According to Giddens (2018), great leaders are not born with leadership qualities. Behaviors that determine leadership success can be refined and developed over time. In nursing leadership, being grounded to ethics and integrity, building trust, bringing others on board, inspiring, and making rational decisions are considered vital elements. This post provides recommendations on how to strengthen leadership behavior in nursing.
Regarding the first post, five themes essential of a successful leader are highlighted as an achiever, an arranger, restorative, an includer, and an activator. The themes are necessary as they help one be a problem solver and have a thirst for achievement and inclusivity in their management design. The ability to bring people together, make them feel comfortable, and represent voices that are not usually heard is vital in nursing leadership. Leaders are often in charge of developing a team, inspiring individuals to work together to pursue a common goal, and advocating bedside nurses' needs to upper leadership. The quality of bringing people together can be strengthened by breaking down physical barriers, avoiding rewarding individuals but a team, arranging for regular excursions, and considering individual cultural differences. However, Clausen et al. (2019) note an impatience element, which is regarded as a vice and a weakness to a successful leader.
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Furthermore, the second post has addressed the five themes, as revealed in the assessment strength finder. The elements are responsibility, connectedness, relator, arranger, and individualization. Responsibility enhances quality when leaders become visible in the clinical unit's area, advocate for a patient-centered environment in the health facility, and consistently share the vision of excellence with other employees (Fast & Rankin, 2018). Similarly, connectedness and relator lie deeply in incorporating everyone in the health facility, which can be strengthened by breaking physical barriers and considering individual differences and cultural inclusivity. On individualization, Cardiff et al. (2018) points out that employees should be allowed to look after their work to a high degree, have a high level of privacy, and have the freedom to explore a new way of executing projects unless their actions become a threat the health facility.
References
Cardiff, S., McCormack, B., & McCance, T. (2018). Person-centered leadership: A relational approach to leadership derived through action research. Journal of clinical nursing , 27 (15-16), 3056-3069.
Clausen, C., Emed, J., Frunchak, V., Purden, M., & Bruno, F. S. (2019). Toward Resilient Nurse Leaders: The Leadership-In-Action Program in Nursing (LEAP-IN). Nursing leadership (Toronto, Ont.) , 32 (3), 40-56.
Fast, O., & Rankin, J. (2018). Rationing nurses: Realities, practicalities, and nursing leadership theories. Nursing Inquiry , 25 (2), e12227.
Giddens, J. (2018). Transformational leadership: What every nursing dean should know. Journal of Professional Nursing , 34 (2), 117-121.
