Small Hospital Transformation: Windber Case Study

1.1 Describe the factors that will influence the choice of leadership styles or behaviours in workplace situations

Leaders are the ones we turn to when life gets to be too much. Good leaders set examples and provide guidance through education (Huber, 2014). As a new nurse I can understand how important it is to have a leader you turn to when you are unsure. Furthermore, in the business of health care we are managing people 's lives and one wrong move can be deadly. Therefore, it is important to collaborate with other health care professionals to ensure a safe competent method of delivery. Ideally, the role of a leader in health care is one that is knowledgable, firm, and confident, with the ability to deviate from the plan to assist with an emergency. Consequently, the purpose of this paper is to reveal three key behaviors successful leaders exhibit, assess my personal leadership style, referencing theories, while determining an optimal work environment based upon the aforementioned.

Leadership is complex yet essential in this profession. For this reason, nursing leaders must make decisions in a number of areas in order to provide quality care and a few of the many decisions involve staffing, financial, and assessing ethical dilemmas (Zydziunaite & Suominen, 2014). An appropriate leadership style is crucial and Yoder-Wise (2011), addresses the various styles, discusses Fiedler’s Contingency Model, and emphasizes the importance of adapting to various situations. For example, my experiences allow me to choose an effective leadership style based on the situation in order to provide a positive outcome best for the

Situational leadership focuses on adapting your leadership style or approach based on the situation and the amount of direction and support that is needed by followers. As Jesus trained and equipped his disciples from simple fishermen to fishers of men, who carried on his ministry after he ascended to heaven, he integrated different styles and theories of leadership that best served and supported his followers (Blanchard & Hodges, 2003). Depending on the level of competency and commitment of their people, leaders will adjust their style to provide the necessary support and direction. The core competencies of situational leaders are the ability to identify the performance, competence and commitment of others, and to be flexible (Paterson, 2013). From being highly directive, telling their people exactly what to do and how, to delegating, clearly stating the objective and allowing them to complete the task with little direction and support, situational leaders adapt their approach to the needs of their people and the particular situation.

In healthcare it is very important to have strong leaders, especially in the nursing profession. A nurse leader typically uses several styles of leadership depending on the situation presented; this is known as situational leadership. It is important that the professional nurse choose the right style of leadership for any given situation to ensure their employees are performing at their highest potential. Depending on which leadership style a nurse leader uses, it can affect staff retention and the morale of the employees as well as nurse job satisfaction (Azaare & Gross, 2011.) “Nursing leaders have the responsibility to create and maintain a work environment which not only promotes positive patient outcomes but also

Situational leadership has very little in common with the other models mentioned herein. This model revolves around the leader changing leadership behaviors to meet the needs in relationship to the follower (Kouzes, 2003, p. 111). The difference between situational leadership and charismatic, servant, and transformational leadership is the lack of an organizational vision and the empowerment of the followers. Situational leadership uses followers based on their readiness level that relate to their ability and willingness to complete the task (Wren, 1995, p. 208). This aspect coupled with the leader’s task and relationship behavior is used in relation to the

This paper will address why situational leadership theory is useful and relevant in developing an effective leadership culture. In addition, it will also discuss the three theories of situational leadership and what is considered to be the strengths and weaknesses of each theory when leading staff in the organizational environment.

A transformational leadership style along with good communication skills can be used to manage the multiples issues Hartland Memorial faces. “Transformational leadership involves anticipating future trends, inspiring followers to understand and embrace a new vision of possibilities, developing others to be leaders, and reward learners” (Hellriegal & Slocum, 2009, p. 301). Elizabeth and her associates should have the necessary qualities of a transformational leader; integrity, accountability, and motivation, so the staff can identify with them. The nurse manager could give nurses opportunities to demonstrate and experience leadership in their profession on a regular basis. Effective leadership is critical in delivering high quality care; equally

Leadership is a process of influencing activities of a particular group of people with the aim of attaining certain stipulated goals. In defining leadership there is need to consider a particular group, the common goals and the duties that are allocated to specific members of the group depending on their abilities (Fiedler 1976). Leadership therefore cannot successfully occur unless members of the group are given different considerations in terms of personality, traits and responsibilities. In considering leadership, it is important to look at the leader, the group or organization they are leading, the members as individuals and the situation; these are

What Leadership theories covered in class are reflected in the book? Explain how, using examples.

Question “3”: Behavioural theory of leadership (explain one theory by linking it with the case study):

Hersey and Blanchard’s Situational Leadership Theory (SLT) asserts that a leader’s effectiveness is dependent upon the readiness, or ability and willingness, of the leader’s followers to complete a task. This leadership style is an amalgamation of task-oriented and relationship-oriented characteristics that are employed depending upon the situation and the followers involved. According to the SLT, as followers increase in readiness the leader’s style is to adapt accordingly (Kinicki & Kreitner, 2009).

Situational leadership, developed by professor Paul Hersey and author and consultant Ken Blanchard. Their approach was based off of a 1967 article by W.J. Reddin called The 3-D Management Style Theory. In his article, Reddin discusses the need to have different styles based on the demands of the leader. A leader needs to be flexible in their approach to meet the needs of the job, their superior and their subordinates (1967). Hersey and Blanchard progressed this theory by introducing the Situational Leadership II model. Their model breaks leadership into four different styles, and how a leader must alter their approach in supporting and directing their subordinates based on a given situation. These styles are directing (S1), coaching (S2), supporting (S3) and delegating (S4). The model also focuses on the development level of the subordinates by categorizing them between low (D1), moderate (D2 and D3) and

Over the years, scholars and management theorists have cultivated several leadership styles that they have encouraged people to apply and try to implement. However, most of these theories have shown various short comings. Typically, none of these styles has proven to work best in diverse situations. In the late 1960’s, the Situational Leadership Model was developed. In this paper, I will discuss the details about the situational leadership model. In detail, the paper begins with a defined introduction of what the situational leadership model is about and an interpretation of its origination. An outline of the model will follow after which a discussion about the benefits and drawbacks of this model will shortly follow.

Situational Leadership is about using the right leadership style in conjunction with the readiness level of the one being led. Situational leadership defines the right action as what the follower needs in a particular situation. Brady Pyle pointed out that great Leaders do not treat all followers the same, nor do they treat any single follower in the same manner all the time. They analyze the situation, identify what the follower needs to function and grow in that particular situation, and then proceed accordingly. Adapting the Nigerian church leadership style to suit the American context has become inevitable for TAC