trettene, A. S., Fontes, C. M. B., Bachega, M. I., & Cintra, F. M. R. (2020). Authentic leadership among nursing professionals: knowledge and profile. Revista Brasileira De Enfermagem, 73 (4), 1-7. http://dx.doi.org/10.1590/0034-7167-2018-0888 Northouse, P. G., & Lee, M. (2021). Leadership case studies in education. SAGE Publications, Incorporated.

9 Puni, A., & Hilton, S. K. (2020). Dimensions of authentic leadership and patient care quality. Leadership in Health Services, 33 (4), 365-383. http://dx.doi.org/10.1108/LHS-11-2019-0071 Spencer, J. A. (2021). integrating service learning into the RN to BSN curriculum with the application of QSEN competencies. Journal of Professional Nursing , 37 (6), 1044-1048. Terry, L. (2020). Understanding and applying personality types in healthcare communication. Nursing Standard (Royal College of Nursing (Great Britain): 1987) . Till, A., McKimm, J., & Swanwick, T. (2020). The importance of leadership development in medical curricula: a UK perspective (stars are aligning). Journal of Healthcare Leadership , 12 , 19. Tschannen, D., Alexander, C., Taylor, S., Tovar, E. G., Ghosh, B., Zellefrow, C., & Milner, K. A. (2021). Quality improvement engagement and competence: A comparison between frontline nurses and nurse leaders. Nursing Outlook .

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