Leadership Behavior: Annotated Bibliography

Hersey, P., Blanchard, K., & Johnson, D. (2011).Managing of Organizational Behavior: Leading Human Resources. (9th ed., pp. 243-250). Upper Saddle River, New Jersey: Pearson Education, Inc.

Nurses are on the front lines of patient care, as delivery of care relies heavily on the nurse to provide excellent patient outcomes. The purpose of this paper is to gain insight into the nurse’s role as a supporter of an organization’s strategic plan from the perspective of a quality manager.

McGuire, E., & Kennerly, S. (2006). Nurse managers as transformational and transactional leaders. Nursing Economic$

In any organization, it’s extremely important for the people in leadership roles to possess a strong leadership role. According to the text Organizational Behavior, “leadership is the process of developing ideas and a vision, living by values that support those ideas and that vision, and influencing others to embrace them in their own behaviors, and making hard decisions about humans and other resources” (Hellriegel & Slocum, 2011). Regardless of what type of leader an individual is, their main goal is to lead an organization’s employees to the desired goal. Each leader is different, and may approach how they get employees to achieve the organization’s goals in a number of different manners. Three extremely popular leadership styles that are found in organizations around the globe are Transactional, Transformational, and Authentic leadership.

The organization’s Chief Nursing Officer (CNO) is a member of the “pentad” which includes the Medical Center Director, Chief of Medicine, Associate Director for Patient Care, and the Director of Quality Manager. The organizations strategic plan is developed by this core team, and disseminated across the Medical Center. The CNO provides nursing leadership to the organization as both a patient, and staff advocate in the promotion of safe, quality care. She is critical to the development of the organizations strategic plan, and works to align the nursing staff with the mission, vision, and values by which the strategic plan is designed. It is her role to defend strategic priorities related to nursing when the plan is formulated. The proposed

According to Yoder-Wise (2011), “participative management has shown to increase work performance and productivity, decrease employee turnover, and enhance employee satisfaction” (p. 101). I observed that the Chief Nursing Officer (CNO) elicits more relevant suggestions and positive responses when she facilitates an open-minded brainstorming session for staff nurses. Moreover, I have noticed that leaders who are willing to listen to our individual concerns receive more support and respect. According to a systematic review of literature by Cummings et al. (2010), studies have shown that “leadership styles focused on people and relationships (transformational, resonant, supportive, and consideration) were associated with higher nurse job satisfaction” (p.

The Project Teams mission is to meet the objectives and goals of the FTD No.1 Project through developing a well-defined project approach in which certain deliverables will be defined as primary focus items, in particular interface management.

Coulter, Decenzo, and Robbins (2014) said that “planning involves defining the organization’s objectives or goals, establishing an overall strategy for achieving those goals, and developing a comprehensive hierarchy of plans to integrate and coordinate activities. It’s concerned with ends (what is to be done) as well as with means (how it’s to be done)” (p.123). To assess how planning assists Mrs. Kirby 's ability to be more effective, she discussed defining goals, establishing a strategy, developing plans to manage activities and encouraging organizational members to keep attentive. Mrs. Kirby stated that the goal for the nursing staff is

Before building a strategic plan, the organization must examine the past and recent history and changes that may have occurred beforehand or recently. With constructing this program, the team must include all involved stakeholders, gain their support, and provide them with the information needed to carefully plan this program. In developing a strategic plan, we are focused on developing value and priorities for the patients as well as the nurses. This may include involvement with clinical directors, nurse managers, charge nurse, psychologist, and budget analyst in order to reach the focus of values and priorities for patients and nurses. With a knowledgeable team in place, the target is to develop and implement a learning plan

When I first read about Transactional Leadership Behaviors it immediately grabbed my attention. More specifically, I found the Management by Exception-Active concept to be most important to me. Being in the Security Forces career field, I have seen very good leadership practices and some that can make you want to cringe. As a Defender, you can be labeled as a proactive or reactive Airman. There are factors such as existing leadership styles or policies and each member’s personal desires when wearing the badge and beret that contribute to a proactive or reactive approach. I would say that there is no true right or wrong however my belief is that every Airman should be proactive as it enhances mission effectiveness and community relations.

As per the Continuum of Leadership Behavior, Joan’s style of leadership is definitely “authoritarian” because she wants the management to use their authority to make the official decision, and just announce it. (Lecture 9A-B, Slide 4). On the other hand, Henry’s style of leadership is “democratic” as he wants to give the employees the freedom to develop a plan that best suits their interests. (Lecture 9A-B, Slide 4). Frank will find himself in the middle of this continuum because he wants to present the tentative plan (developed by the management) to the employees so the management is able to determine the best skill fit for new positions after this consultation.

Nursing professions today assume the leadership and management responsibilities in any activity they involve in the health care system. Leadership and management are frequently intertwined. Huber (2006) defined leadership and management as, “the process of influencing people to accomplish a goal and management as coordinate and integrate of resource through planning, organizing, coordinating, directing, and controlling to accomplish a specific institutional goals and objectives”(Huber, 2006, p. 6). In this paper, l will address my personal leadership and management style, use one of the theory of management and leadership in the test book to explain my experience in my workplace, and discuss the positive and negative aspects of the theory. Also, l will address the style of management l will utilize as manager, and the definition of virtue and the role it has in a nurse manager or leader.

Scales were formed using the best items from the factor analysis. Change-oriented behavior correlated the strongest with subordinate ratings of the manager’s competence, whereas employeecentered behavior correlated highest with subordinate satisfaction with the manager. In the second study, Yukl (1998) administered leader behavior questionnaires to 318 direct reports of managers in charge of 48 organizational units (division, agency, district office, plant) of varying size from 15 private and public sector organizations. Most of the managers occupied middle or upper-level management positions. The leader behavior questionnaire included representative items from the Managerial Practices Survey (MPS), an instrument used for multi-source feedback workshops (Yukl, Wall, & Lepsinger, 1990). The questionnaire also included some items adapted from the MLQ (Bass & Avolio, 1990). Some new items were written to describe aspects of change-oriented behavior not represented in these earlier questionnaires. An exploratory factor analysis produced a clear factor structure for task-oriented behavior, relationshiporiented behavior, and change-oriented behavior. The latter factor included identifying external threats and opportunities, envisioning new possibilities, proposing innovative strategies, and encouraging

Manning and Curtis (2015) comprehensively discuss three connected facets of leadership: leadership authority, empowerment, and the quality imperative. While each have distinct qualities and characteristics, they are closely connected. Of these three, empowerment is the focus of two peer-reviewed articles examined for correlation and contrast in this paper. Manning and Curtis refer to “Robert Cole, influential author and educator” (2015, p.177) and his series of principles that describe empowerment in the workplace. The principles include, “Trust in people; Invest in people; Recognize accomplishments; Decentralize decision making; and View work as a cooperative effort” (Cole as cited by Manning and Curtis, 2015, p. 177). Employee empowerment retains a critical role in the success of leaders and organizations.

People often use the term nursing leader and nursing manager interchangeably. However, these two concepts are different. The purpose of this paper is to analyze how management and leadership qualities and roles differ in establishing and achieving organizational goals. Leadership behavior and management behavior will be discussed. Lastly, a rationale of effective manager and leadership behaviors will be described.