Master Leadership Essay Sample

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Part One:

Leadership is considered a research field and a valuable opportunity to “lead” or control other people, departments, or whole organizations and can inspire. Specialist literature, sometimes considered a disputed concept, discusses different perspectives, comparing East and Western leadership methods and Western North and European approaches (Chemers, 2014).

American academic environments describe leadership as a “social impact mechanism in which one may engage others to assist and help himself in carrying out a joint mission.” Others opposed the more conventional leadership perspective that assumes that it is something that a person has or owns owing to his status or power, and thus advocates that leadership is fluid and found at all levels of the organization, both within the framework of structured positions (Denis, Langley, & Sergi, 2012).

I picked the model in the appendix and looked at my leadership style. I examine my form of leadership via this questionnaire. The type of leadership I found in this model is two species. I received 24 leading style results and 24 leadership style coaching ratings. This paradigm works out that I have two leadership models, one facilitates style, and the other facilitates coaching.

Facilitation Leadership Style

The leader is a good facilitator who directs or coordinates a group’s efforts (Oberer & Erkollar, 2018). The chief utilizes the abilities of group leadership to support people, and teams resolve issues. Consider a manager as a guide to facilitate a successful operation for others. Then I saw that I was already an individual directing and coordinating my team members’ activities in my everyday routine.

Coaching Leadership Style

Leadership coaching is a style that recognizes their team members’ strengths, weaknesses, and motives to help everyone better. It is one of the four principal managerial models used to inspire and succeed workers. All these traits can be identified within me because, according to the study, I know the strengths and limitations of my team members.

How own Values Affect the Leadership Style

Valued leadership has several definitions, but based on my background in companies, the term is characterized mainly as setting an example, i.e., for correct purposes, without sacrificing on core values. A leader who supports this way of mind-set may win the confidence and cooperation of other future business associates and achieve a great result in support for strategic vision. Steve Jobs, Apple Computer’s Managing Director, Inc., once said, “It is just value control that works (Reisdorfer, 2019).

Find professional and bright individuals, but above all, who feel precisely about what you care for. “This assertion has been intimate, and I embodied its apparent importance in a word that I kept in front of my mind: include the hearts and heads of people. While this type of inspiration seems idealistic, it ultimately raises a doubt whether real company experience value-based leadership happens.

Concerning the news stories of recent years, it looks like many corporate figures have sacrificed their values to raise wealth and put their wallets at the expense of the customer, the employee, and the shareholder. This pattern left those in corporate management positions questioning what happened to sound industrial practices, traditional old-fashioned principles, and good moral conduct.

I feel fortunate to say with a firm belief that ethical decision-making is yet alive and well in most of America. Several businesses re-concentrated on a shared mission statement backed by sound principles by my experience as an organizational official in a leading financial institution. Values, including the restoration of the culture, care for the climate, and much more, have returned to America. I was honored with a career with Wells Fargo, a Fortune 500 corporation that ranks 46/500 and 4/20, with sales of $40,407.0 million (CNNMoney, 2006). Wells Fargo has exposed its mission and ideals unequivocally and has communicated these concepts to its team members (Reisdorfer, 2019).

Learning and Exploring Future Practice as a Registered Nurse

Implementing evidence-based practice (EBP) in hospitals’ therapeutic units is a significant task for nursing. There is, however, a lack of studies focusing on caregivers about institutional background considerations to endorse the EBP objective of the clinical unit. For the nursing career, the idea of leadership is essential (Christiansen & Bell, 2010).

No research on leadership in nursing is lacking. To maintain good quality treatment, it is vital that nurses cultivate an appropriate leading position and thereby ensure the patient’s protection when assuming several roles in everyday leadership. Although in the last six decades of the twentieth century, the phenomenon of nursing leadership has been examined, it remains present and critical.

Oliver said that “from the root sense of a track, path or ship path on the sea the terms ‘master’ formed. It is a ‘travel term’ (Christiansen & Bell, 2010). An inclusive literary review has indicated that a recent leadership study has a systemic view of leadership, looks at the leadership phase’s progress, and looks at leadership in many respects.

Today, caregivers are seen as an occupation that requires special preparation, expertise, and features generally more naturally present in others than others. Effective patient care administration is paramount to hospitals and health services as a fundamental aspect of inspiring, performing, and rewarding a squad. Based on this logic, nurse managers with a strong awareness of their nursing leadership can handle their team/unit more efficiently, potentially contributing to improved patient care.

The most efficient leadership models in healthcare recognize that the company serves as a family, including the nurses and the patients (Curtis, Horton, & Smith, 2012). Being aware that the unit’s success depends heavily on the nursing manager’s performance, nursing leaders should be encouraged to consider the various leadership styles of nursing management. When a basic definition of leadership types is built-in healthcare, nurses may take stock of how they fall through the existing techniques and even determine which classes they can do best in the future.

As a notified nurse, I noticed that Transformative leadership in nursing enables and encourages staff, as representatives succeed in dispute solving, to identify better solutions to a target. You will mobilize individuals into communities that can work by unique relationships, increasing a group’s wellbeing, morality, and inspiration.

If democratic leadership leads, the democratic leadership in the nursing sector will harm the team when it is necessary to respond quickly. When unfavorable incidents and crises arise, time is essential, and it is difficult for political officials to make fast decisions on their own without the team’s feedback. As a result of continuous transition and the need for rapid decision-making, laissez-faire nursing is not always good for the healthcare sector. It is highly uncertain that laissez-faire leadership can help the team excel in constructive vs. reactive to patient care problems, as seasoned nursing retirement workers and new nurse embarking increase.

Similarly, autocratic leadership in nursing does not foster team confidence or collaboration but also produces an atmosphere in which team participants’ essential experiences and experiences stay untapped. This style of leader prevents collective decision-making and accountability that impede a company’s trajectory to high confidence.

However, the multidisciplinary and dynamic staff is accommodating when serving nursing leadership. Servant leaders address the demands of the actual team members, independent of their duties, specialties, and resource criteria. But a mediocre team will also suffer from servant management, while the needle is best moved in general, group management and management for the team. Servant management of care is not advisable if top-down choices are to be taken to align the whole team efficiently (Boblin, Ireland, Kirkpatrick, & Robertson, 2013).

Leadership was shown as a multi-faceted and challenging method in nursing literature. These initiatives aim to provide guidance and assistance, motivate, coordinate, work together, communicate effectively, and advocate for optimum patient achievements. Nursing leadership shows the followers how things are handled and how they are led and done.

Pledger must still be willing to lead in this age with a high understanding of patients, fast speed, and a highly dynamic world as part of the interdisciplinary health team. The medical institute (IOM) says nursing professionals should lead interprofessional teams and health systems. Besides, research on leadership in nursing has shown leadership efficacy in nursing results such as patient safety. “Efficient coordination is essential to the management of health conditions,” according to O’Connor. Healthcare leadership has been described as affecting others to increase treatment quality and direct clinical care engagement.

Career leadership includes a clear-sighted atmosphere in which employees feel inspired and empowered. The healthcare team’s nursing executives are agents. The nursing leadership’s vision and ability workers according to studies (Ricketts, 2011). They also added that nursing leaders require self-confidence, respect for others, and positive team building. Likewise, nursing leadership is described as a vision and empowerment for followers (Ricketts, 2011). Leadership is included in the position and practice of skilled nursing, as both are leading roles. Nursing leadership is often related to nursing administrators and less frequently linked to nursing jobs.

Part Two:

Teamwork is the most successful and effective way to accomplish a collective purpose by collaborating with a community of individuals. An individual’s actions in coordination and direction can be described as leadership. Teamwork and management in all medical fields are critical, particularly when the NHS constantly focuses on patient management through a multidisciplinary team (MDT) approach. This strategy is none more apparent than in specialty brand centers, where the UK regularly cares for 500 patients who have the most significant injuries.

Scientific treatment and knowledge of wound healing and management significantly affect women with severe burns. Nevertheless, the effectiveness of these advances depends on a well-organized and cohesive team of experts from various fields.

“The service provided by each specialty is fair and vital, but work together, respecting one another and efficiently interacting will ensure optimal, comprehensive treatment for the patient”.

“Every specialty offers an equivalent and necessary service, but it is through teamwork, shared respect and efficient communication that optimum, coordinated patient treatment can be accomplished.”

Professionals involved:

Both representatives of the team at the Burns Centre are critical and include:

Advisors of Burns

Consultants routinely perform treatments, such as cutting scalp, grafting, and même amputation, as surges specializing in burns and plastic surgery. They aim to provide patients at the center with the best degree of degrading treatment and use their skills to direct and lead the multidisciplinary team (Awasthi, 2015). Significantly, consultants have the burden of the patient and their management decisions; their name is ‘above the bed.’

Senior Caregivers

The nurses are responsible for the physical and, gradually, psychological treatment of patients during their enrolment, including the most critical section of the Burns Centre team (Sinha, 2013). As a result, nurses are acquainted with patients and their families quite well and generally are the first to react.

Young Physicians

The burns clinic is administered regularly by junior physicians. They perform studies and find issues that more experienced doctors and experts monitor.

Great-Man Theory

The attempt to explore universal leadership characteristics has lasted for hundreds of years when most civilizations require champions to describe their achievements and defend their shortcomings. Thomas Carlyle said in 1847 that the “universal past, the history which man in this world has done, is at the end of the history of great men who have served here.”

In 1847, he said in the name of the heroes. In his ‘theory of the great man,’ Carlyle believed that leaders are created and that only heroically gifted men will ever be rulers. He thought big men were made, not produced. Carlyle was also extended to the American philosopher Sidney Hook, who emphasizes the eventful man’s effect on the event makers (Mouton, 2019).

He suggested that the eventful person might stay complicated in a historical scenario but did not decide his path. On the other side, he argued that the person who conducted the activities had not been involved in the procedure and that these actions may have been very different. The incident makes man’s position dependent on “the implications of excellent intellect, character and will instead of the acts of distinction.”

The event But subsequent developments revealed that this leadership principle, as in the case of Hitler, Napoleon, and the like, was morally defective, challenging the legitimacy of the great man’s philosophy. These great men were insignificant, and the organizations then expanded, stifled (Mouton, 2019).

Contingency Theories (Situational)

Contingency hypotheses recommend that leadership style is not accurate since the leadership style relies on consistency, followers’ circumstances, and some other variables (MALOŞ, 2012). “There’s no one way to do it, according to this principle because the environment’s internal and external dimensions need the leader to respond to the specific circumstance.” Leaders alter not just the company’s dynamic and the climate but also the people inside it. In common sense, contingency theories are a type of philosophy of behavior that questions the absence of one most acceptable method of conduct and the ability to operate a leadership style in certain situations (Miskewicz et al., 2015).

Those “big guys” became obsolete, and the organizations grew, stifled. “Over the years, the great man who, brilliantly and far-sighted, might lead the dictatorial forces, but in the process delayed democratization, has offered a coup de grace to another force” (MacGregor, 2003). Leadership philosophy then proceeded from the dogma of leaders born or destined to play their part at a given period to embody specific characteristics that have leadership ability. They noticed that the condition defines the prevalence of one attribute on the other out of many traits. The conclusion was that the essential feature to be retained was that of the mission at hand.

Furthermore, it was determined that “an individual does not become a leader simply because he possesses those characteristics.” The analysis found that there was usually no relation between features and active leaders and that circumstance dynamics were relevant. “Traits are a condition for good leadership,” North Ouse reflects more.

Where a leader has key features, such acts as vision articulation, role-modeling and objectives must be influential.” They indicated that the maturity of the entity or organization could influence the most organizational management style. The four leadership forms were created, assigned, sold, and informed, and the sense of matching these styles with the degree of maturity of subordinates and the current challenge was supported.

Besides, the leading manager was asked to demonstrate subordinate work sophistication and psychological maturity when assessing a leadership style. The philosophy of scenario management bound the leader to speak diagnostically about the circumstances to define the subordinates’ interests and what the leader had to do.

Bass and Avolio (2004) suggested three kinds of kings, autocratic, egalitarian, and unwilling. Subordinates do not include the tyrannical chief; the laissez-faire leader allows associates to take action and assumes no actual leadership responsibility but to take the role. Therefore the democratic leader accesses his subordinates. “He also thought all the representatives would fit into a category of three.”

Political and Economic Perspectives within Today’s Healthcare System

This new research shows a correlation between political trend and health condition, suicide in this case. Earlier research has found a more general relationship between the political party voting trend and mortality. Two-five, there is significant interest in this respect in the process by which a change in the policy regime can influence health. Since this study’s research was mostly done at an environmental level and not at the personal level, it is convincing that the patterns of suicide and the evolving ruling party are related to a transient relationship. The graduated impact is especially noteworthy, with the highest conservation rates in both federal and national governments (Kitzmueller & Shimshack, 2012). In the United Kingdom, the result was comparable. There were fewer close ties with both sources of standardized mortality than with any Conservative or Labour electoral groups, the liberal-democratic sponsoring constituents, holding an intermediate political role. The effect between the left-wing vote and health status has only been seen in polarised electoral constituencies in the Republic of Ireland.

The analysis’s viewpoint should be decided before an economic assessment starts since it will affect the nature of tests. As economic assessments are sometimes used to estimate the relative efficacy of potential healthcare approaches, the typical viewpoint is the healthcare service. Even so, health management accounting is concerned about the population’s wellbeing regardless of their foundations in the welfare economy. Therefore, the Commission maintains that an economic appraisal not only includes persons or organizations personally affected but should also include the effects of the action on all society’s health.

How to make the best of the finite capital a society may use is central to economic theory. A financial assessment confined to the NHS’s perspective might establish a mix of interventions that maximize health effects within the NHS’s restricted budget. However, this does not increase social welfare in the gross domestic product available in the capital for two key factors.

References

Awasthi, D. (2015). Leadership values and their business impact. Indian Journal of Science and Technology, 8(S4), 268-277.

Boblin, S. L., Ireland, S., Kirkpatrick, H., & Robertson, K. (2013). Using Stake’s qualitative case study approach to explore the implementation of evidence-based practice. Qualitative health research, 23(9), 1267-1275.

Chemers, M. (2014). An integrative theory of leadership.

Christiansen, A., & Bell, A. (2010). Peer learning partnerships: Exploring the experience of pre‐registration nursing students. Journal of clinical nursing, 19(5‐6), 803-810.

Curtis, K., Horton, K., & Smith, P. (2012). Student nurse socialization in compassionate practice: a grounded theory study. Nurse education today, 32(7), 790-795.

Denis, J.-L., Langley, A., & Sergi, V. (2012). Leadership in the plural. Academy of Management Annals, 6(1), 211-283.

Kitzmueller, M., & Shimshack, J. (2012). Economic perspectives on corporate social responsibility. Journal of Economic Literature, 50(1), 51-84.

MALOŞ, R. (2012). THE MOST IMPORTANT LEADERSHIP THEORIES. Annals of Eftimie Murgu University Resita, Fascicle II, Economic Studies.

Miskewicz, K., Fleeson, W., Arnold, E. M., Law, M. K., Mneimne, M., & Furr, R. M. (2015). A contingency-oriented approach to understanding borderline personality disorder: Situational triggers and symptoms. Journal of personality disorders, 29(4), 486-502.

Mouton, N. (2019). A literary perspective on the limits of leadership: Tolstoy’s critique of the grand man theory. Leadership, 15(1), 81-102.

Oberer, B., & Erkollar, A. (2018). Leadership 4.0: Digital leaders in the age of industry 4.0. International Journal of Organizational Leadership.

Reisdorfer, A. T. (2019). Value-Based Leadership: Lead the Way You Want to be Led. Leadership As We Know It, 161.

Ricketts, B. (2011). The role of simulation for learning within pre-registration nursing education—a literature review. Nurse education today, 31(7), 650-654.

Sinha, M. (2013). Portrait of caregivers, 2012. In: Statistics Canada= Statistique Canada.

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