Nursing leadership

Even though there are a variety of theories on nursing leadership this article will explore the theories that are most applicable to new nurses. These theories include transformational leadership, in addition to dynamic-leaders-follower relationship. These theories embrace nursing leadership at all levels. The changing health care order calls for novel leadership characteristics as well as roles. Nursing leadership has changed drastically over the last few decades due to increased knowledge of new nurses in addition to technological knowledge (Feldman, 2008).

Currently nurses spend 24 hours a day, seven days a week taking care of patients. They act as the first level of decision making as far as patients matters are concerned. The ground stone of leadership is intercepted through allowing some sovereignty in nurse’s decision making, regardless of the magnitude. Nurses however, play a crucial role in developing appropriate care plans, determining the most appropriate time to call for a doctor, and allowing interventions (Valentine, n. d).

Transformational leadership can be readily applicable to the new nurse in this case because it promotes transformation, and is applicable to the dynamic health care system. New nurses find themselves in a very unique position, where they are supposed to evaluate the outcomes of the novel as well as the old policies as well as procedures (Feldman, 2008). I would make use of transformation leadership on the new nurse, Michael, to motivate, encourage as well enlighten him on the need to carry on with the job without regard of minor hindrances that may arise in the course of practice.

This strategy would help establish a leadership base with him. There are a variety of factors that may have culminated in the change of atmosphere in the way nurses conducted themselves during the night shift in this conflict situation. One of them is that the two certified nurses’ aides, whose relationship with Michael the new nurse as well as other registered nurses had gone sour, would have been that they were embittered by the fact that a new nurse, who had graduated recently and was working with them as a student in the same context, has joined them at professional level on the same rank.

These two nurses may have been feeling that their integrity was violated due to lack of promotion. They did not see the logic behind the whole scenario; that is, a new nurse being promoted to a rank where he asks them to assist instead of them asking him to assist. In order to identify the conflict in this scenario, as a leader, I will listen to all the parties involved in the whole conflict so as to come to a rational conclusion. I will listen to the grievances of the two certified nurses, Michael the new nurse and other registered nurses. Gender is not an issue in this scenario.

One of the most rational reasons for the outcome of the situation is development of an environment that is un-conducive for work. Michael as a new nurse expected other nurses to be cooperative and offer their support to him in all areas of practice, but that was not the case. The two nurses’ aides refused to talk to him and, only grudgingly assisted him when asked, and often did not complete assignments that he asked them to do. These two nurses carried out only the minimal work for all the registered nurses on the division and were frequently found talking together at the nurses’ station.

This is one of the aspects that angered not only Michael, but also the other registered nurses. Nurses usually encounter a lot of difficulties in dealing with disagreements in an open manner. They therefore, tend to harbor emotions and anger and act in covert ways (Valentine, n. d). This is what Michael did; he decided to keep everything to himself and handle the whole matter privately. One of the most effective conflict resolution tools is establishment of a strong as well as effective team building skills.

In team managed situations the decisions made by nurses are more superior as compared to decisions made by nurses in private. Team building enables nurses to develop conflict resolution skills that enable them to function effectively in health care system (Antonie, 2010). The other conflict resolution technique that can be employed in this scenario is active listening. Active listening enables the nurse leader to gather all the relevant information as well as perceptions of the parties involved in the conflict. Active listening enables the nurse leader to stay calm as the matters of the conflict unfold.

It also gives time for the leader to ask rational questions. It gives the leader time to plan his/her response. As a result the leader can respond constructively in both non-verbal and verbal language. Active listening however, have got some disadvantages associated with it. One of them is that the parties involved in the conflict may raise numerous complains to an extent that the leader forgets some of them (Antonie, 2010). The rest of the nursing staff in this scenario has a very big responsibility both to Michael and the other two nurses.

They are supposed to support them physically and emotionally in order to minimize the chances of a similar scenario from happening. Reference: Antonie H. , (2010). Conflict Resolution -Tools for Nursing, retrieved on July 20, 2010 from http://www. rnjournal. com/journal_of_nursing/conflict-resolution-tools-for-nursing. htm Feldman H. , (2008). Nursing leadership: a concise encyclopedia, ISBN 0826102581: Springer Publishing Company Valentine S. , (n. d. ). Nursing Leadership and the New Nurse, retrieved on July 20, 2010 from http://juns. nursing. arizona. edu/articles/Fall%202002/Valentine. htm

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