Changes in Health Care Delivery and Nursing System
New approaches to the service delivery introduced the well-developed systems to monitor the performance. In this instance, the nurses have to be well-organized to provide services and expand the area of their operations. In turn, the new approaches of leadership improve the quality of communication and highlight the necessity of the internal interaction between different levels of subordination (Anderson et al., 2015). The communication is essential, and it adds complexity to the nursing system.
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Comparisons of Leaders and Managers
The primary difference between leaders and managers is the fact that the managers follow the established practices while performing their duties (Ellis & Abbot, 2015). On the contrary, the leaders focus on the social behavior of people and are selected to lead the groups informally. Alternatively, the leaders tend to have innovational perceptions towards the enhancement of the processes in nursing. Nonetheless, both of the actors aim at the improvement of the organizational performance.
Comparison of Leadership and Management Qualities Related to Ethical Considerations
This aspect is controversial, as the managers have a tendency to solve the problems in accordance with the guidelines (Ellis & Abbot, 2015). This approach is beneficial while avoiding the issues in health care and improving the quality of the services. As for the leaders, the ability to comply with the ethics is dependent on the personal traits of an individual. Nonetheless, the flexible approach might be beneficial to find a relevant solution to a problem.
Significance of Transformational Leadership
The essentiality of the transformational leadership cannot be underestimated, as its primary purpose is to provide high-quality services and reach a high level of customer’s satisfaction (Hutchinson & Jackson, 2013). In turn, it tends to reach these objectives while increasing the motivation of the employees (Doody & Doody, 2012). These aspects have a beneficial influence on the employees’ development and quality of the service. In turn, the presence of these matters is reflected in the recommendations of the Institute of Medicine, as it emphasizes the essentiality of quality (McNamara, 2014).
Five Errors of Transformational Leaderships and Solutions
The undeveloped structure of the organization might be a potential cause for misunderstanding due to the essentiality of communication in transformational leadership (Men, 2014). The sufficient interaction with the employees will help avoid this issue due to the explanation of this aspect. Inability to provide the rationale is also critical, as this type of leadership is based on motivation (Doody & Doody, 2012).
Developing the reasoning while evaluating the employees’ desires will eliminate the presence of this issue. Other issues are the lack of knowledge to highlight the right area for change and absence of the alignment. In turn, the development of unrealistic goals will also influence the ability to enhance the organizational performance by depicting the confusion. In this case, the research of the situation in the organization has to be conducted from the employees’ perspective.
Two Leadership’s Competences and Nursing
Social intelligence can be viewed as the critical characteristic of the leader, as it contributes to the understanding of the social dynamics and develop relevant solutions to the issues. This approach is highly relevant to nursing, as it helps resolve the constantly rising issues, which have to be unraveled rapidly. Additionally, the ability to utilize the interpersonal communication sufficiently is another attribute of the leader, and it is applicable for nursing, as it is vital to communicate to be able to enhance the quality of the duties.
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Content for Nurse Leadership and Development Program
The leadership program has to involve the evaluation of the real-life cases while working in teams. In turn, it has to focus on the problem-solving skills to be able to provide the rationale for the actions. Nurses have to combine the characteristics of the leaders and managers due to the potential influence on motivation.
Anderson, R., Bailey, D., Wu.B, Corazzini, K., McConnell, E., Thygeson, M., & Sharron, D. (2015). Adaptive leadership framework for chronic illness: framing a research agenda for transforming care delivery. Advances in Nursing Science, 38(2), 83-95.
Doody, O., & Doody, C. (2012). Transformational leadership in nursing practice. British Journal of Nursing, 21(20), 1212-1218.
Ellis, P., & Abbot, J. (2015). Exploring the differences between leaders and managers. Journal in Renal Nursing, 7(2), 96-97.
Hutchinson, M., & Jackson, D. (2013). Transformational leadership in nursing: Towards a critical interpretation. Nursing Inquiry, 20(1), 11-22.
McNamara, A. (2014). Scaling up to meet the IOM recommendations (80% BSN by 2020): sustaining quality with growth. Nurse Leaders, 12(5), 48.
Men, L. (2014). Strategic internal communication: transformational leadership, communication channels, and employee satisfaction. Management Communication Quarterly, 28(2), 264-284.