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  • v.60; Jan-Dec 2023
  • PMC10265372

Impact of Nurse Leaders Behaviors on Nursing Staff Performance: A Systematic Review of Literature

Nourah alsadaan.

1 Jouf University, Sakaka, Saudi Arabia

Basma Salameh

2 Arab American University, Jenin, Palestine

Fadia Ahmed Abdelkader Elsaid Reshia

3 Mansoura University, Mansoura, Egypt

Reem F. Alruwaili

Majed alruwaili, shaimaa ahmed awad ali, abeer nuwayfi alruwaili, gehan refat hefnawy, maha suwailem s. alshammari, afrah ghazi rumayh alrumayh, alya olayan alruwaili, linda katherine jones.

4 Charles Sturt University, Wagga Wagga, NSW, Australia

Nursing leadership is critical in facilitating and improving nurse performance, which is essential for providing quality care and ensuring patient safety. The aim of this study is to explore the relationship between nursing leadership and nurse performance by understanding the leadership behaviors and factors that motivate nurses to perform well. To study the factors that nurses believe motivate them to perform better, a systematic review was undertaken, correlating these factors to leadership behaviors/styles. The PRISMA guidelines were followed to identify relevant articles. After applying the selection criteria, 11 articles were included in the final analysis. Overall, 51 elements that influence nurses’ motivation to perform better were found and categorized into 6 categories, including autonomy, competencies, relatedness, individual nursing characteristics, relationships and support, and leadership styles/practices. It has been discovered that both direct and indirect nursing leadership behaviors affect nurses’ performance. A better understanding of the factors that motivate nurses to perform well and facilitating them in the work environment through leadership behaviors/styles can improve nurses’ performance. There is a need to increase research on nurse leadership and nurses’ performance in the current innovative and technologically integrated work environment to identify new factors of influence.

  • What do we already know about this topic?
  • Effective leadership in nursing can have a positive impact on nurse performance, job satisfaction, and patient outcomes.
  • How does your research contribute to the field?
  • It can provide new insights and understanding of how different leadership styles and practices impact nurse performance and patient outcomes
  • What are your research’s implications toward theory, practice, or policy?
  • To identify effective leadership practices that promote positive work environments, better nurse performance, and ultimately better patient outcomes, thus leading to improved patient contentment, safety, and care quality.

Introduction

Nurses are essential resources in hospitals as they spend more time with patients than any other healthcare personnel. Therefore, they play a significant role in ensuring quality care and patients’ safety by improving their performance. Despite accounting for 50% of the global healthcare workforce, 1 there is a severe shortage of nursing personnel in almost all countries. Developed countries such as the USA need an additional 275 000 nurses from 2020 to 2030. 2 According to the International Council of Nurses, there is a need for 13 million nurses globally to fill the shortage gap in the future. 3

The shortage of nurses has resulted in an increasing workload for existing nurses, significantly affecting their work life and performance, which can have a direct impact on the quality of care delivered. 4 Nursing performance is influenced by cognitive, physical, and organizational factors. 5 Various factors such as high workloads, lack of technological support, 6 skills and competencies (eg, problem-solving ability, nursing informatics competencies), 7 communication skills and confidence, 8 commitment, 9 quality of work life, 10 job stress, 11 and motivation 12 can significantly influence nursing performance. It is interesting to observe that most of these factors are a part of leadership management, focusing on providing training and support and addressing the issues affecting nurses.

Quality leadership was identified to be one of the major factors for promoting behaviors among the nurses for exhibiting greater responsibility and physical activity. 13 Similarly, workplace incivility from supervisors was identified to be negatively related to nursing performance. 14 Nursing leadership behaviors play a crucial role in shaping nursing performance, thereby achieving the organizational goals of ensuring the delivery of quality care and achieving better patient outcomes. 15 - 17 Considering the nursing leadership theories, transformational and transactional leadership styles 18 , 19 and their impact on nurses’ satisfaction, burnout, and resilience have received lot of attention. 17 , 18 , 20 However, most of the studies investigated the leadership styles influence on the factors affecting the nursing performance, but very few studies have focused on the leadership factors influencing the nurses’ motivation to perform well. An attempt in this aspect was made in a study 21 through the systematic review, but it only included studies till 2006. However, major changes have been observed in the factors influencing nursing performance in the past decade. The use of the internet and telecommunication technologies have significantly changed the quality of work of nurses, and led to the new forms of remote practices such as telenursing. 22 Furthermore, advanced innovative technologies such as artificial intelligence, intelligent systems such as IoTs 23 , 24 have significantly contributed to the nursing practice. 25 , 26 Additionally, due to the sudden surge of patients caused by the recent Covid-19 pandemic, nurses have experienced heightened levels of burnout, 27 which has significantly affected nurses work-life balance and their performance. 28 , 29 Furthermore, the COVID-19 pandemic has rendered the nursing shortage a critical issue on a global scale, according to the ICN study report 2023. 30 There are issues including understaffing and low job satisfaction, as well as an aging nursing workforce and a lack of young individuals entering the profession. The report highlighted that nurses’ shortage has grown significantly from 30.6 million in 2019 after the pandemic began. Furthermore, it identified that key research from surveys and reviews in the past 3 years, after the emergence of Covid-19 pandemic, there is a significant increase in nurses burn-out. This has resulted in burn-out nurses either leaving their employment or reducing their work hours, which has led to additional burden of work, increasing levels of stress among the resilient working nurses. 30 Therefore, significant changes in the factors that influence nurses’ motivation to perform well might have occurred. Considering these developments, it is necessary to extend the review conducted in Brady Germain and Cummings, 21 to identify the new developments in the research arena. For that, the purpose of this study is to conduct a systematic review for examining the factors related to nurses’ leadership and nurses’ performance. To achieve this objective, the following research questions are formulated.

  • RQ1: What factors do nurses think affect their drive to excel in their work? The ambition and aptitude of the nurses to achieve their companies’ objectives of high-quality care and patient safety serve as the benchmarks for performance in this context.
  • RQ2: Which leadership traits are associated with strong nurse performance? In this context, behaviors are described as the traits or tactics used by leaders to control nurses’ performance in order to accomplish organizational objectives, such as patient safety and high-quality care.

Materials and Methods

The protocol for this study is registered with PROSPERO (registration number: CRD42023387324), the registration date 15/01/2023.

Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) guidelines 33 was used for conducting the systematic review of recent literature and reporting the findings relating to nursing leadership attributes and nursing performance.

Search Methods

Various databases, including CINAHL, Cochrane, EMBASE, HealthSTAR, Medline, and PsychINFO, were utilized to search for relevant studies. The search terms “nursing performance,” “nurse motivation,” “nursing leadership,” and “nursing leadership behaviors” were combined using Boolean operators “AND” and “OR.” To improve search sensitivity, keywords from the identified studies were also used in the search process. Only studies published in English were considered. Additionally, studies published within the last 20 years were included to ensure the search was current and covered new literature since the previous study by 23. Therefore, those studies before 2003 are excluded. Inclusion and exclusion criteria, as presented in Table 1 , were applied for selecting studies. Figure 1 provides a detailed overview of the search strategy used to select studies.

Inclusion and Exclusion Criteria.

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PRISMA flow diagram.

Quality Appraisal

Two methods were used to rate the methodological quality of the chosen studies. The PRISMA 31 methodological quality criterion, which contains 27 elements, was used to systematic reviews. TREND 32 was used to evaluate quasi-experimental studies. TREND 32 comprises 22 criteria. The last criterion received a “yes,” a “no,” or a “unclear” rating. The “yes” items were added up to create a total score for each study, which ranged from zero to the total number of items that were examined. Studies with low methodological quality were deemed to be omitted from the review if they received a score of less than or equal to 50% on the evaluated items. Studies were deemed to be of medium or high quality and included in the review if they scored more than 50% on the analyzed items.

Data Extraction

Quantitative studies were the source of data, which encompassed details such as the author, publication year, research aim, sample size, methodology employed, independent and dependent variables, measurement criteria, reliability and validity of the measures, analytical techniques, and findings. The number of studies examined and the key conclusions were retrieved for systematic reviews.

Search Outcomes

Initially, 1632 articles were identified from different electronic databases, and 16 articles were identified through manual searching of journals, resulting in a total of 1648 articles. After removing 587 duplicates, 1061 articles were screened for titles and abstracts. Out of these, 984 articles were excluded based on title and abstract assessment, and 77 articles were selected for full-text reviews. After reviewing the full-text articles, 64 articles did not meet the inclusion criteria and were excluded. Finally, 13 articles were deemed eligible for quality assessment. Two articles did not meet quality criteria and were excluded resulting in 11 articles that are included in this review (See Figure 1 ).

Study Characteristics

Table 2 exhibits the attributes of the studies that were incorporated in this review. It can be observed that 6 studies were published recently (1 study in 2020, 3 studies in 2021, and 2 studies in 2022). Majority of the participants in most of the studies were females and were aged above 30 years with high work experience.

Summary of Study Characteristics Included in This Review.

Focusing on the leadership styles, 3 studies considered the effect of different leadership styles on nursing performance, 2 studies exclusively focused on transformational leadership, one each on sustainable leadership, entrepreneurial leadership, and servant leadership. There were 10 studies that have adopted quantitative approach of survey in data collection, and different analysis techniques were utilized in these studies. Only one systematic review was included that focused on the leadership attributes and nursing performance.

Theoretical Framework

Theories in research provides a rationale for developing hypothesis and testing the relationship between the variables, 44 and therefore it is important that the research studies should be guided by theoretical framework or a model that either confirmation of existing theory or generating new theories. Ten out of the 11 studies in this review were guided by a theoretical framework or a model. Six studies 33 - 37 ,45 in this review adopted leadership theories or developed a model for testing the leadership attributes on nursing performance. Social exchange theory and self-determination theories were used in Kül and Sönmez, 38 supporting the role of servant leadership in developing the innovative behavior of nurses (guided by social exchange) and motivating them in improving their performance by developing autonomy, competence and relatedness (self-determination theory: extrinsic motivation from leaders leading to intrinsic motivation among nurses). 39 Another study conducted by Salanova et al 40 emphasized the significance of social interactions in the work environment in improving self-efficacy by adopting social cognitive theory, where self-efficacy is considered as the primary personal resource, and transformational leadership as contextual resource for motivating nurses. In extending the leadership theories, another study 41 linked it with Innovative work behavior theory.

This theory contends that while functional competences give entrepreneurial nursing leaders the ability to inspire nurses to take innovative action while providing care, personal competencies enable them to establish an innovative vision. This builds confidence and commitment to adopting new ideas. 42 , 43 Wang et al 37 argued that leadership is a position that can be achieved by gaining skills, which contradicts leadership theories that suggest some people are born leaders. This also contradicts psychological theory that women have low aggressiveness and avoid leadership positions 46 , 47 However, recent studies focus on theories relevant to changes in the nursing industry, including the introduction of innovative technologies and new business models such as gig economy and eHealth. Many frameworks continue to focus on leadership styles such as transformational and transactional styles and relevant attributes that have been extensively researched over the past few decades. 21 However, new leadership attributes such as nursing informatics leadership, in light of growing influence of technology and industry policies in the quality care sector, have been neglected.

Measures of Nurse Performance

Twenty-two distinct measurement instruments were employed to evaluate the various factors that influence nursing performance in relationship with nursing leadership attributes. Five studies used questionnaires developed by authors for measuring nurses’ performance in relation to different aspects such as motivation, engagement, self-efficacy, performance, problem solving skills, and job satisfaction. Multifactor leadership questionnaires or its components were used in 3 studies focusing on different leadership styles and their impact on nursing performance as a part of the study model designed by respective authors. 34 , 35 , 40 Other major instruments used for measuring nurses’ performance related attributes include Caring Efficacy Scale, nurses’ activity scale, 45 Nurses performance evaluation checklist, 34 , 38 Innovative work behavior scale, 38 generic job satisfaction scale, 35 and innovative work behavior questionnaire. 41

Factors Influencing Nurses’ Performances

A total of 51 different factors that affected the nurses’ performance were identified from the studies included in the review ( Table 3 ). These factors were grouped into 6 categories including autonomy, competencies, relatedness, individual nurse characteristics, relationships and support, and leadership practices.

Factors Affecting Nurses’ Performance.

Three studies 33 , 38 , 45 examined the influence of autonomy related factors on nurses’ performance. Manojlovich 45 identified that strong nursing leadership behavior can contribute to the empowerment and self-efficacy on practice behaviors of the nurses, indicating that nursing leaders should provide more access to structural empowerment factors for nurses and exhibit unit-level nursing leadership. Kim and Sim 33 suggest that utilizing action-oriented and self-reward strategies, along with constructive thinking, can improve self-efficacy and empower individuals, leading to a significant improvement in their performance.

However, it is also observed that nursing performance can be affected by their communication abilities, indicating that in developing autonomy, communication skills play a significant role. Kül and Sönmez 38 identified that servant leadership attributes, such as being humanistic, empathetic, mutually beneficial, and service-oriented, can empower nurses to develop innovative behavior, which can improve their job performance. Innovative behaviors reflect an autonomy in nurses’ attitudes, where they autonomously take decisions in developing new ideas and new ways of delivering care, thereby improving the performance.

Competencies

Four studies 37 , 36 , 41 , 48 examined the influence of competencies related factors on the nurses’ performance. Few of these studies reflected new approaches in leadership and their impact on new areas of performance. For instance, Bagheri and Akbari 41 found that entrepreneurial leadership has positively influenced nurses’ innovation work behavior such as ideas exploration, generation, implementation, and championing, which can improve the overall performances and can support the achievement of organizational goals such as sustainability. Similarly, by creating a positive work environment and effectively managing resources and transformational leadership practices, nurse managers can significantly improve sustainability of nursing leadership. Moreover, Fing et al 36 found that competencies such as treating employees like family members, guiding them, and letting them make independent decisions have led to improvements in several areas that can impact nurses’ performance. These improvements include decision-making, the ability to accept criticism and suggestions. 36 Wang et al 48 found that leaders’ skills, such as idealized influence and intellectual stimulation, have a significant positive impact on nurses’ self-efficacy and work engagement.

Relatedness

Relatedness reflects how the nurse managers relate them to nurses and vice versa, which is reflected in their behavior toward each other. The study conducted by El-Azim et al 34 was the only study that did not find a significant statistical relationship between nursing leadership styles and nurses’ performance.

Individual Nurse Characteristics

Two studies have identified individual nursing characteristics related to nurses’ performance. The interest of nurses’ in taking up extra roles in addition to the existing roles supported by the nurse managers supported by transformational leadership practices through increased work engagement. 40 The findings of this study indicated that through supportive leadership practices, extra-role performance can be enhanced which in turn increases hospital efficacy. Wang et al 48 identified that psychological safety (a belief that nurses won’t be punished or humiliated for sharing ideas, concerns, and issues) could effectively improve nurses’ performance.

Relationships and Support

Wang et al 37 assessed the impact of nursing performance on nursing leadership along with other variables. They found that a caring and supportive work environment can positively affect nurses’ behavior and performance, and in turn, nursing leadership. This emphasizes the need for support from nursing leaders. 37

Leadership Styes/Practices

Although leadership practices were considered in most of the studies, significant approaches can be analyzed from 3 studies. Firstly, as discussed in the autonomy section, servant leadership approaches, such as humanistic, empathic, mutual benefit, and service-oriented approaches, can improve nurses’ competencies and skills, especially their ability to express themselves, communicate, and apply innovative ideas. Secondly, both transformational and transactional approaches, such as motivation, support, contingent rewards, and intellectual stimulation, can improve nurses’ satisfaction levels and job performance. 35 Thirdly, paternalistic leadership practices, such as treating nurses as family members, and laissez-faire practices, such as enabling nurses to make independent decisions, were identified as improving nurses’ performance. However, paternalistic approaches were found to be more influential than laissez-faire approaches. Fourthly, entrepreneurial leadership practices, such as driving innovation, risk-taking, and passion for work, were identified as promoting innovative behavior among nurses, which can improve their performance.

This study mainly focused on examining the link between nursing leadership and nurses’ performance by assessing the factors that nurses believed had an impact on their motivation to perform well; and the leadership behaviors that correlate with nurses’ performance. There has been a significant rise in the identification of number of factors that nurses perceive to be influencing their performance in the recent literature. This study has identified 51 such factors from research studies published since 2005, compared to a study conducted by Ronquillo et al 23 which included studies from 1995 to 2006, identifying 25 factors. This development indicates that significant progress can be observed in the research related to nurses’ leadership and nurses’ performance. One of the interesting findings in the review is that most of the studies (10 out of 11) were quantitative and adopted survey strategy for data collection; and only one study adopted systematic review approach, indicating the gaps in adoption of different methodological approaches in the research, which can contribute to diverse findings.

Most of the previous studies adopted social theories and the self-determination theory in assessing the relationship between nursing leadership and nurses’ performance. As a result, few studies mainly focused on the nurses’ approaches in providing quality care through social interaction, rather than on their personal attributes such as satisfaction, quality of life, and motivation. However, some studies attempted to develop theoretical models, 34 , 35 , 40 indicating the emergence of various constructs and relations between nursing leadership and nurses’ performance. One of the effective qualities of leaders is promoting autonomy among the team and making them self-reliant by developing skills and competencies to improve overall processes. Accordingly, from the findings ( Table 3 ), it was observed that the majority of the factors identified were in relation to leadership practices that focused on promoting autonomy and competencies among nurses

In the past few years, significant developments can be observed in the adoption of Industry technologies such as the Internet of Things, Artificial Intelligence, Cloud computing, block chain technology etc., 49 - 52 giving rise to new form of leadership such as nursing informatics leadership. 53 , 54 These developments can influence various factors within hospital settings, including organizational culture, workload, motivation, values in hospital settings that can directly or indirectly influence nursing performance. However, no studies were identified in this review which considered these developments in identifying the factors that influence nurses’ performance. Studies reviewed indicated that nursing leadership can influence autonomy, 33 , 38 , 45 relatedness, 34 competencies, 36 , 37 , 41 , 48 individual characteristics, 40 , 48 and relationships and support, 37 as perceived by nurses influencing their motivation to perform well. In addition, leadership practices were identified to be nurses’ abilities to perform well. Furthermore, leadership behaviors that support autonomy, inclusivity, transformation (improving skills, innovation abilities, and competencies), and staff prioritization (caring, paternalistic behavior, empathy) can result in high nursing performance. 33 , 38 , 45 It is important that nurse leaders share organizational goals to encourage staff, offer suggestions, and receive feedback on innovative practices for achieving goals in a cooperative and supportive work culture. The studies reviewed suggest leadership plays a crucial role in influencing nurses’ performance in various areas, such as innovation, decision-making, and work engagement. 36 , 37 , 41 , 48 Furthermore, new approaches to leadership, such as entrepreneurial leadership and transformational leadership practices, can positively impact nurses’ performance and support the achievement of organizational goals such as sustainability. 41 Therefore, it is important for nurse managers to continuously develop their leadership skills and create a positive work environment that supports nurses’ ability to perform well. 36 By doing so, nurse managers can help to create practice environments that promote nurses’ ability to perform their roles effectively, thus enhancing overall nursing performance.

While one study included in the review did not find any significant statistical association between nursing leadership styles and nurses’ performance, it suggested that further research is needed to better analyze the relationship between nursing leadership and nurses’ performance by adopting relatedness factors in the areas of advanced leadership approaches and providing performance appraisal. 34 This highlights the importance of considering relatedness factors in nursing leadership to support nurses’ performance and promote positive relationships between nurse managers and nurses.

The results of Salanova et al 40 study highlight the significance of nurse managers adopting transformational leadership practices to increase nurses’ interest in taking up extra roles, which can lead to improved hospital efficacy. Additionally, promoting psychological safety in the workplace can create a supportive work environment that encourages open communication and enhances nurses’ performance. 48 This indicates the nurses should have enough freedom with nurse managers for sharing their opinions without any hesitation or fear, which may benefit both of them.

Therefore, nursing leadership has a significant impact on nurses’ perceptions of the factors that influence their motivation to perform. This impact can be both direct and indirect. Therefore, it is essential to have competent nursing leaders to create practice settings that can foster nurses’ capacity to succeed. In other words, the link between nursing leadership and nurses’ success is critical, and it is necessary to prioritize leadership development in the nursing profession to achieve optimal patient outcomes.

As observed from the recent report by ICN, 30 the lack of strategic and systematic approach by the employers and policymakers is one of the key challenges associated with rising nursing problems. In this context, it may be implied that effective leadership approaches coupled with systematic management of nursing resources could be one of the effective ways to improve nursing performance, retention, and reduced burn-out rates. Accordingly, apart from the patient-related aspects, personal, co-worker, organizational, and societal related factors were identified to be the significantly contributing factors of nurses’ burn-out during the pandemic, 55 highlighting the issues with nurses’ leadership and organizational/employer approaches. In this context, a systematic review on interventions to reduce occupational stress and burn-out, 56 observed that the interventions were effective when they focus at individual level and organization directed, implying the strategic and systematic approach adopted by the employers and led by nursing leaders, with an individualized focus, signifying the relevance of transformational, motivational, and supportive leadership styles. For instance, spiritual intelligence among nursing leaders was identified to be influencing nursing managers’ competencies in managing stress and burn-out, 57 and similar strategies could be directed by employers to effectively manage nursing resources. Such streamlined approaches may be effective in not only improving nurses’ performance, but also in addressing the challenges such as nurses’ burn-out, retention, and increasing stress in the post-pandemic era.

Implications for Nurse Researchers

The findings from this review supports a theoretical model ( Figure 2 ) on factors that influences nurses’ motivation to perform well, which may be tested and evaluated in future research. Analyzing published research till date in this review has suggested that leadership practices that support autonomy, competencies, and relatedness through inclusive approaches reflect that nurses’ contributions are valued and this process resulted in increased motivation of nurses to perform well. In addition, leadership practices that support innovation (entrepreneurial), and cooperative culture (transformational) were identified to be more influencing in improving nurses’ motivation to perform better. Although, different leadership practices and their relationship with nurses’ performance were investigated, significant changes have been observed in the nursing work environment in the past few years. The introduction of innovative technologies and business models, such as the gig economy and online health services, is among the many changes. These changes can lead to new leadership practices and new factors that influences nurses’ performance, such as informatics competencies and skills, remote work culture. These are some areas that future researchers can investigate to identify new leadership practices and the factors that influence nurses’ performance. Furthermore, sustainability has become a core component of all organizations, including healthcare. Therefore, it is important to examine leadership behaviors that can have an impact on nurses’ abilities to help achieve sustainable organizational goals. Furthermore, unexpected disasters such as the recent Covid-19 pandemic has significantly increased the burden on nursing care. Leadership practices in such a highly demanding workload environment and their impact on nurses’ abilities to provide quality care and achieve better patient outcomes could be examined. Finally, it is evident from the review that most of the studies have adopted quantitative methods. Diverse methodological framework adoption can contribute to the quality of research. Therefore, future researchers should focus on adopting other frameworks such as qualitative, and mixed methods in conducting the research.

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Proposed theoretical model.

Implications for Nurse Leaders

Nursing performance is a key factor influencing the sustainability of nursing leadership. 37 Therefore, nurse leaders must adopt various leadership practices and behaviors that improve nursing performance, especially those that increase nurses’ motivation to perform better. Leadership practices that encourage employees’ motivation can influence organizational practices and goals. 58 As nurse leaders carry huge workloads, their work effectiveness can be affected, 59 which create barriers and challenges in achieving optimal nursing performance and ultimately providing high-quality care. Addressing nurse leaders’ workload is therefore necessary to enhance their ability to influence nurses and improve overall nursing performance.

Limitations

This review has a few potential limitations. It can be observed that 10 out of the 11 studies reviewed adopted quantitative methods, reflecting the limitation of including diverse methodological studies. Furthermore, reporting bias may exist as published studies tend to over-report positive findings. Many studies used self-designed scales to measure nurses’ performance, and others used different tools, limiting the validity and generalizability of findings. Most of the studies in this review are cross-sectional correlation studies and may be prone to bias 44, but they are helpful in examining the relationship between nursing leadership practices, behaviors, and nurses’ performance, which is the main purpose of this study.

Conclusions

Providing quality care and ensuring patients’ safety are fundamental goals for all healthcare organizations. Since nurses are the primary healthcare providers who spend a significant amount of time with patients delivering care and services, they have a crucial role in achieving these objectives. Nurse leaders who manage the nursing resources are the key personnel who are responsible for overseeing the quality of care and patients’ safety, and therefore they need to encourage nurses’ in better understanding the patients’ needs and values. Strong nurse leaders are effective in implementing evidence-based practices to ensure that these objectives are achieved, as research showed that nursing leadership can both directly and indirectly influence nurses’ performance. The present review has identified 51 factors that nurses categorize under 6 domains, which they believe motivate them to perform effectively. These included autonomy, relatedness, competencies, individual nurse characteristics, relationships and support, and leadership practices/styles. Comprehending these actors is essential and necessary for nurse leaders to promote quality of care and to achieve organizational goals such as sustainability, growth and innovativeness. Therefore, nurse leaders should strive to understand and identify the factors that motivate nurses to perform well and accordingly should address/facilitate these factors through their behavior or leadership styles.

The author(s) declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.

Funding: The author(s) received no financial support for the research, authorship, and/or publication of this article.

Ethical Approval: Our study did not require an ethical board approval because systematic reviews generally do not need ethics committee or institutional review board approval,

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The essentials of nursing leadership: A systematic review of factors and educational interventions influencing nursing leadership

Affiliations.

  • 1 Faculty of Nursing, Edmonton Clinic Health Academy, University of Alberta, 11405 87 Ave NW, Edmonton, AB T6G 1C9, Canada. Electronic address: [email protected].
  • 2 Department of Nutrition, Dietetics and Food, School of Clinical Sciences at Monash Health, Monash University, Level 1, 264 Ferntree Gully Rd, Notting Hill, VIC 3168, Australia.
  • 3 Faculty of Nursing, Edmonton Clinic Health Academy, University of Alberta, 11405 87 Ave NW, Edmonton, AB T6G 1C9, Canada.
  • 4 Faculty of Nursing, Edmonton Clinic Health Academy, University of Alberta, 11405 87 Ave NW, Edmonton, AB T6G 1C9, Canada; Technical High School of Campinas, State University of Campinas (UNICAMP), Barão Geraldo, Campinas - São Paulo 13083-970, Brazil.
  • PMID: 33383271
  • DOI: 10.1016/j.ijnurstu.2020.103842

Background: Nursing leadership plays a vital role in shaping outcomes for healthcare organizations, personnel and patients. With much of the leadership workforce set to retire in the near future, identifying factors that positively contribute to the development of leadership in nurses is of utmost importance.

Objectives: To identify determining factors of nursing leadership, and the effectiveness of interventions to enhance leadership in nurses.

Design: We conducted a systematic review, including a total of nine electronic databases.

Data sources: Databases included: Medline, Academic Search Premier, Embase, PsychInfo, Sociological Abstracts, ABI, CINAHL, ERIC, and Cochrane.

Review methods: Studies were included if they quantitatively examined factors contributing to nursing leadership or educational interventions implemented with the intention of developing leadership practices in nurses. Two research team members independently reviewed each article to determine inclusion. All included studies underwent quality assessment, data extraction and content analysis.

Results: 49,502 titles/abstracts were screened resulting in 100 included manuscripts reporting on 93 studies (n=44 correlational studies and n=49 intervention studies). One hundred and five factors examined in correlational studies were categorized into 5 groups experience and education, individuals' traits and characteristics, relationship with work, role in the practice setting, and organizational context. Correlational studies revealed mixed results with some studies finding positive correlations and other non-significant relationships with leadership. Participation in leadership interventions had a positive impact on the development of a variety of leadership styles in 44 of 49 intervention studies, with relational leadership styles being the most common target of interventions.

Conclusions: The findings of this review make it clear that targeted educational interventions are an effective method of leadership development in nurses. However, due to equivocal results reported in many included studies and heterogeneity of leadership measurement tools, few conclusions can be drawn regarding which specific nurse characteristics and organizational factors most effectively contribute to the development of nursing leadership. Contextual and confounding factors that may mediate the relationships between nursing characteristics, development of leadership and enhancement of leadership development programs also require further examination. Targeted development of nursing leadership will help ensure that nurses of the future are well equipped to tackle the challenges of a burdened health-care system.

Keywords: Interventions; Leadership; Nursing workforce; Systematic Review.

Copyright © 2020. Published by Elsevier Ltd.

Publication types

  • Systematic Review
  • Delivery of Health Care*
  • Leadership*

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Essay: Leadership in Adult Nursing (reflective)

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Introduction Leadership is a process which involves individual activity to state desire objective and vision in a situation, providing support and motivating other people to attend set goals (Swearingen, 2009). Danae et al. (2017) believe that leadership is broadly recognised as a key aspect of overall effective healthcare. Therefore, nurses require strong leadership skills to accomplish various tasks to improve care quality. In this assignment, I will cross reference six experts (see appendices) from my professional development portfolio related to the four domains of standards of competence for preregistration nursing (NMC, 2010). Additionally, I will address each domain using Rolfe, Freshwater and Jasper (2001) reflection model, which is composed of three stages ‘what’, ‘so what’, and ‘now what’. This model is suitable to link practical experiences with theory, it helps to improve clinical practice and identify further learning opportunities; which will be addressed by formulating a S.M.A.R.T action plan (Doran, 1981). Domaine 1: Professional values What? Appendix 1 shows aspects of the professional values that I need to address. It contains mentor’s comment about patient advocacy skill. During my Nursing Practice 5 (NP5), I looked after a 56-year-old disabled woman with Spina Bifida who was alert and orientated, unable to move on her own, but, had clearly expressed her need to be moved every two hours to avoid another pressure ulcer as she had one before. This was not respected by health care assistant taking for excuses “the ward is very busy, she is not the only patient”. I regret I didn’t advocate for her. Furthermore, appendix 2, which is the leadership framework self-assessment tool demonstrates aspects of personal quality that I need to review. These are related to the (NMC, 2010) instructing nurses to take all reasonable steps to protect people who are vulnerable or at risk from harm, neglect or abuse. So what? Professionalism means practice through the application of the Code (NMC, 2017). In the UK, nurses must act as advocates for their patients, challenge poor practice and discriminatory attitudes and behaviour relating to the care of vulnerable people, (NMC, 2015). This is supported by the Royal College of Nursing (RCN) stating that speaking on behalf of another is an integral part of the nurse’s role (RCN, 2008). Moreover, The International Council of Nurses emphasises the need for nurses to respect the rights, values, customs and beliefs of individuals and families, and to advocate for equity and social justice in resource allocation and in access to health (ICN, 2012). Such endeavours are central, as illness nearly always increase levels of patient vulnerability and dependence (Marquis and Huston 2012). Emphasizing the fact that nurses should influence the way care is given in a manner that is open and responds to individual needs (RCN, 2015). Unfortunately, there have been cases where nurses have failed to provide fundamental care to patients. The report into the failing at the Mid Staffordshire Hospital identified poor leadership coupled with clinical staff accepting standards of care that should not have been tolerated (Ellis and Bach, 2015). More recently, Care Quality Commission (CQC) has issued a Warning Notice requiring some trusts to improve safety, patient consent and overall leadership (CQC, 2017). This accentuates the role of leadership in prioritising patient safety and in listening to and learning from patients (storey and Holti, 2013). Stressing the need for nurse leaders to be self-aware and recognise how their own values and principles may affect their practice (NMC, 2010). Leaders encourage teamwork by appreciating individuals’ contributions and ideas; this creates needed behaviour, such as shared respect, compassionate care, attention to detail, between team members (NHS Leadership Academy, 2013), and create a motivating work environment (Adair, 2002). Therefore, the quality of leadership has a direct impact on the quality of service provided at all levels. The leader’s obligation is to create an environment in which good people can provide good care (Engard, 2017). Pointing out personal attributes of nurses that help to enable advocacy like flexibility, empathy, self-motivation, professional commitment, sense of responsibility, and the ability to cope with stress (Choi, 2015). Reflecting on the above scenario, transformational and transactional leadership can both play a role in the negotiation of a win-win situation. Transformational leadership is defined as a leadership approach that causes changes in individuals and social systems. It is about having a vision of how things should or could be and being able to communicate this idea effectively to others (Ellis and Bach, 2015). Whereas transactional leadership is based on contingent rewards and can have a positive effect on followers’ satisfaction and performance (Tomlinson, 2012). Transformational leadership plays a more critical role in the present scenario. it can motivate and inspire healthcare assistant and have a more significant impact to change both their thinking and behaviour Jie-HuiXu (2017), thus, allowing them to reach their potential and deliver sustainable changes to care. Now what? Now I should strive on developing and sustaining my engagement in patient advocacy by the end of NP7. In my Ongoing Achievement Record document, I will work with my mentor to complete competency 1.2. called: Understand and apply current legislation to all service users, paying special attention to the protection of vulnerable people, including those with complex needs. I will actively seek mentor, patients, family and others health professionals’ feedback and reflect on when I have been involved in patient advocacy during placement and review this with my mentor at mid- and end-point review. Domain 2: Communication and Interpersonal Skill What? Communication and interpersonal skill are vital parts of collaborative working (NMC, 2010). I reflect on communication using Situation, Background, Assessment and Recommendation (SBAR) mentioned in appendix 3, which is a reflective writing during placement 5. In a surgical ward, during routine observation of a patient who had undergone a cystectomy, I noticed that the patient was spiking in temperature (38.5) although NEWS score was 1, I immediately informed my mentor who directed me to blip the doctor in charge of his care. While communicating with him I was unable to give a clear response to questions about the patient’s condition. Even though he reassessed my patient immediately, I regret I didn’t use SBAR tool, because it could have helped to communicate clearly and prevent any potential delays. Appendix 1 in the section ‘working with others’ further shows that I need to improve my interpersonal skills. These relate to part of the NMC (2010) stating: nurses must use a range of communication skills and technologies to support person-centred care and enhance quality and safety. So what? Bach and Grant (2010) state that good communication and interpersonal skills are essential characteristics of high-quality nursing practice. The NMC (2010) also said that all nurses must use the full range of communication methods, including verbal, nonverbal and written, to acquire, interpret and record their knowledge and understanding of people’s needs. Emphasizing the use of communication tools like SBAR. SBAR is a tangible approach to framing conversations, especially critical ones that require a nurse’s instant attention and action. It promotes the provision of safe, efficient, timely, and patient-centred communication (Chaboyer et al., 2010; Day, 2010). Moreover, SBAR can be used for multiple forms of communication. It can be a change-of-shift report (Pope et al., 2008; Thomas et al., 2009), or can be applied to written communication (Perry, 2014). In addition, SBAR helps nursing students and recent graduate nurses organize their thoughts prior to calling physicians, to save time, reduce frustration, and improve overall communication (Pope et al., 2008). Furthermore, the use of SBAR communication tool temporarily flattens the hierarchy perceived in most healthcare settings, resulting in more effective channels of communication between healthcare providers (De Meester, Verspuy, Monsieurs, & Van Bogaert, 2013). According to Hackman and Johnson (2013), leadership is first, and foremost, a communication-based activity. Depending on the circumstances, a leader should try to be more authoritarian, democratic or laissez-faire (Mitchell, 2012); or should focus the communication on the tasks or use a more interpersonal style (Hackman and Johnson 2013). Reflecting on the scenario related to this domain, an assertive, clear and focus communication using SBAR format would have provided a brief, organized, predictable flow of information improving critical thinking communication skills and patient safety (Olin, 2012). It can be argued that it is hard to serve as an effective leader without effective communication (Hackman and Johnson 2013). This is agreed by Perry et al (2014) stating that effective commutation is a central attribute of clinical leadership. Clinical leaders can influence their colleagues with effective communication skill such as good listening skill and extremely good at explaining things at the right level that can be understood by followers. However, it is important to note that each clinical leader has a preferred style of communication that would not necessary works every time. Hackman and Johnson (2013) recommend choosing a leadership communication style that will work best according to the situation and the level of knowledge of followers. Now what? During next placement (NP7), I will strive to change communicating SBAR in a more professional, concise, clear, in a timely manner when communicating with the multidisciplinary team to improve patient outcome. I will actively seek feedback from my mentor and other professionals at mid- and end-point reviews. I will also change my preferred communication style from passive aggressive to an assertive communication style. For that, I will use the communication style questionnaire at the beginning then altered my behaviour during the first part of the placement, then repeat the questionnaire at mid-point and ask for feedback to my mentor base on the comparison on two questionnaire results and base on her observation. And repeat this again by end-point. Domain 3: Nursing Practice and Decision Making What? Here I reflect on nursing practice and decision making, see appendix 4, which is an end-point mentor comment during NP3 showing that improvement is needed in this domain. This is underpinned by appendix 5: a reflection done at the beginning of NP6 when I looked after a patient with hypoxic brain damaged who had a seizure. On my entry into his room, I found the patient unconscious, I took the decision to clear his airway before pressing the emergency bell which could have jeopardised patient safety. This is related to the NMC (2010) stating that nurses must be able to recognise and interpret signs of normal and deteriorating mental and physical health and respond promptly to maintain or improve the health and comfort of the service user. My behaviour pointed out the need to enhance my skill and knowledge in this domain. So what? Judgement and decision-making are important facets of healthcare for nurses (Traynor et al., 2010). Judgement is defined as weighing up different alternatives; while decision-making involves choosing a specific course of action to follow between alternatives (Lamb and Sevdalis, 2011). Hence, (Undre et al., 2009) define efficacious judgement and decision-making as skills that go beyond clinical knowledge and technical competence, highlighting the fact that nursing judgement and decision-making contribute significantly to the safety and quality of patient care (Traynor et al., 2010). However, several studies have high-pointed that when given the same information, and undertaking the same decisions, nurses will make consistently different judgements and decisions (Thompson et al., 2008; Thompson and Yang, 2009). Differing judgement and decision indicate different types of reasoning, in situations where time is not constrained, newly qualified nurses will make structured judgments with a rational-analytical decision. For those situations where time is limited, information is perceptual, and the nurse has some perceived expertise, it is appropriate to use intuition as the basis for judgement (Hammond et al., 1987). Thompson et al (2008) suggest that the key to successful reasoning is to adapt reasoning to the demands of the task. However, such adaptive reasoning by nurses is sometimes absent. Thus, good decisions and judgements are not independent to the cognitive process but can be influenced by how information is prioritised and the nurse’s ability to identify and respond to vital aspects of the clinical situation (Pearson, 2013). Thompson et al (2013) state that recent studies have shown positive benefits associated with the introduction of Computerised Decision Support Systems (CDSS) to support nursing decisions. Hence, helping to promote patient’s safety and improve their outcome. Reflecting on the scenario related to this domain, future decisions making process, whether they are based on normative, prescriptive or descriptive theory must include clinical expertise, patient value and best available research evidence (Sackett, 1996). because evidence by itself, does not make the decision, but it can help support the patient care process. In the same order, Marquis and Huston (2015) suggest that to be effective as a leader, one needs certain skills for making decisions, such as self-awareness, fairness and transparency which are skills also needed in decision making. This is supported by Thompson and Dowding (2009 p5) affirming that “One of the distinguishing features that mark out exceptional nurses is their skills in judgement and decision making”. Decision making is considered important leadership skills and is recognised by Sofarelli and Brown (1998) as qualities associated with transformational leadership. Now what? I have realised that decision making, particularly in nursing, is vital as it influences patient safety and outcomes (Ellis and Bach, 2015). It has been mention earlier that experience is a factor that affects decision making. To gained experience in judgement and decision making, I will use every opportunity during NP7 to practice evidence base in nursing practice and decision making by always based my decision on useful information sources like clinical guidelines, protocol and policy and patient preference. After what I will actively seek feedback from my mentor and others healthcare professionals and of course to patients to check their satisfaction about their involvement in the decision-making process about their own care at mid- and end-point reviews. . Domain 4: Leadership, management and team-working What? My leadership, management and team working skill are measured in appendix 2 and appendix 6 which are both leadership self-assessment tools. The first one showing aspects of my leadership that needs to be improved and the second one showing my leadership style which is “guiding” needing improvement to become more empowering. These are further supported by appendix 4: mentor end NP3 comment. During the leadership module, I took part in several group activities, which enabled me to understand team role importance and that there is no leader without followers. This part relates to NMC (2010) stating that nurses must work independently as well as in teams; be able to take the lead in coordinating, delegating and supervising care safely, managing risk and remaining accountable for care given. So what? Tomlison (2012) states that self-assessment helps individuals to appreciate their qualities, strengths and weaknesses thereby, enabling better transformational leadership. Bass (1985) found that transformational leadership contributes to individual performance and motivation. Whereas transactional leadership (Burns, 1978) is short-lived, and task-based, with the leader intervening with negative feedback when things go wrong. Adair (2002) proposed a three-circle model of strategic leadership, with the circles being the needs of the task, the individual and the team. This is a democratic model of leadership matching the NMC code, where Individuals and groups are involved in decision-making processes concerning their work (Adair, 2002). Management skills are as important as leadership skills in addressing some failings like those identified in the Francis report (Kerridge, 2013). Kerridge suggests they are closely linked, effective management and leadership both require putting first thing first. The King’s Fund report (2011) concurs, defining leadership as the art of motivating people toward a shared vision and management as getting the job done, suggesting that the exercise of leadership across shifts could be extended to management practice; pointing out that every member of healthcare team has some management and reporting functions as part of their job (Baker et al., 2012). Lord Darzi (2008) said: ‘Leadership is not just about individuals, but teams’. A successful leader will see each person as an individual, recognising their unique set of needs, as not everyone will perform at the same level (Hackman and Johnson 2013). This rejoins the description of team role by Belbin (1996) as he described a team role as ‘a tendency to behave, contribute and interrelate with others in a particular way’. Suggesting that Belbin assessment would be an ideal way for a team to examine: the roles they play, how these fit in with the team and the contribution of roles to the team (Frankel, 2011). Therefore, it would be advisable that team members use the questionnaire to helps identify individuals’ preferred roles, their manageable roles and their least preferred roles within the nine teams’ roles as described by Belbin in-order-to improve the success of teamwork. Nurse leaders need also to be able to respond to an ever-changing healthcare environment (Frankel, 2011). The literature suggests that leadership, effective communication and team working are among the most important elements for planned change (Schifalacqua et al., 2009a). Kurt (1951) identified three steps of change: unfreezing, moving and refreezing. This work was modified by Rogers (2003) who described five phases of planned change: awareness, interest, evaluation, trial and adoption. Another change theorist, Ronald Lippitt (Lippitt et al., (1958), identified seven phrases. Mitchell (2013) advises that Lippitt’s work is likely to be more useful to nurses because it incorporates a detailed plan of how to generate change and is underpinned by the four elements of the nursing process: assessment, planning, implementation and evaluation. Now what? To improve my Leadership, management and teamwork skills, I will use the first week of my MP7 to observe my mentor and nurses in charge leading some shifts, then, I will seek clarification on grey areas of my understanding and ask to have my own patients. This will enable me to practice leading others, managing patients and working with the multidisciplinary team. I will actively seek feedback till mid-point review, then, I will lead and manage my mentor whole set of patients under her observation and correction whenever needs arise till end-point. This will help me to move toward an empowering leadership style. Conclusion I have learnt that: a good leader or manager remains grounded in the values, beliefs and behaviours that guide professional nursing practice; understanding your role and that of other will nurture clear communication thus improving the success of the team; safe decision-making must be evidence-based; and effective leadership fosters a high-quality work environment leading to positive safe climate that assures better patient outcomes.

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Home — Essay Samples — Life — Nurse — Importance of Leadership in Nursing: Styles and Impact

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Importance of Leadership in Nursing: Styles and Impact

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Leadership styles in nursing, adapting leadership styles, impact of effective nurse leadership, elevating nursing values.

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Nursing Leadership and Its Importance Essay

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Leadership is understood as the ability of a person to influence people to encourage them to work and to achieve their goals. Senior nurses are leaders who manage difficult situations daily and monitor the patient’s condition. In addition, they perform medical appointments, regulate the flows of those sent for examinations and procedures, and maintain documentation. Leadership plays an essential role in nursing, as it ensures effective teamwork, increases the efficiency of individual medical workers, and reduces the likelihood of professional burnout.

This course has significantly expanded my knowledge on the topic of leadership in nursing. I learned that to perform managerial functions successfully, I need to be able to lead my subordinates. Also, this course showed that not every manager, even a technocratic professional, can become a leader. A person who aspires to become a leader should have some qualities, among which one can distinguish honesty, intelligence, self-confidence, and stability of views (Amestoy et al., 2017). Since leadership is inherent in group activities, and nurses are united in a group structure, leadership and management are mutually dependent (Amestoy et al., 2017). The leader should symbolize unity, as a mentor, and support in complex interaction with the leadership and other groups.

This course has demonstrated the great importance of effective leadership among nurses. I learned that the leader is obliged to organize and adjust the activities of subordinates, motivate and inspire them, set clear goals for them, and represent the interests of their subsidiaries. As a result of my familiarization with this course, my delivery of patient care has changed for the better. My humanistic understanding of the role of the nurse in the well-being of the patient has increased. I learned to communicate even better with patients, understand their needs and unspoken problems, and perceive the patient’s life as the highest value. I understood the importance of trust between the patient and the nurse and significantly improved communication skills as an individual component of the nurse’s activity.

Amestoy, S. C., Trindade, L. D. L., Silva, G. T. R. D., Santos, B. P. D., Reis, V. R. D. S. S., & Ferreira, V. B. (2017). Leadership in nursing: from teaching to practice in a hospital environment . Escola Anna Nery , 21 . Web.

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Inspiring Leadership in Nursing: Key Topics to Empower the Next Generation of Nurse Leaders

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Inspiring Leadership in Nursing: Key Topics to Empower the Next Generation of Nurse Leaders

Nursing leadership plays a crucial role in the healthcare industry, influencing the quality of patient care and the overall performance of healthcare organizations. As the nursing profession continues to evolve, aspiring nurse leaders must stay informed about the latest developments and best practices in nursing leadership. This comprehensive guide explores essential nursing leadership topics, offering valuable insights and strategies for success.

The Importance of Nursing Leadership

Impact on patient care.

Effective nursing leadership directly impacts patient care, ensuring that nurses provide safe, high-quality, and evidence-based care. Nurse leaders play a critical role in developing and implementing policies, protocols, and standards of practice that promote positive patient outcomes.

Topic Examples

  • The role of nurse leaders in reducing hospital-acquired infections
  • How nurse leaders can improve patient satisfaction
  • The effect of nursing leadership on patient safety initiatives
  • Combating health care-associated infections: a community-based approach
  • Nurse leaders’ impact on the reduction of medication errors
  • Promoting patient-centered care through nursing leadership
  • The role of nurse leaders in implementing evidence-based practices to improve patient outcomes
  • How transformational leadership can positively impact patient satisfaction
  • The impact of nurse leaders on patient safety and error reduction initiatives

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Influence on Organizational Performance

Nurse leaders contribute to the overall performance of healthcare organizations by guiding and supporting nursing teams, managing resources, and participating in decision-making processes. Their leadership helps create a positive work environment, reduce staff turnover, and improve patient satisfaction.

  • How nurse leaders can contribute to reducing staff turnover
  • The role of nurse leaders in improving the hospital’s financial performance
  • Nurse leaders as drivers of organizational culture
  • The integral role of nurses in healthcare systems: the importance of education and experience
  • The relationship between nurse leadership and hospital readmission rates
  • How nurse leaders can contribute to reducing healthcare costs
  • The role of nurse leaders in promoting interprofessional collaboration to improve organizational performance
  • Strategies for nurse leaders to foster a positive work environment
  • The impact of nursing leadership on employee engagement and satisfaction

Advancement of the Nursing Profession

Nurse leaders advocate for nursing, promoting professional development, innovation, and research. They also work to elevate the nursing profession’s status, fostering collaboration and interdisciplinary partnerships.

  • The role of nurse leaders in shaping the future of nursing education
  • How nurse leaders can advocate for the nursing profession
  • The impact of nurse leaders on the development of nursing standards and policies
  • Encouraging research and evidence-based practice among nursing teams
  • The role of nurse leaders in promoting interprofessional collaboration
  • Encouraging the pursuit of advanced nursing degrees and certifications among nursing staff
  • The impact of nurse leaders on shaping healthcare policies and regulations
  • How nurse leaders can advocate for improved working conditions and fair compensation for nursing staff

Essential Nursing Leadership Skills

Communication and interpersonal skills.

Effective communication and interpersonal skills are crucial for nursing leaders. They must listen actively, express themselves clearly, and demonstrate empathy and understanding when interacting with colleagues, patients, and families.

  • Active listening skills for nurse leaders
  • Developing emotional intelligence in nursing leadership
  • The role of nonverbal communication in nursing leadership
  • Strategies for nurse leaders to improve communication with their teams
  • How nurse leaders can facilitate open and honest feedback
  • The importance of emotional intelligence in nurse leadership
  • Strategies for nurse leaders to improve their communication skills with diverse populations
  • The role of nurse leaders in fostering effective communication within interdisciplinary healthcare teams

Decision-Making and Problem-Solving Abilities

Nurse leaders must be skilled in making informed decisions and solving complex problems. They should be able to analyze situations, weigh the pros and cons of various options, and choose the best course of action.

  • Critical thinking skills for nurse leaders
  • Ethical decision-making in nursing leadership
  • The role of evidence-based practice in nursing leadership decisions
  • Strategies for nurse leaders to develop effective problem-solving skills
  • The importance of collaboration and teamwork in decision-making for nurse leaders
  • The role of nurse leaders in crisis management and emergency preparedness
  • How nurse leaders can develop effective problem-solving strategies to address complex healthcare challenges

Time Management and Organization

Managing time and resources effectively is essential for nurse leaders. They must be able to prioritize tasks, delegate responsibilities, and balance competing demands to ensure the smooth operation of their teams and organizations.

  • Prioritization techniques for nurse leaders
  • The role of delegation in effective time management for nursing managers
  • Strategies for nurse leaders to manage workload and reduce stress
  • Balancing clinical and administrative responsibilities as a nurse leader
  • Time management tools and techniques for nurse leaders
  • The importance of delegation in nurse leadership
  • Strategies for nurse leaders to effectively manage their workload and prioritize tasks
  • The role of nurse leaders in creating efficient workflows and processes within nursing teams

Embracing Diversity and Inclusivity in Nursing Leadership

The value of a diverse nursing workforce.

A diverse nursing workforce brings unique perspectives, experiences, and skills to the healthcare environment, benefiting patient care. By embracing diversity, nurse leaders can foster a more inclusive and supportive work environment that encourages collaboration and innovation.

  • The benefits of diverse nursing teams for patient care
  • The role of nurse leaders in recruiting and retaining diverse nursing staff
  • Addressing health disparities through a diverse nursing workforce
  • The impact of cultural competence on nursing practice and leadership
  • Encouraging diverse perspectives and experiences in nursing teams
  • Global health learning in nursing and health care disparities
  • The benefits of having a diverse nursing workforce on patient outcomes and satisfaction
  • Addressing health disparities through culturally competent nursing leadership

Strategies for Promoting Diversity and Inclusion

Nurse leaders can promote diversity and inclusion by implementing hiring and promotion practices that support equal opportunities, offering cultural competency training, and actively addressing discrimination and bias within their organizations.

  • Overcoming unconscious bias in nursing leadership
  • The role of nurse leaders in fostering an inclusive work environment
  • Strategies for promoting diversity and inclusion in nursing education
  • The impact of diversity and inclusion on nursing team performance
  • Encouraging cultural competence and sensitivity among nursing staff
  • Implementing diversity and inclusion training programs for nursing staff
  • The role of nurse leaders in fostering a culture of respect and inclusivity within nursing teams
  • Strategies for nurse leaders to address unconscious bias and promote equity in the workplace

Developing and Mentoring Future Nurse Leaders

Identifying and nurturing leadership potential.

Nurse leaders play an essential role in identifying and nurturing the leadership potential of their staff. By offering guidance, encouragement, and opportunities for growth, they can help prepare the next generation of nurse leaders.

  • Recognizing leadership potential in nursing staff
  • Strategies for nurse leaders to develop their team’s leadership skills
  • The importance of succession planning in nursing leadership
  • Encouraging a growth mindset among nursing teams
  • The role of mentorship and coaching in nurturing future nurse leaders
  • Strategies for nurse leaders to identify and develop emerging nurse leaders within their teams
  • The role of nurse leaders in creating leadership development programs for nursing staff

Mentorship and Coaching

Mentorship and coaching are invaluable for aspiring nurse leaders. By sharing their knowledge, experience, and insights, experienced nurse leaders can help guide and support those looking to advance in nursing.

  • The benefits of mentorship for both mentors and mentees in nursing
  • Developing effective mentoring relationships in nursing
  • The role of nurse leaders in fostering a mentoring culture
  • Strategies for providing constructive feedback and coaching to nursing staff
  • Encouraging professional growth and development through mentorship
  • The benefits of mentorship relationships for both mentors and mentees in nursing
  • Strategies for nurse leaders to establish effective mentorship programs within their organizations
  • The role of nurse leaders in providing coaching and feedback to nursing staff for professional growth

Promoting Teamwork and Collaboration in Nursing

The importance of teamwork in healthcare.

Teamwork is crucial for delivering safe, high-quality patient care. Nurse leaders must foster a culture of collaboration, encouraging open communication, mutual support, and shared decision-making among their teams.

  • The role of nurse leaders in promoting effective teamwork
  • Strategies for building trust and collaboration among nursing teams
  • The impact of teamwork on patient care and safety
  • The benefits of interprofessional collaboration in healthcare
  • The role of nurse leaders in fostering a positive team culture
  • The role of nurse leaders in promoting collaboration and teamwork among nursing staff
  • Strategies for nurse leaders to address and resolve conflicts within nursing teams
  • The impact of effective teamwork on patient outcomes and staff satisfaction in healthcare settings

Strategies for Building Effective Nursing Teams

Nurse leaders can build effective nursing teams by promoting shared goals and values, providing clear expectations and feedback, and recognizing and celebrating team achievements. Additionally, they should facilitate team-building activities and opportunities for professional development, which can strengthen team cohesion and performance.

  • The importance of clear communication and expectations in nursing teams
  • Strategies for addressing and resolving conflicts within nursing teams
  • The role of team-building activities in fostering collaboration and trust among nursing staff
  • The impact of shared decision-making on nursing team performance
  • Encouraging a culture of continuous improvement and learning within nursing teams
  • The role of nurse leaders in selecting and retaining top nursing talent
  • Strategies for nurse leaders to create a positive work environment that fosters teamwork and collaboration
  • The importance of team-building activities and exercises for nursing staff

Advocating for Nursing and Improving Patient Care

Policy and advocacy.

Nurse leaders are responsible for advocating for policies and initiatives that support the nursing profession and improve patient care. They should be informed about healthcare legislation, engage in advocacy efforts, and encourage their teams to participate in policy-making.

  • The role of nurse leaders in shaping healthcare policy
  • Strategies for nurse leaders to advocate for the nursing profession at the local, state, and national levels
  • The impact of nursing leadership on the development and implementation of healthcare policies and regulations
  • Engaging nursing staff in policy discussions and advocacy efforts
  • The importance of staying informed about current healthcare policy issues for nurse leaders
  • The role of nurse leaders in advocating for policies that improve patient care and support the nursing profession
  • Strategies for nurse leaders to effectively engage with policymakers and stakeholders
  • The impact of nurse leaders on shaping healthcare policies at the local, state, and national levels

Driving Quality Improvement and Innovation

Nurse leaders must be committed to continuous quality improvement and innovation in patient care. By staying informed about evidence-based practices and encouraging their teams to adopt innovative approaches, they can drive positive change within their organizations and the healthcare industry.

  • The role of nurse leaders in promoting a culture of continuous quality improvement
  • Strategies for nurse leaders to identify and address areas for improvement in patient care
  • The impact of nursing leadership on the implementation of evidence-based practices and innovations
  • Encouraging a culture of creativity and innovation among nursing teams
  • The role of nurse leaders in driving change and improvement in healthcare organizations
  • The role of nurse leaders in leading quality improvement initiatives within their organizations
  • Strategies for nurse leaders to foster a culture of continuous improvement and innovation among nursing staff
  • The impact of nurse-led quality improvement projects on patient care and organizational performance

Fostering a Positive Work Environment

Creating a supportive and respectful culture.

A positive work environment is essential for nursing staff satisfaction, retention, and performance. Nurse leaders should foster a culture of support and respect where staff feels valued, empowered, and motivated to provide the best possible care.

  • The role of nurse leaders in fostering a positive work environment
  • Strategies for nurse leaders to promote a culture of support and respect among nursing staff
  • The importance of addressing and preventing workplace bullying and incivility in nursing
  • Encouraging open and honest communication within nursing teams
  • The role of nurse leaders in promoting work-life balance and well-being among nursing staff

Addressing Workplace Challenges and Conflicts

Nurse leaders must be proactive in addressing workplace challenges and conflicts. They can maintain a healthy and productive work environment by developing and implementing strategies to manage issues such as workload, burnout, and interpersonal conflicts.

  • The role of nurse leaders in conflict resolution within nursing teams
  • Strategies for nurse leaders to address common workplace challenges, such as staffing shortages and burnout
  • The importance of developing a proactive approach to addressing conflicts and challenges in nursing
  • Promoting a culture of accountability and responsibility among nursing staff
  • The role of nurse leaders in providing support and resources for nursing staff facing challenges and conflicts
  • Conflict resolution strategies for nurse leaders
  • The role of nurse leaders in mediating and resolving interprofessional conflicts within healthcare teams
  • Strategies for nurse leaders to prevent and address workplace burnout among nursing staff

Lifelong Learning and Professional Development

Commitment to continuing education.

Lifelong learning is essential for nurse leaders to stay current with healthcare and nursing practice advances. They should pursue continuing education opportunities, research, and stay informed about industry trends and best practices.

  • The importance of lifelong learning for nurse leaders and nursing staff
  • Strategies for nurse leaders to promote a culture of continuous education and professional development within their teams
  • The impact of continuing education on nursing practice and leadership
  • Encouraging nursing staff to engage in professional development opportunities
  • Transforming advanced nursing practice: embracing IOM recommendations and higher education
  • The role of nurse leaders in staying informed about current nursing research and best practices
  • The impact of continuing education on nursing practice and patient outcomes
  • Strategies for nurse leaders to support and encourage continuing education among their nursing staff
  • The role of nurse leaders in staying up-to-date with the latest nursing research, guidelines, and best practices

Encouraging Professional Development in Nursing Teams

Nurse leaders should support and encourage the professional development of their nursing teams. By providing resources, opportunities, and encouragement, they can help their staff grow professionally and contribute to advancing the nursing profession.

  • The role of nurse leaders in identifying professional development opportunities for nursing staff
  • Strategies for nurse leaders to create individualized professional development plans for their team members
  • The importance of fostering a growth mindset among nursing staff
  • Encouraging nursing staff to participate in conferences, workshops, and other professional development activities
  • The role of nurse leaders in providing mentorship and guidance for nursing staff seeking career advancement
  • The benefits of ongoing professional development for nursing staff and healthcare organizations
  • Strategies for nurse leaders to create professional development opportunities within their organizations
  • The role of nurse leaders in developing and implementing career advancement pathways for nursing staff

The Power of Inspiring Leadership in Nursing

Nursing leadership is a critical component of the healthcare industry, impacting patient care, organizational performance, and the advancement of the nursing profession. By mastering essential leadership skills, embracing diversity, promoting teamwork, and fostering a positive work environment, aspiring nurse leaders can make a meaningful difference in the lives of their patients, colleagues, and organizations. Committing to lifelong learning and professional development will ensure that nurse leaders remain at the forefront of their field, inspiring and empowering the next generation of nursing professionals.

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Essay on Nursing Leadership

Introduction.

Nursing leadership is a concept that has been evolving over the years. It is generally understood as how nurses use their knowledge, skills, and abilities to influence patient care and outcomes. Nursing leadership is about setting a vision for the future of healthcare and working to make that vision a reality. Zamboni et al. (2020) found that nearly 60% of nurse leaders said they were experiencing burnout, and another found that nearly 80% said they were concerned about the shortage of nurses. Despite these challenges, nursing leaders continue to strive to positively impact the healthcare system. Nursing leaders work to advocate for changes that will improve the quality of care and patient outcomes.

Nursing innovation and excellence are two important concepts for nursing leadership. Nursing innovation refers to creating new ideas or ways of doing things in nursing. Conversely, excellence refers to the quality of being outstanding or extremely good (Zamboni et al., 2020). In order for nursing leaders to be effective, they need to be able to combine these two concepts. They must be able to generate new ideas and then implement them in a way that leads to excellent care for patients. Only by constantly striving for innovation and excellence will nursing leaders be able to improve the quality of care and meet the ever-changing needs of patients.

Body of the paper

Nursing leaders are vital in promoting innovation and excellence within the nursing profession. By encouraging nurses to think creatively and experiment with new ideas, nursing leaders can help to foster a culture of innovation within their organizations (De Brún & McAuliffe, 2020). In addition, nursing leaders can also help ensure that nurses provide high-quality care to patients by setting high standards and expectations. By facilitating innovation and excellence within the nursing profession, nursing leaders can help improve patients’ quality of care.

Nursing leadership is critical to facilitating innovation and excellence in nursing care. Leaders play an important role in setting the tone for their team and fostering a culture of collaboration and innovation. They also provide direction and guidance when nurses face new challenges (O’Donovan et al., 2019). Leaders can help their teams provide patients with the best possible care by facilitating innovation and excellence in nursing care. In turn, this can lead to improved patient outcomes and a higher level of satisfaction with the care that nurses provide.

For instance, a nurse leader sets the tone for how nurses care for patients, work together as a team, and collaborate with other health care professionals. A nurse leader would be proactive in creating a plan for patient care, ensuring that all nurses are on the same page and working together to provide the best possible care (O’Donovan et al., 2019). A nurse leader would also be open to new ideas and willing to work with others to find the best solutions. In short, nurse leaders care about their patients and colleagues’ well-being and always look for ways to improve their care.

In nursing, leadership is vital to providing high-quality patient care and achieving positive outcomes. In today’s ever-changing healthcare landscape, it is more important than ever for nurses to be innovative, excellent leaders. By promoting a culture of innovation and excellence in nursing, we can ensure that our patients receive the best possible care. Nursing leaders play a critical role in this effort, providing direction and inspiring others to strive for greatness. When nurses can work together in an environment of innovation and excellence, patient care will improve.

De Brún, A., & McAuliffe, E. (2020). Identifying the context, mechanisms, and outcomes underlying collective leadership in teams: building a realist program theory.  BMC Health Services Research ,  20 (1), 1–13. https://doi.org/10.1186/s12913-020-05129-1

O’Donovan, R., Ward, M., De Brún, A., & McAuliffe, E. (2019). Safety culture in health care teams: A narrative review of the literature.  Journal of nursing management ,  27 (5), 871–883. https://doi.org/10.1111/jonm.12740

Zamboni, K., Baker, U., Tyagi, M., Schellenberg, J., Hill, Z., & Hanson, C. (2020). How and under what circumstances do quality improvement collaboratives lead to better outcomes? A systematic review.  Implementation Science ,  15 (1), 1-20. https://doi.org/10.1186/s13012-020-0978-z

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Nursing Leadership and Management

Nursing leadership and management essay examples like this one will help you write your own excellent leadership in nursing essay. We recommend it to student nurses and other healthcare workers.

Leadership in Nursing Essay Introduction

  • Continuous Quality Improvement & Patient Satisfaction
  • Nurse Leaders & Managers: Comparison of Perception

Personal Position and Rationale

In the past, nursing was an amorphous and unrecognized engagement that was often left at the discretion of close family members and relatives of patients. However, after the efforts of Florence Nightingale, it was recognized as a fully-fledged profession and was integrated into the healthcare system. As the profession grew in stature, concepts such as nurse leadership and nurse management emerged. A layperson may use the two concepts are interchangeable. However, within the healthcare context, these two concepts have some key differences that set them apart. This essay explores the similarities and differences between leadership and management in the nursing profession. It specifically focuses on how nurse leaders and managers perceive continuous quality improvement and patient satisfaction.

Continuous Quality Improvement & Patient Satisfaction

The quality of healthcare is a core concern of governments across the world. According to Heyrani et al. (2012), the concept of quality in the healthcare system is multifaceted. It entails resource management, personnel management, patient satisfaction, efficiency enhancement, and safety promotion, among other elements. Until recently, healthcare organizations underscored the importance of some of these elements and ignored others. This trend culminated in poorly performing healthcare systems that prompted the development of a comprehensive framework that incorporates all the tenets of quality in the healthcare system. The framework was named clinical governance. It requires every healthcare organization to commit itself to continuous quality improvement and accountability. Therefore, patient satisfaction is at the heart of this framework.

Nurse Leaders & Managers: Comparison of Perception

Stanley (2006) describes nurse leaders as individuals, who do not necessarily have delegated authority but empower, motivate, inspire, and influence their colleagues. A nurse manager, on the other hand, is an individual who is formally appointed to oversee the operations of a healthcare organization or a section within the organization (Swansburg, 2002). Essentially, the nurse manager plays a conventional managerial role, but in a healthcare context. Both leaders exhibit the following similarities in their perception of continuous quality improvement and patient satisfaction.

Firstly, both of them think on a long-term basis (Swansburg, 2002). In their leadership positions, both nurse leaders and managers think beyond the horizon because the nurses in their teams look unto them for direction and motivation. Their ability to think beyond the present makes them indispensable to the healthcare system, especially considering the fact that continuous improvement of quality in the healthcare system requires people who can envisage future trends and steer nurses towards the right direction. Without this kind of leadership, the nursing profession would not cope with the fast-changing quality standards in the healthcare system.

Secondly, both nurse leaders and managers look beyond their units to understand the relationships that exist between their units and the immediate external environment (Swansburg, 2002). For instance, within a healthcare organization, both nurse leaders and managers have a clear understanding of how their units affect or are affected by other departments. This knowledge helps them to provide leadership that enables their units to contribute positively to the objectives of the organization. This type of thinking is pertinent to the continuous improvement of quality and patient satisfaction because it is not possible to improve quality by simply focusing on one unit within a system (Heyrani et al., 2012). Rather, the head of each unit should clearly understand the role their unit plays in the quality improvement process and then lead it to discharge that role effectively.

Thirdly, nurse leaders, and managers both have the political skill to contain the conflicting requirements of the multiple constituencies that exist within the healthcare system (Swansburg, 2002). While every well-meaning nurse might want to make the health care system better, balancing the conflicts that occur between the different elements that constitute it often prove impossible. However, nurse leaders and managers demonstrate courage without necessarily being reckless as well as caution without being considered cowards (Coonan, 2007). This skill is closely tied to their ability to think beyond the present and to know what to do in any given circumstance. It helps them to show courage and determination when necessary and takes well-timed precautionary steps when certain measures prove to be counterproductive. This ability is invaluable to the continuous quality improvement process and patient satisfaction because they do require not only bold people but also diligent individuals who can detect and alter counterproductive measures (Kerridge, 2012).

Having examined some of the key similarities between nurse leaders and managers, it is important to note that they also exhibit some notable differences as discussed below. The first key difference between nurse leaders and managers is that while the leaders are concerned with affirming the values that are consistent with the nursing profession and challenging those that are not, nurse managers focus on upholding established organizational values (Coonan, 2007). Consequently, in circumstances where organizational values are inconsistent with the situation on the ground, the nurse leader can make the necessary adjustment as opposed to the nurse manager. Therefore, a nurse leader is in a better position to move with changing trends. This attribute places them in a position of advantage insofar as continuous quality improvement and patient satisfaction are concerned.

The second major difference is that the nurse leader is in a better position to achieve workable unity among nurses as opposed to the nurse manager (Coonan, 2007). The nurse leader banks on earned trust to build cohesion and mutual tolerance while simultaneously controlling emergent conflicts. The nurse manager, on the other hand, strictly focuses on ensuring that the assigned duties are discharged as required. Unity, cohesion, and trust may not be of much importance to a nurse manager as long as there is obedience. Consequently, the nurse leader is in a better position to facilitate continuous quality improvement and patient satisfaction than a nurse manager due to a better understanding of what goes on among unit members.

Several other instances of differences between the two categories of nurse leadership exist, but the two discussed examples will suffice for this essay. A point worth noting, however, is that after examining these similarities and differences, it becomes apparent that each of the leadership approaches has its merits and demerits insofar as continuous quality improvement and patient satisfaction are concerned. However, although nurse leaders lack delegated authority, their style of leadership is preferable. They are in a position to achieve their agenda without formal authority. This ability is advantageous because Stanley (2006) asserts that people prefer to be led rather than to be managed. Consequently, they may resist and resent the nurse manager, especially when the manager is high-handed. Therefore, as a nurse leader, it is possible to bring positive change to the nursing profession in a shorter time compared to a nurse manager as long as bureaucracy does not stand in the way.

In conclusion, leadership is necessary for every setting that calls for the combined effort of many people. It is even more important for the nursing profession because nurses have become indispensable to the healthcare system, and leadership ensures that they remain committed to providing quality, safe, and reliable care. As such, the best leadership approach should be adopted when leading nurses.

Coonan, P. R. (2007). A Practical Guide to Leadership Development: Skills for Nurse Managers . Danvers, MA: HCPro Incorporated.

Heyrani, A., Maleki, M., Marnani, A. B., Ravaghi, H., Sedaghat, M., Jabbari, M., & Abdi, Z. (2012). Clinical governance implementation in a selected teaching emergency department: A systems approach. Implementation Science , 7 (1), 84.

Kerridge, J. (2012). Why management skills are a priority for nurses. Nursing Times , 109 (9), 16-17.

Stanley, D. (2006). Role conflict: leaders and managers. Nursing Management, 13 (5), 31-37.

Swansburg, R. J. (2002). Introduction to management and leadership for nurse managers (1st ed.). Sudbury, MA: Jones and Bartlett Publishers.

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Deciphering FDR’s Inaugural Address: Insights into Leadership and Resilience

This essay about Franklin D. Roosevelt’s Inaugural Address of 1933 discusses how his message of unity and resilience amidst the Great Depression offers timeless lessons in leadership. It highlights Roosevelt’s ability to inspire hope and confidence, his mastery of rhetoric, and the enduring relevance of his example in facing contemporary challenges like COVID-19 and climate change. Ultimately, it emphasizes Roosevelt’s legacy as a beacon of strength and determination during times of crisis.

How it works

In the annals of American history, Franklin D. Roosevelt’s Inaugural Address of 1933 stands as a beacon of hope amidst the darkness of the Great Depression. As the 32nd President of the United States, Roosevelt faced the daunting task of guiding a nation gripped by economic turmoil and social unrest. Yet, in his address to the nation, he not only outlined his vision for the future but also imparted timeless lessons on leadership and resilience that continue to resonate today.

At the heart of Roosevelt’s inaugural message was a call to action—a call for unity and collective effort in the face of adversity.

He famously declared, “The only thing we have to fear is fear itself,” acknowledging the pervasive sense of fear and uncertainty that had paralyzed the nation. In these words, Roosevelt recognized the power of fear to paralyze individuals and societies, but he also sought to dispel it, urging Americans to confront their challenges with courage and determination.

Central to Roosevelt’s leadership was his ability to inspire confidence and instill hope in the American people. Despite the bleakness of the economic landscape, he painted a picture of a brighter future, one fueled by the resilience and ingenuity of the American spirit. His vision of a nation rising from the ashes of despair resonated deeply with the American people, providing a sense of purpose and direction in uncertain times.

Moreover, Roosevelt’s inaugural address exemplified his mastery of rhetoric and communication. His words were carefully chosen to convey both empathy and resolve, striking a delicate balance between acknowledging the severity of the crisis and inspiring optimism for the future. Through his eloquent speech, Roosevelt not only rallied the nation behind his leadership but also set the tone for his presidency, laying the groundwork for the bold and transformative policies that would follow.

Beyond its immediate historical context, Roosevelt’s inaugural address offers enduring insights into the nature of leadership and resilience. In times of crisis, effective leaders must possess the ability to inspire confidence, foster unity, and articulate a compelling vision for the future. Roosevelt embodied these qualities, guiding the nation through one of its darkest hours with courage and conviction.

Furthermore, Roosevelt’s presidency serves as a testament to the power of resilience in the face of adversity. Despite facing seemingly insurmountable challenges, he refused to succumb to despair or defeatism. Instead, he embraced the opportunity to enact sweeping reforms and reshape the social and economic fabric of the nation. His New Deal policies laid the foundation for decades of progress and prosperity, demonstrating the transformative potential of bold and decisive leadership.

In today’s world, as we confront our own set of challenges—from the COVID-19 pandemic to climate change and beyond—Roosevelt’s example remains as relevant as ever. His unwavering commitment to leadership and resilience serves as a timeless reminder of the importance of perseverance in the face of adversity.

In conclusion, Franklin D. Roosevelt’s Inaugural Address of 1933 stands as a testament to the power of leadership and resilience in times of crisis. Through his words and actions, Roosevelt inspired a nation to rise above fear and uncertainty, laying the groundwork for a brighter future. As we navigate the challenges of the present day, we would do well to heed the lessons of Roosevelt’s presidency, drawing inspiration from his example as we strive to build a better world for future generations.

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    Nursing leadership is critical in facilitating and improving nurse performance, which is essential for providing quality care and ensuring patient safety. The aim of this study is to explore the relationship between nursing leadership and nurse performance by understanding the leadership behaviors and factors that motivate nurses to perform well.

  3. The essentials of nursing leadership: A systematic review of factors

    Background: Nursing leadership plays a vital role in shaping outcomes for healthcare organizations, personnel and patients. With much of the leadership workforce set to retire in the near future, identifying factors that positively contribute to the development of leadership in nurses is of utmost importance.

  4. The Power of a Leadership Philosophy

    Over the past 27 years as a nurse and nurse leader, I have reflected many times on the importance of nursing leadership. Nursing leadership creates a safe workplace environment where nurses can be and perform at their best to provide for an excellent patient experience of care. I have been blessed with great mentors along my journey as a nursing leader. I have been faced with significant ...

  5. Leadership in Nursing

    The piece will also examine the challenges nurse leaders face and the impact of good leadership on patient care, team dynamics, and healthcare systems. It will consider the evolving role of nurses in leadership positions within the healthcare sector. Moreover, at PapersOwl, there are additional free essay samples connected to Health Care.

  6. Leadership in Nursing

    A clinical nursing leader is one who is involved in direct patient care and who continuously improves the care that is afforded to such persons by influencing the treatment provision delivered by others (Cook, 2001). Leadership is not merely a series of skills or tasks; rather, it is an attitude that informs behaviour (Cook, 2001).

  7. How leadership matters: Clinical nurses' perceptions of... : Nursing

    The link to nursing leadership is obvious—ethics, positive change, purpose, growth, and social connection are all part of who we are as nurses and nurse leaders. The most common relational leadership styles are transformational, authentic, and servant. All three leadership styles have connections to healthy work environments and staff ...

  8. Leadership in Nursing Practice Essay (Critical Writing)

    Description of Key Insights. There are several formal leadership theories, including transformational, democratic, laissez-faire, autocratic, and servant. Targeted leadership development in nursing will ensure that future health workers will be well prepared to meet the challenges of an overburdened health care system (den Breejen-de Hooge et ...

  9. The Importance of Being a Compassionate Leader: The Views of Nursing

    Leadership in health care is recognized as a necessity to ensure high-quality care, embody support for staff, and establish working environments that prioritize people over rules, regulations, and hierarchies (West et al., 2015).It is argued that compassionate leadership has a positive impact on "patient experience, staff engagement and organisational performance" (Bolden et al., 2019, p. 2).

  10. The essentials of nursing leadership: A systematic review of factors

    When nursing leadership significantly impacts both nursing and patient outcomes, it is imperative to identify qualities of an optimal nursing leader and understand how effective leadership practices can be developed. ... 93 studies (reported in 100 papers) of 554 manuscripts screened through full-text review, were included. The final 93 ...

  11. leadership in nursing essay

    In a nursing organization, improving the quality of healthcare delivered by the department to be equal with the organizational performance is a key role of leadership (Marquis and Huston, 2015). Nursing leadership is essential in the clinical setting and plays an important role in the development of the nurse as an individual or as a professional.

  12. Essay: Leadership in Adult Nursing (reflective)

    Download the full version above. Leadership is a process which involves individual activity to state desire objective and vision in a situation, providing support and motivating other people to attend set goals (Swearingen, 2009). Danae et al. (2017) believe that leadership is broadly recognised as a key aspect of overall effective healthcare.

  13. The Importance of Effective Nursing Leadership

    Nursing leadership is an essential component of healthcare delivery, with effective leadership playing a critical role in providing quality patient care and improving healthcare outcomes. This essay will explore the definition, importance, qualities, and skills of effective nursing leaders, as well as their roles, responsibilities, and impact on patient care.

  14. Nursing Leadership and Personal Skills Personal Essay

    Finally, personal qualities determine the nurses' ability to lead. My personal skills have a significant impact on my leadership skills. I am very persistent, determined and communicative. My persistent nature has enabled me to stay focused on achieving my goals. My determination has kept me going even when faced with challenges.

  15. The Importance of Leadership in Nursing

    The importance of leadership is now widely recognised as a key part of overall effective healthcare, and nursing leadership is a crucial part of this as nurses are now the single largest healthcare discipline (Swearingen, 2009). The findings of the Francis Report (2013) raised major questions into the leadership and organisational culture which allowed hundreds of patients to die or come to ...

  16. Importance of Leadership in Nursing: Styles and Impact

    Leadership in nursing is paramount to the delivery of high-quality, patient-centered care. Various leadership styles, including transformational, democratic, autocratic, and servant leadership, can impact patient outcomes, nurse performance, and job satisfaction. Adapting leadership styles to different situations and challenges is crucial for ...

  17. Leadership in Nursing

    One notable example of policy development that exemplifies transformational leadership is the implementation of electronic health records (EHRs) in an extensive hospital system. The nurse leader responsible for this initiative demonstrated transformational leadership by inspiring and engaging the nursing staff (Collins et al., 2020).

  18. Nursing Leadership and Its Importance

    Nursing Leadership and Its Importance Essay. Leadership is understood as the ability of a person to influence people to encourage them to work and to achieve their goals. Senior nurses are leaders who manage difficult situations daily and monitor the patient's condition. In addition, they perform medical appointments, regulate the flows of ...

  19. Leadership In Nursing

    Paper Type: 1200 Word Essay Examples. Leadership in Nursing. Definitions, Theories, and Styles of Leadership Developing future nurse leaders is one of the greatest challenges faced by the nursing profession (Mahoney, 2001). Powerful leadership skills are needed by all nurses—those providing direct care to those in top management positions.

  20. Inspiring Leadership in Nursing: Key Topics to Empower the Next

    Nursing leadership is a critical component of the healthcare industry, impacting patient care, organizational performance, and the advancement of the nursing profession. By mastering essential leadership skills, embracing diversity, promoting teamwork, and fostering a positive work environment, aspiring nurse leaders can make a meaningful ...

  21. Essay on Nursing Leadership

    Nursing leadership is about setting a vision for the future of healthcare and working to make that vision a reality. Zamboni et al. (2020) found that nearly 60% of nurse leaders said they were experiencing burnout, and another found that nearly 80% said they were concerned about the shortage of nurses. Despite these challenges, nursing leaders ...

  22. Management and Leadership in Nursing

    This essay explores the similarities and differences between leadership and management in the nursing profession. It specifically focuses on how nurse leaders and managers perceive continuous quality improvement and patient satisfaction. We will write a custom essay on your topic tailored to your instructions! 308 experts online. Let us help you.

  23. Nursing Leadership Essay Sample

    Nursing Leadership Essay Sample - Free download as Word Doc (.doc), PDF File (.pdf), Text File (.txt) or read online for free. This document discusses leadership in nursing. It begins by defining leadership and explaining that great leaders are made, not born. It then describes the important role of nurses in healthcare as being physically and emotionally close to patients.

  24. Leadership in Nursing: Defining, Theorizing, and Styles

    Essay Sample: Leadership in Nursing. Definitions, Theories, and Styles of Leadership Developing future nurse leaders is one of the greatest challenges faced by the ... Students looking for free, top-notch essay and term paper samples on various topics. Additional materials, such as the best quotations, synonyms and word definitions to make your ...

  25. Transformational Leadership, Psychological Empowerment, and

    1.1.2. Transformational Leadership and Psychological Empowerment. Transformational leaders in nursing play a vital role in supporting change processes that advance various goals, including enabling high-quality care, ensuring patient safety, and improving the overall quality of life for nurses in the workplace.

  26. Inclusive Human Resource Management and Nurses' Innovative Behavior

    1. Introduction. In today's competitive and technologically advanced medical environment, the survival and growth of healthcare organizations depend on their ability to innovate [].Hospital innovation is driven by the knowledge and innovative engagement of nursing staff, who contribute by introducing new ideas, acquiring new knowledge, generating new ideas, improving current processes, and ...

  27. ROTC Scholarships

    Nursing students can apply for any Army ROTC scholarship by following the directions above. Being a nurse in the Army provides you with opportunities not found in the civilian world, including a three-week paid Nurse Summer Training Program, which introduces students to the Army Medical Department and the roles and responsibilities of an Army ...

  28. Deciphering FDR's Inaugural Address: Insights into Leadership and

    This essay about Franklin D. Roosevelt's Inaugural Address of 1933 discusses how his message of unity and resilience amidst the Great Depression offers timeless lessons in leadership. It highlights Roosevelt's ability to inspire hope and confidence, his mastery of rhetoric, and the enduring relevance of his example in facing contemporary ...