Leadership Styles And Leadership Philosophies

3775 WordsMay 12, 201716 Pages
There are many leadership styles and leadership philosophies that can be applied to the healthcare environment of which each have their unique advantages and disadvantages. The choice to follow one leadership model versus another or to integrate one or more models together lies in the individual preference of the leader. For people like me who hold strong spiritual beliefs, the spiritual philosophies of Mary Elizabeth O’Brien, Tim Porter-O’Grady, and Kathy Malloch provide a strong framework with which to guide one’s leadership practice. This paper will explore the similarities and differences between these author’s tenants and discuss the integration of their principles into a single leadership approach that positively influences the…show more content…
Like Porter-O-Mallcoh (2015), Crenshaw and Yonder-Wise (2013) also identify risk taking as an important leadership skill. In fact, they describe risk taking as a leadership competency (Crenshaw & Yonder-Wise, 2013). Nurses who are open to assume risk they explain are well informed of the latest evidence based literature as well as the policies and standards that govern nursing practice (Crenshaw & Yonder-Wise, 2013). Aside from gaining courage from knowledge many would argue that courage or strength is also gained from one’s spiritual, cultural, or even religious beliefs. Existing literature that examines the influence of spirituality on decision-making indicates that leaders often engage in workplace spirituality when faced with difficult challenges (Phipps, 2012). This suggests that both a strong foundation in nursing practice and an equally healthy connection with one’s individual spirituality can provide nurse leaders with the courage to take risks that push them out of their comfort zone and in the direction of innovation. Self-awareness and Assessing Needs O’Brien’s behavioral theme Assessing Needs and her sub-theme Taking Time Out compliment Porter-O-Grady and Malloch’s second spiritual rule in that they each call on leaders to recognize the need for introspection, personal development, and self-analysis (O’Brien, 2011; Porter-O-Grady & Malloch, 2015). The second spiritual rule directs leaders to allow sufficient time to engage
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