401213 Clinical Leadership And Professional Relationships

401213 Clinical Leadership And Professional Relationships

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401213 Clinical Leadership And Professional Relationships

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401213 Clinical Leadership And Professional Relationships

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Course Code: 401213
University: Western Sydney University

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Country: Australia

Question:
You can choose one topic from the following list:
 
Strategic leadership;
 
Leadership for innovation;
 
Clinical leadership; team leadership;
 
Leadership in high reliability/high risk industries;
 
Leadership in complex and chaotic environments;
 
Followership;
 
Board leadership.
Answer:

Introduction
Mannix, Wilkes, & Daly, (2013) define clinical leadership as a terminology which in a nutshell summarizes the concept of clinical healthcare staff conducting the roles of leadership: promoting values and vision, setting, inspiring and making use of their clinical knowledge to ascertain the requirements of the patients are the core point of focus to the organization’s objectives and delivery. Davidson, Elliott, & Daly, (2006) emphasizes the responsibility of clinical leaders in transforming clinical services and enhancing quality for excellence. Efficient clinical leadership is vital at every level and ought not to be seen as a responsibility of one person. All clinicians are invited to participate in all leadership practices such as championing innovation, making policies and ensuring that they are implemented. Many researchers and authors have explored the issue of clinical leadership and undeniably most of them have succeeded in encapsulating the primary concepts which fall under this field. The theoretical works of some of these writers will be the main focus of this paper. Primarily, theses sources have been selected based on when they were published, qualifications of the authors, as well as the span of the content coverage. Two peer reviewed journal articles, two online books, and one web site article will be used to compose an annotated bibliography.  
Mianda, S., & Voce, A. S. (2017). Conceptualizations of clinical leadership: a review of the literature. Journal of healthcare leadership, 9, 79.
Summary of the Main Ideas Presented and a Critical Analysis of the Content
Mianda and Voce in this research article point out that clinical leadership takes an important role in creating a safe and healthy clinical work environment as well as ensuring quality patient care. Owing to the frequent poor patient care and extreme occurrences in health centers globally, activists have resolved to promote and call for strong clinical leadership. These authors conclude that clinical leadership responsibilities can be shared amongst frontline healthcare providers, irrespective of the rank held in the organizational chain of command, to ensure positive patient outcomes. The content of this article is well backed up with evidence and thus it provides a reliable description on the concept of clinical leadership. With a close look at the methodologies used to reach at the conclusion one can comprehend that clinical leadership is a key success factor in the current healthcare practices. However, it is worth noting that it is not a role of a single person rather it should be seen as a responsibility of everybody. Mianda and Voce present their arguments in a chronological manner without any flaws. Nonetheless, the research has various gaps which the researchers have identified such as a constrained range of articles that reported conceptualizations of clinical leadership used in the literature review
Mianda and Voce base their research on a systematic quantitative literature review of materials published between 2004 and 2016 that were obtained from search engines such as EBSCOhost and Google scholar, Electronic databases and electronic journals. This particular review was carried out to investigate conceptualizations of clinical leadership in the literature, from the viewpoints of frontline healthcare providers. The results after interpretation showed that clinical leadership unlike health service management is conceptualized as a role to be done by every frontline healthcare administer with a direct contact with patients, irrespective of their rank in the organizational hierarchy. The authors use evidence established by actual researches in diverse settings such as Australia, UK, Ireland, and New Zealand. These studies involved mainly primary data from the field and thus they had ample prove supporting the arguments of Mianda and Voce. They were all designed to identify, investigate, define or capture the viewpoints of frontline healthcare providers on the issue of clinical leadership. Needless to say, this source has helped me augment my understanding of the clinical leadership concept. It has a well structured flow of ideas which has enabled me to acquire a deeper comprehension of this particular subject. Every topic which the researchers have touched on is critical to my entire understanding of conceptualizations of clinical leadership.
Daly, J., Jackson, D., Mannix, J., Davidson, P. M., & Hutchinson, M. (2014). The importance of clinical leadership in the hospital setting. Journal of Healthcare Leadership, 6, 75-83.
In this article the authors point out that despite the tremendous transformations and reforms which have been achieved in the health sector, there is the need for leadership. This leadership should significantly originate from doctors and other clinicians whether they have any managerial role or not. The researchers argue that with a successful implementation of clinical leadership, other integral components of healthcare such as timely care delivery, system efficiency and integrity, as well as achievement of health reform objectives will be attained with ease. Just like Mianda and Voce, Daly et al also argue that all frontline healthcare professionals have a critical role to play in fulfilling leadership roles. They conclude that effective clinical leadership comes along with optimal hospital performance and thus it is an important constituent in the healthcare system. These researchers unlike others who have investigated this topic have discussed various barriers which hinder a successful implementation of clinical leadership. They include lack of incentives, clinical cynicism, poor preparation and communication among others. Therefore, I find this content more comprehensive and wide-ranging as opposed to other readings I have done. Daly et al present their arguments and viewpoints clearly without any flaws and at the same time filling any gap in their subject matter. Their ideas are well elaborated with easily understandable words devoid of any form of bias or prejudice.
Primarily, the arguments and ideas expressed in this particular article are based on a literature review of articles addressing the issue of clinical governance. Besides, the authors use actual events and occurrences in hospital settings to reinforce their arguments and as well build their data collection methodology. Information gathered from various sources is recapitulated into various concepts such as clinical leadership in contemporary health care, the facilitators and barriers to effective clinical leadership in the hospital sector, preparation for clinical leadership roles, and the roles of hospitals in contemporary health care. Apparently, the crucial step in bringing any change in the health sector is addressing various challenges or barriers which hamper the revolutionization process. In so doing the organization implements strategies meant to bring change with ease. Daly et al in this work interpret their gathered information with a substantial focus on the barriers which hinder clinicians from executing clinical leadership stratagems. Despite the advantages that accrue to an organization with effective clinical leadership, some do not succeed in implementing it owing to these barriers. They suggest that heath centers should aim to address these barriers so as to augment the quality of clinical leadership in hospital care. Generally speaking, this article has enhanced my overall understanding of the clinical leadership concept. It has answered a key question which has been lingering in my mind that is why hospitals fail to implement this component despite its merits. The answer is they face several challenges which in this source are termed as barriers to achieving effective hospital-based clinical leadership. Going forward, I now understand that for health institutes to successfully ensure clinical leadership is in existence, they must address these barriers and how they hamper their efforts.
Swanwick, T., & McKimm, J. (2017). ABC of clinical leadership. John Wiley & Sons.
According to Swanwick and McKimm, healthcare is delivered by organizations that differ significantly in purpose, funding, and size. Actually, health services are increasingly administered by various groups of organizations collaborating together. In order to fully fulfill the health requirements of the 21st century, it is broadly believed that administers of healthcare are obliged to initiate local integrated care schemes, with leadership provided by the most knowledgeable clinicians and managers. Therefore, in this book the authors give an introduction to approaches, issues taken, and challenges encountered by clinical leaders while leading both the systems and healthcare organizations. Swanwick and McKimm make use of different approaches such as referring to researches conducted beforehand to compose the content of this book. They have also used own experiences as well as that of other healthcare specialists to demarcate in detail the issue of clinical leadership, its advantages as well as challenges which slow down its full implementation.
 Their opinions are well organized and there is a commendable flow of arguments and ideas. The authors do this without taking sides or portraying any form of bias whatsoever. However, while composing their work, the authors quote some information from archaic materials and thus chances of leaving some gaps in the research. Many changes must have taken place as far as clinical leadership is concerned and referring to information contained in materials published in 195s will automatically leave some niches which have been filled over that time. Mainly the authors use supporting materials as evidence to their ideas and arguments. Apart from citing them where necessary in different sections of the book, they also explain them by providing their details. Besides, test evidence provided in their secondary data to support their ideas and arguments. This particular book has given a thorough and comprehensive understanding of clinical leadership. Unlike other materials which I have used before, this one provides the users with some leadership approaches which can be used in regard to their respective suitability in an organization. Different theories and concepts revolving around clinical leadership are demarcated to enhance a systematic comprehension of this subject matter, its significance, applicability, and essentialness in the contemporary health setting. In addition, the authors apply clinical frameworks and models, an aspect which enables me to vividly memorize nearly everything they have discussed.  
Stanley, D. (2016). Clinical leadership in nursing and healthcare: Values into action. John Wiley & Sons.
In this particular book, Stanley explores various definitions of clinical leadership, the characteristics of outstanding clinical leaders, as well as features less likely to be linked to clinical leadership. He also looks at who clinical leaders may be, and outlines the implications healthcare centers when understanding and acknowledging clinical leaders. The book suggests that if an institute-or indeed the whole health service- is to adapt and advance, there is an urgent need to figure out who clinical leaders are and to comprehend how they view themselves or are perceived by others.  Stanley also points out a number of attributes which clinical leaders should portray such as clinical expertise, effective communication and interpersonal skills, empowerment and respect for others, he or she is able to drive change, make care better, and provide quality care. Despite the many definitions advanced to describe clinical leadership, all of them narrow down and lay more emphasize on excellent outcomes for patients. This means that regardless of how an organization defines clinical leadership, concentration should always be focused on the patient being served and in so doing everything else will just fall into place.
As opposed to other readings I have done, Stanley’s book touches on an imperative point which should not be overlooked or underestimated whenever talking about clinical leadership. I dot disagree that leadership in an organization is not a role of one person but rather an obligation to everybody. Nonetheless, a leader as Stanley explains should have some special skills which enable him or her to carry out his leadership duties with ease. A leader for instance, should have the skills to mobilize and teamwork with other people. He or she should have the capability to bring about change and development. Honestly not every person in an organization setting can be a leader because not everybody who possess leadership qualities. This is why Stanley in this book says that there is much more understanding of clinical leadership needed not just superficial definitions and views which simply encompass a handful of what it entails. I therefore find Stanley’s work more educative and useful to my understanding of this topic. Unlike most of the authors who concentrated on this subject he is able to draw a deeper and more detailed analysis of what clinical leadership is.
Stanley presents his ideas and arguments in a clear manner devoid of any flaw or bias. Throughout his work he proves to be an objective writer. Mainly this author uses underlying literature and statistics to support his claims regarding the topic of clinical leadership. Other writers who have extensively explored this subject work as reliable sources for Stanley’s work. He also tests their claims in order to substantiate them and reinforce every opinion he puts across in the book. Some of these features Stanley uses in his work have helped me sharpen my overall understanding of the clinical leadership topic. His usage of diverse approaches such as models, equations and models make it easy for any reader to easily comprehend everything he touches on. He even goes an extra mile and cites information from other disciplines discussing in detail the issue of leadership in an organization. However, as he finalizes the work he says that change is never simple even when a model is integrated. There are so many change management frameworks, approaches, and models that encroach or overlap on the theories and methods of others. In this respect, selecting a change model or a set of them is crucial if clinical leaders are to come up with effective strategies for change. Nevertheless, Stanley argues that transformation is not an easy thing to bring about and it never simply an issue of applying or selecting a model. He proposes various factors which are vital for clinical leaders in effecting change. These include having a clear sense of the goals, having a vision where the organization is supposed to go, valuing other people skills and knowledge, and communicating clearly.
 Fenton, K. 2012. ‘What is clinical leadership?’ Nursing Times. Retrieved from: 
In this particular article, Fenton discusses why clinical leadership is vital in the current nursing world. He cites that real clinical leaders do not do things the normal way. Instead they go further and look for a better way. Exceptional clinical leaders endeavor to do things the right away, to make sure their coworkers and support service providers habitually do the right and ethical things for patients. Proper implementation of clinical leadership the organizational system normally helps reduces extreme occurrences such as poor patient experiences, low staff morale, and higher rates of incidents. Just like Stanley, Fenton hints that leaders must have some special or unique attributes which enable them to be seen as leaders. These include, caring values, emotional agility, and physical intelligence and resilience. Leaders must be confident enough to mobilize change, find and deliver novel approaches of enhancing care pathways and have an unceasing quest to do better.
Fenton in an attempt to build her content in this article mainly uses experience and other professional’s sentiments. At the start, for instance, she cites Florence Nightingale’s words: Let whoever is in charge keep this simple question in her head … how can I provide for the right thing to be always done?” However, it is prudent to note that the content in this article cannot be easily comprehended especially by a layman. Vigilance is needed for a reader to understand Fenton’s point of view regarding the topic of clinical leadership. Unlike other readings I have done before, this work can in a way contradict a reader. So a thorough and attentive reflection is needed for one to understand fully what the author entails. That said, it is also important to note that she presents here viewpoints and arguments in a chronological manner without bias. While explaining why contemporary hospitals need clinical leadership, Fenton does not take sides. There are quite a number of issues concerning clinical governance which the author fails to discuss and this appears as gaps in her work. She only emphasizes on a few points such as the importance of clinical leadership and the qualities of a leader but fails to mention crucial ones like barriers which hinder its successful implementation.
Fenton uses direct quotations from other health practitioners like Florence Nightingale as evidence to her arguments which follow thereafter. Florence Nightingale is a renowned statistician, an English reformer and a core founder of the modern nursing. She died aged 90 in 1910 after making substantial contributions in this field. Apart from quotations, Fenton cites her personal reflection on clinical leadership in nursing and midwifery to demarcate more on the roles of a leader in a healthcare setting. She also backs up her ideas using statistics and models being applied currently in various health units. I found her ideas and arguments useful since they help expand my understanding of clinical leadership topic. Content of this article has further enabled me to grow and develop my knowledge on what I perceive as effective clinical leadership.
Conclusion
The select materials which have been discussed in this annotated bibliography all address a similar topic: clinical leadership. All of them associate it with optimal hospital performance. Clinical leadership is allied to a broad array of healthcare functions and it is a vital component of an organizational system. Some of the resources explain various qualities which a clinical leader should have such as proper communication and interpersonal capabilities which allow them to be outstanding in their leadership roles. They also note that clinical leadership should not be left to a single person rather it should be viewed as a responsibility of all and sundry. Earlier on it was seen as a responsibility of a manager but nowadays all clinicians are being invited to take part in leadership practices. The importance of this particular topic is increasingly seen as important being acknowledged. As a result, its focus has risen and now practitioners are looking into ways through which clinical leaders can be easily supported and developed to address policy agendas like quality improvement and patient safety.  
References
Daly, J., Jackson, D., Mannix, J., Davidson, P. M., & Hutchinson, M. (2014). The importance of clinical leadership in the hospital setting. Journal of Healthcare Leadership, 6, 75-83.
Daly, J., Jackson, D., Mannix, J., Davidson, P. M., & Hutchinson, M. (2014). The importance of clinical leadership in the hospital setting. Journal of Healthcare Leadership, 6, 75-83.
 Fenton, K. 2012. ‘What is clinical leadership?’ Nursing Times. Retrieved from: https://www.nursingtimes.net/clinical-archive/leadership/what-is-clinical-leadership/5045399.article 
Mianda, S., & Voce, A. S. (2017). Conceptualizations of clinical leadership: a review of the literature. Journal of healthcare leadership, 9, 79.
Stanley, D. (2016). Clinical leadership in nursing and healthcare: Values into action. John Wiley & Sons.
Swanwick, T., & McKimm, J. (2017). ABC of clinical leadership. John Wiley & Sons.
Mannix, J., Wilkes, L., & Daly, J. (2013). Attributes of clinical leadership in contemporary nursing: an integrative review. Contemporary Nurse, 45(1), 10-21.
Davidson, P. M., Elliott, D., & Daly, J. (2006). Clinical leadership in contemporary clinical practice: implications for nursing in Australia. Journal of Nursing Management, 14(3), 180-187.

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401213 Clinical Leadership And Professional Relationships

401213 Clinical Leadership And Professional Relationships

Free Samples

401213 Clinical Leadership And Professional Relationships

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401213 Clinical Leadership And Professional Relationships

0 Download5 Pages / 1,055 Words

Course Code: 401213
University: Western Sydney University

MyAssignmentHelp.com is not sponsored or endorsed by this college or university

Country: Australia

Question

The reflective paper requires:
A concise description of the leadership style presented which is Laissez faire ( in my case)
Identify your own leadership style and critically discuss your preferred leadership style in clinical practice contexts
Reflect on the leadership within your presentation group and your own contribution to the team presentation.
Use a reflective cycle such as the Gibbs cycle to guide your reflection

 
Answer
Reflection on Leadership in Nursing
The assignment aims to reflect on the nursing leadership. This assignment contains three parts such as description of the leadership style presented, identify own leadership style and reflect on the leadership style selected in our group presentation and my contribution to the team presentation. The following paper will discuss about the above mentioned aspect in details.
My group will present on the laissez-faire leadership. Laissez faire leadership is defined as the type of leadership where there is minimal supervision of the leaders and the group members are allowed to take decisions. Such kind of leadership is mostly found in the organizations where the group members are found to be self-driven and they are motivated to achieve a common goal for the organization (Skogstad et al., 2015). Research has indicated that this kind of leadership contains both the advantages and disadvantages. The advantageous characteristics of laissez faire leadership include.

As the group members have the responsibility to make decisions they could make decision which could facilitate their work and make them comfortable to work in the favorable workplace which reduces the issue regarding the workplace.
The group members are associated with adequate resources and tools in order to facilitate their performance and achieve expected outcomes.
The leaders provide the responsibility to resolve the problem to the group members thus, the members address the problems at their own.
The leader ensures that the decision is taken by the all group members and not by an individual, thus considers the contribution of all group members in the decision making process (Wong &Giessner, 2018).

However, it has been found that the laissez faire leadership is a leadership style results in the lowest productivity as the group members may take decision which could be favorable for them but not for the production of organization. There may be dissimilarities in the decision of the group members which may leads to the consequence of conflict in the organization (Skogstad et al., 2015); (Downe, Byrom, Simpson, 2011). Hence it is important for the group members to have adequate skills and knowledge to make proper decision that are acceptable for all and unity among the group members is essential component in order to utilize the laissez faire leadership style in an effective manner (Downe, Byrom, Simpson, 2011). In addition great deal of trust is also required for this leadership style to work effectively (Wong &Giessner, 2018).
While recognizing my own leadership or preferable leadership I would like to use the democratic leadership as I am always open to the ideas of other people and I like to encourage others so that they could opine their views and believes in order to increase variety in the democracy (Kaiser, 2017). In order to utilize the democratic leadership it is required for the leaders to have adequate communication skill, understanding and patience for providing importance to the ideas of others (Marquis & Huston, 2015). I prefer such leadership style as it is beneficial for the productivity, quality improvement and improvement of system in the clinical setting. Using such leadership would help to motivate the members through the appreciation of their contribution and encourage them to perform with dedication to achieve expected outcomes (McKeown& Carey, 2015).
However, in case of managing clinical issues I would prefer transformational leadership in order to ensure that tasks are performed by the members in an effective manner (Marquis & Huston, 2015). Such leadership includes introducing high level of motivation for the members with appropriate examples. In transformational leadership the group members learn from the activities of the leaders and consequently they try to improve their performance in order to make the organization superior (Banks et al., 2016).
While describing about my contribution in the team presentation I would like to mention that our team was organized enough, hence we were able to complete the task within the given time. Majority of the members have performed effectively in order to carry out the presentation as planned. However, during some task few team members have been found to show less interest. In this case the group leader has identified effective solution while using authoritarian leadership. There was adequate supervision in the role of team leader and he has complied with the requirements of the team in an effective manner. The person assigned for the task of questioning has performed well. This is may be due to the work under heavy and effective supervision.
On the other hand, I have performed my role in researching on the topic of laissez faire leadership in this team presentation. I attained all the team meetings and discussion in order to facilitate the group’s ideas. I have tried to perform to the best of my ability and our team member has motivated me in order to do so. Such contribution of the team leader has helped me to present quality work and motivated the whole group in order to achieve positive outcomes.
References:
Banks, G. C., McCauley, K. D., Gardner, W. L., &Guler, C. E. (2016). A meta-analytic review of authentic and transformational leadership: A test for redundancy. The Leadership Quarterly, 27(4), 634-652. https://doi.org/10.1016/j.leaqua.2016.02.006
Downe, S., Byrom, S., & Simpson, L. (Eds.). (2011). Essential midwifery practice: Leadership, expertise and collaborative working. Chichester, West Sussex, U.K: Wiley-Blackwell.pp.82
Kaiser, J. A. (2017). The relationship between leadership style and nurse?to?nurse incivility: turning the lens inward. Journal of nursing management, 25(2), 110-118. https://doi.org/10.1111/jonm.12447
Marquis, B. L., & Huston, C.J. (2015). Leadership roles and management functions in nursing: Theory and Practice (8th ed.). Philadelphia, PA: Wolters Kluwer Health.pp.118.
McCleskey, J. A. (2014). Situational, transformational, and transactional leadership and leadership development. Journal of Business Studies Quarterly, 5(4), 117. https://pdfs.semanticscholar.org/f584/807652909f1c90c5a647ebcea142d2260d9a.pdf
McKeown, M., & Carey, L. (2015). Democratic leadership: a charming solution for nursing’s legitimacy crisis. Journal of clinical nursing, 24(3-4), 315-317. https://dx.doi.org/10.1111/jocn.12752
Skogstad, A., Aasland, M. S., Nielsen, M. B., Hetland, J., Matthiesen, S. B., &Einarsen, S. (2015). The relative effects of constructive, laissez-faire, and tyrannical leadership on subordinate job satisfaction. ZeitschriftfürPsychologie. doi: 10.1027/2151-2604/a000189
Wong, S. I., &Giessner, S. R. (2018). The thin line between empowering and laissez-faire leadership: An expectancy-match perspective. Journal of Management, 44(2), 757-783. https://doi.org/10.1177%2F0149206315574597

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401213 Clinical Leadership And Professional Relationships

401213 Clinical Leadership And Professional Relationships

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401213 Clinical Leadership And Professional Relationships

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401213 Clinical Leadership And Professional Relationships

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Course Code: 401213
University: Western Sydney University

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Country: Australia

Question

The reflective paper requires:
A concise description of the leadership style presented which is Laissez faire ( in my case)
Identify your own leadership style and critically discuss your preferred leadership style in clinical practice contexts
Reflect on the leadership within your presentation group and your own contribution to the team presentation.
Use a reflective cycle such as the Gibbs cycle to guide your reflection

 
Answer
Reflection on Leadership in Nursing
The assignment aims to reflect on the nursing leadership. This assignment contains three parts such as description of the leadership style presented, identify own leadership style and reflect on the leadership style selected in our group presentation and my contribution to the team presentation. The following paper will discuss about the above mentioned aspect in details.
My group will present on the laissez-faire leadership. Laissez faire leadership is defined as the type of leadership where there is minimal supervision of the leaders and the group members are allowed to take decisions. Such kind of leadership is mostly found in the organizations where the group members are found to be self-driven and they are motivated to achieve a common goal for the organization (Skogstad et al., 2015). Research has indicated that this kind of leadership contains both the advantages and disadvantages. The advantageous characteristics of laissez faire leadership include.

As the group members have the responsibility to make decisions they could make decision which could facilitate their work and make them comfortable to work in the favorable workplace which reduces the issue regarding the workplace.
The group members are associated with adequate resources and tools in order to facilitate their performance and achieve expected outcomes.
The leaders provide the responsibility to resolve the problem to the group members thus, the members address the problems at their own.
The leader ensures that the decision is taken by the all group members and not by an individual, thus considers the contribution of all group members in the decision making process (Wong &Giessner, 2018).

However, it has been found that the laissez faire leadership is a leadership style results in the lowest productivity as the group members may take decision which could be favorable for them but not for the production of organization. There may be dissimilarities in the decision of the group members which may leads to the consequence of conflict in the organization (Skogstad et al., 2015); (Downe, Byrom, Simpson, 2011). Hence it is important for the group members to have adequate skills and knowledge to make proper decision that are acceptable for all and unity among the group members is essential component in order to utilize the laissez faire leadership style in an effective manner (Downe, Byrom, Simpson, 2011). In addition great deal of trust is also required for this leadership style to work effectively (Wong &Giessner, 2018).
While recognizing my own leadership or preferable leadership I would like to use the democratic leadership as I am always open to the ideas of other people and I like to encourage others so that they could opine their views and believes in order to increase variety in the democracy (Kaiser, 2017). In order to utilize the democratic leadership it is required for the leaders to have adequate communication skill, understanding and patience for providing importance to the ideas of others (Marquis & Huston, 2015). I prefer such leadership style as it is beneficial for the productivity, quality improvement and improvement of system in the clinical setting. Using such leadership would help to motivate the members through the appreciation of their contribution and encourage them to perform with dedication to achieve expected outcomes (McKeown& Carey, 2015).
However, in case of managing clinical issues I would prefer transformational leadership in order to ensure that tasks are performed by the members in an effective manner (Marquis & Huston, 2015). Such leadership includes introducing high level of motivation for the members with appropriate examples. In transformational leadership the group members learn from the activities of the leaders and consequently they try to improve their performance in order to make the organization superior (Banks et al., 2016).
While describing about my contribution in the team presentation I would like to mention that our team was organized enough, hence we were able to complete the task within the given time. Majority of the members have performed effectively in order to carry out the presentation as planned. However, during some task few team members have been found to show less interest. In this case the group leader has identified effective solution while using authoritarian leadership. There was adequate supervision in the role of team leader and he has complied with the requirements of the team in an effective manner. The person assigned for the task of questioning has performed well. This is may be due to the work under heavy and effective supervision.
On the other hand, I have performed my role in researching on the topic of laissez faire leadership in this team presentation. I attained all the team meetings and discussion in order to facilitate the group’s ideas. I have tried to perform to the best of my ability and our team member has motivated me in order to do so. Such contribution of the team leader has helped me to present quality work and motivated the whole group in order to achieve positive outcomes.
References:
Banks, G. C., McCauley, K. D., Gardner, W. L., &Guler, C. E. (2016). A meta-analytic review of authentic and transformational leadership: A test for redundancy. The Leadership Quarterly, 27(4), 634-652. https://doi.org/10.1016/j.leaqua.2016.02.006
Downe, S., Byrom, S., & Simpson, L. (Eds.). (2011). Essential midwifery practice: Leadership, expertise and collaborative working. Chichester, West Sussex, U.K: Wiley-Blackwell.pp.82
Kaiser, J. A. (2017). The relationship between leadership style and nurse?to?nurse incivility: turning the lens inward. Journal of nursing management, 25(2), 110-118. https://doi.org/10.1111/jonm.12447
Marquis, B. L., & Huston, C.J. (2015). Leadership roles and management functions in nursing: Theory and Practice (8th ed.). Philadelphia, PA: Wolters Kluwer Health.pp.118.
McCleskey, J. A. (2014). Situational, transformational, and transactional leadership and leadership development. Journal of Business Studies Quarterly, 5(4), 117. https://pdfs.semanticscholar.org/f584/807652909f1c90c5a647ebcea142d2260d9a.pdf
McKeown, M., & Carey, L. (2015). Democratic leadership: a charming solution for nursing’s legitimacy crisis. Journal of clinical nursing, 24(3-4), 315-317. https://dx.doi.org/10.1111/jocn.12752
Skogstad, A., Aasland, M. S., Nielsen, M. B., Hetland, J., Matthiesen, S. B., &Einarsen, S. (2015). The relative effects of constructive, laissez-faire, and tyrannical leadership on subordinate job satisfaction. ZeitschriftfürPsychologie. doi: 10.1027/2151-2604/a000189
Wong, S. I., &Giessner, S. R. (2018). The thin line between empowering and laissez-faire leadership: An expectancy-match perspective. Journal of Management, 44(2), 757-783. https://doi.org/10.1177%2F0149206315574597

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The advantages of larger MTU is:
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Introduction
The The results of the Gallup’s Annual Honesty and Ethical Standards poll (DEC20, 2016) showed that nursing the most trusted profession for the 15th year all way. Trust is a firm belief, of the character, strength or truth of someone of something according to Merriam-Webster (1828). For a person to be trusted by anyone, he must have portrayed a particular character, trait, or individual strength. The character is also …
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401213 Clinical Leadership And Professional Relationships

401213 Clinical Leadership And Professional Relationships

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401213 Clinical Leadership And Professional Relationships

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401213 Clinical Leadership And Professional Relationships

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Course Code: 401213
University: Western Sydney University

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Question
Aim: This assessment provides the student the opportunity to apply and evaluate leadership styles in a scenario involving a change process.
Scenario
A recent state-wide quality improvement project has shown that a fully electronic medication system improves the safety of medication administration. In order to share this knowledge, the state organisation has shared the results on a quality improvement website.
The two hundred bed hospital where you work has recently had some medication critical incidents. These critical incidents occur in the context of a general increase of minor medication errors over the last three years. The hospital’s most senior Nurse/ Midwifery Leader has reviewed the information on the state’s quality improvement website. The Nurse/ Midwifery Leader calls the Nurse/ Midwifery Unit Managers for a meeting and advises of the general increase in medication errors and that there is an expectation that all wards will have adopted the fully electronic medication system within six months. The electronic medication system is freely available from the government and can be installed directly onto the ward computers.
Discuss how an effective Nurse/ Midwifery Unit Manager would lead this change to address this patient safety issue.
Answer

Nursing Leadership
Democratic leadership is a style of leadership where the team members take part in the decision-making process within an organization. Consequently, democratic leadership allows followers or subjects to feel more engaged in the management process, more dedicated to objectives, as well as more motivated to work effectively. Democratic leadership plays a leading role in inspiring friendships and moral associations in the workplace, where it create employee ownership of the organization and its areas (Fiaz, Qin, Ikram & Saqib, 2017).  During the 1930s, Kurt Lewin, a behavioural scientist carried out researches and recognized the importance of democratic or participative leadership in organizations. Democratic leadership in the nursing practice greatly allows nurse leaders to influence other leaders towards attaining the goals of the specific organization. Nurse leaders that adopt democratic leadership style act as facilitators rather than being dictators by promoting the sharing of ideas and information towards providing high-quality and safe care to the patients. Democratic leaders promote teamwork were the majority of the tasks are performed by different teams towards promoting efficiency. In addition, democratic leader encourages open communication and nurse staff in many decisions. Democratic leaders emphasize relationships towards quality improvement and processes in the organization, other than on mistakes of individual team members (Fowler, 2016).
I believe that I have the qualities of a democratic leader based on my past experiences during my practice as a nurse leader in my organization in critical care unit. I believe my democratic leadership stems from the fact that I am a relationship-and people-oriented. In my practice, I believe that the organization’s policies along with decisions in a group setting are best for all the people involved. Democratic leaders including myself stress teamwork and are willing to share roles to promote efficiency because teamwork will promote sharing of ideas and information. As a nurse leader I usually endeavored to promote teamwork that allowed sharing of ideas and information that improving the outcome of the nursing roles. This implies that I could often seek to promote policies and practices through group discussion and emphasized on teamwork (Fischer, Jones & Verran, 2018). My philosophy as a nurse leader was that an efficient manager not only inspires, but also listens to the contribution of employees; an efficient manager not only instructs the employees, but demonstrates the way instruction must be performed. This are designed to promote job satisfaction, efficiency, as well as work production.  During my practice as a nurse leader, I always embraced teamwork where I formed different teams towards delivering care to different clients within the critical care unit. The critical care unit required teamwork because of the many critical care needed by different clients. I remember that the different teams that I formed within the critical care unit played a leading role in promoting efficiency than it was originally when I had not embraced teamwork. As a nurse leader, I ensured I become part of the team to boost the morale of the teams to delivering high-quality and safe care to patients (Day-Calder, 2017).
In addition, as a nurse leader, I embraced communication channels that ensured the contribution of the nurses are accommodated the views and opinions of the nurses. I ensured that nurses could freely air their concerns and I could be available for discussion to resolve the different issues within the workplace setting.  More importantly, as a democratic leader I emphasized to listening more than anything else. I usually listened to the concerns of the nurses whenever we interacted with them. This became important because to enhanced the trust and rapport with the nurses that greatly increased efficiency in the critical care unit. In fact, communication played a leading in conflict resolution (McKeown & Carey, 2015). I stressed the significance of diversity when dealing with different people from different backgrounds and always respected their views.
The democratic style of leadership assisted a great deal during the group presentation. I was able to accommodate the views of the different team members and I respected their contribution towards group discussion. This style was instrumental in allowing me to appreciate the importance of teamwork and contribution of each member.  I used the democratic leadership to learn to listen to the contribution of the team members and ensured that I carefully analyzed their views and then later react. I as interacted with the team members I was able to build trust that was crucial in understanding the diverse needs of the team members (Day et al., 2014). In addition, the democratic leadership was important during group presentation because it allowed me to be open in my communication to other members of the team and I often sought correction whenever needed. 
References
Day, D. D., Hand, M. W., Jones, A. R., Kay Harrington, N., Best, R., & LeFebvre, K. B. (2014). The Oncology Nursing Society Leadership Competency Project: Developing a Road Map to Professional Excellence. Clinical Journal of Oncology Nursing, 18(4), 432–436.
Day-Calder, M. (2017). Develop your leadership style: The first in our three-part series on leadership in nursing looks at what elements go together to be consistently effective. Nursing Standard, 31(40), 37–38.
Fiaz, M., Qin Su, Ikram, A., & Saqib, A. (2017). Leadership Styles and Employees’ Motivation: Perspective from an Emerging Economy. Journal of Developing Areas, 51(4), 143–156.
Fischer, S. A., Jones, J., & Verran, J. A. (2018). Consensus achievement of leadership, organisational and individual factors that influence safety climate: Implications for  nursing management. Journal of Nursing Management, 26(1), 50–58.
Fowler, J. (2016). From staff nurse to nurse consultant Clinical leadership part 2: leadership styles. British Journal of Nursing, 25(9), 522.
McKeown, M., & Carey, L. (2015). Editorial: Democratic leadership: a charming solution for nursing’s legitimacy crisis. Journal of Clinical Nursing, 24(3/4), 315–317.

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