Introduction
Nursing leadership is characterized as the capacity to motivate, impact, and encourage nursing personnel and other medical workers to collaborate to achieve individual and organizational objectives. The patient survival rate, level of patient treatment and patient happiness, and improved staff wellness and morale can all be connected to leadership in health services. Nurse leaders can hire and fire employees, manage staff training, promote professional growth, and set budgets. With the use of power, nursing professionals can influence healthcare reform and, if provided with the opportunity, can become innovators.
Discussion
Connective leadership is based on an interpersonal viewpoint that emphasizes shared responsibility and teamwork. Connective leaders encourage collaboration and potential interactions in the future restructured healthcare setting by engaging workers at all levels. Transformational and servant types of leadership, for example, are aligned with present and future medical trends such as technology advancements, greater diversity, and globalization. Even though both theories have certain features, servant leaders are more concerned with the well-being of their adherents, whereas transformational leaders are more concerned with organizational goals (Andersen, 2018). Hence, it is feasible to emphasize the fact that servant leadership has a community orientation in comparison with the transformational style.
To my mind, transformational leadership is the connective leadership type that most directly corresponds with my particular leadership traits. Since I consider myself a listener, I believe I strongly connect to this style of leadership. I suppose it is critical to listen to what others have to express and say, regardless of the circumstances. Listening to someone provides internal value, and the bond that develops as a result of listening may be profound. In my opinion, listening to feedback may also be highly useful for caring for people and organizing patient-centered treatment. In addition, I consider honesty extremely seriously, and I expect patients and clients to be as honest as I am. Being untruthful can cause problems with care delivery and scheduling, resulting in decreased service quality.
Concerning the use of power to influence change, it is obligatory to define the social groups that determine the level of power in the process of being impacted by nursing specialists. Nursing leaders are known and regarded by the community, patients, colleagues, and regulators as experienced, assertive, and competent promoters of quality with a forceful presence at all stages of health and policy institutions (Salvage & White, 2019). Nurses can influence healthcare reform and, if presented with the opportunity, can be innovators. While vital, the change to value-based care creates problems for nurse leaders. Nursing professionals should take a proactive approach, provide immediate responses, and create solutions that will advance nursing and medicine forward by leveraging authority. A nurse leader should also provide accurate and frequent feedback to group members to effectively execute change, culminating in the existence of expert power. Furthermore, power is a quality that nurses must develop in addition to practicing more independently, as it is via power that individuals of an occupation can advance in status.
Conclusion
To summarize, leadership styles such as transformational and servant are in line with current and future medical trends such as technological breakthroughs, more diversity, and globalization. Even though both theories have some characteristics, servant leaders are more concerned with their followers’ well-being, whilst transformational leaders are more concerned with corporate goals. Transformational leadership, in my opinion, is the connective leadership style that most closely matches my leadership characteristics due to the necessity of focusing on organizational goals and ensuring the presence of trust.
References
Andersen, J. A. (2018). Servant leadership and transformational leadership: From comparisons to farewells. Leadership & Organization Development Journal, 39(6), 762-774.
Salvage, J., & White, J. (2019). Nursing leadership and health policy: everybody’s business. International Nursing Review, 66(2), 147-150.