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#1 Yulier Rodriguez Medina

1.Discuss the similarities of transactional and transformation leadership.

Different managers employ distinctly different management styles, ranging from relatively hands-off, facilitative styles to autocratic, micromanaging styles. Managers can also employ different motivational strategies and techniques to boost employee performance or accomplish internal change.

In one hand, transactional leadership styles are more concerned with maintaining the normal flow of operations – this style is best described as “keeping the ship afloat.” In the other hand transformational leadership styles focus on team-building, motivation and collaboration with employees at different levels of an organization to accomplish change for the better.

Transactional and Transformational leadership are both answers to the question of how to manage groups of subordinates and use psychological methods that have been developed and tested over time.( David Ingram “The Houston Chronicle”,2019) The two methods are considered to be among the preeminent leadership styles in today’s modern era and are considered highly effective if executed correctly. Research has also shown that both transactional and transformational leadership techniques can yield positive impacts on groups of subordinates.

Give an example of how one of this leadership theories may be applied to your work setting.

My workplace is a private company in which health care services are delivered. The owners are the people who make the rules, policies, and protocols. Even if we only use or believe one theory of leadership at a time, knowing what options are available will prepare you for dealing with a greater variety of situations. Not only that, but we’ll be able to interact more easily with other leaders who may subscribe to a different leadership theory or approach. If we want to make the most of our team as it grows and changes, we need to know the lay of the land and have as much knowledge as possible at your fingertips.

The Great Man Theory surfaced in the 19th century from figures such as Thomas Carlyle. These great leaders are born with attributes that allow them to perform beyond the ability of a normal person in a leadership role. For example, they are particularly adept at managing and delegating, and are more charismatic while doing so. Not every employee will respond well to the same style (or theory) of leadership. Some do better with a more direct guiding hand, others find motivation in the decision-making process. Having only one leadership style or theory to fall back on when assessing your next project is therefore a pretty limiting practice.

References

David Ingram “The Houston Chronicle”,2019; Work team to the next level of performance and success. Pg 71-80.// healthbusiness.chron.com/transformational-leadership-vs-transactional-leadership-definition.

Northouse, P.G. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks, CA: Sage Publishers, Inc.

https://cvdl.ben.edu/blog/leadership_theories_part…

#2 Yulier Rodriguez Medina

Those involved in the health care system—nurses, physicians, patients, and others—play increasingly interdependent roles. Problems arise every day that do not have easy or singular solutions. Leaders who merely give directions and expect them to be followed will not succeed in this environment. (Pittman, P., & Forrest, E. (2015) What is needed is a style of leadership that involves working with others as full partners in a context of mutual respect and collaboration. This leadership style has been associated with improved patient outcomes, a reduction in medical errors, and less staff turnover. Nurses at all levels need strong leadership skills to contribute to patient safety and quality of care. Yet their history as a profession dominated by females can make it easier for policy makers, other health professionals, and the public to view nurses as “functional doers”—those who carry out the instructions of others—rather than “thoughtful strategists”—those who are informed decision makers and whose independent actions are based on education, evidence, and experience.

The Patient Protection and Affordable Care Act (ACA) was passed and signed into law in 2010. Subsequent implementation has contributed to reconfiguration in health care delivery, accelerated the demand for health care along with a shortage of key health care professionals, and opened up new and expanded roles for nurses under new care delivery models.( Thomas PL, Roussel L; 2015) These changes in the context of health care delivery have driven the need to supercharge RNs’ leadership knowledge, skills, and abilities and develop targeted care coordination and integration competencies for a more robust skill set that is matched to changing clinical leadership imperatives.

Empowerment is a way to encourage employees to work beyond the usual standards, supporting a flexible approach to completing tasks and reaching goals.( Sindell and Shamberger (2016) Working beyond usual standards has multiple meanings. For example, a nurse can take a more autonomous approach to practice, educating oneself on new evidence, making a suggestion about an outdated policy, or suggesting a team meeting. While these examples may be part of usual nursing practice, and expected of all nurses, nursing staff need the support of management to follow through with certain actions. Managers need to empower nurses in order for them to have a fully autonomous practice.

The challenge—and opportunity—for academic nursing and its leadership rests primarily in preparing for an enhanced role in clinical service delivery and a renewed focus on growth in size and stature of research programs. It is, as many of the deans of nursing interviewed for this project indicated, a “paradigm shift” for academic nursing leaders in developing the right mix of faculty, and the right partnerships with health system and academic medicine leaders so as to become full partners in the health enterprise.

References

Pittman, P., & Forrest, E. (2015). The changing roles of registered nurses in pioneer accountable care organizations. Nursing Outlook, 63(5): 554-565. Doi: http://dx.doi.org/10.1016/j.outlook.2015.05.008.

Sindell and Shamberger (2016). Leadership styles and their categorization based on human relationships or task completion. /59.302pg.37

Thomas PL, Roussel L. Clinical nurse leadership: creating the vision. In: Harris JL, Roussel L, Thomas PL, editors. Initiating and Sustaining the Clinical Nurse Leader Role: A Practical Guide. Burlington, MA: Jones & Bartlett Learning; 2015. pp. 481–500.

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