Leadership Description

Marquis & Huston (2017) discuss how a hallmark sign of an effective leader is an individual who possesses various leadership style and understands that different situations require different leadership styles. Unfortunately, some leaders only possess one leadership style, which can make it difficult for an organization to run smoothly. Leaders must also be effectively trained so that they can provide appropriate support to their staff (Azaare & Gross, 2011). The particular leader of concern for this discussion is a supervisor at Swedish Medical Group who demonstrates a democratic leadership style (Wall Street Journal Staff, n.d.). Although she enforces rules and policies, she allows staff the autonomy to work within their scope, provides constructive feedback, and asks for suggestions of how to improve patient care (Marquis & Huston, 2017). She creates order and stability within the department but has an open dialogue with staff and values their input (Marquis & Huston, 2017).

Leadership Characteristics

This supervisor provides staff feedback in a constructive way that does not place blame (Marquis & Huston, 2017). She has an open dialogue with staff when there is an issue to figure out what the root of the problem is and gain guidance from staff on ways to correct it. This leader is humble and does not use her role to intimidate or overpower staff (Marquis & Huston, 2017). Staff meetings are held regularly to discuss new policies, procedures, staff concerns, and suggestions. The meetings are kept professional and well organized, and everyone’s opinion is heard and taken into account. All the above characteristics this writer would like to integrate into her own leadership style (Wall Street Journal Staff, n.d.). One characteristic not mentioned that this writer would like to avoid is the leader’s lack of delegation. There are many tasks that she is observed to be doing herself that could be delegated to nurses to allow more time for her leadership role.

Leadership Style and Impact on Quality and Patient Outcomes

Having an open dialogue with staff about processes and procedures that work well and those that do not allow opportunities for leadership to create practice changes (Marquis & Huston, 2017). Practice changes strive to improve the quality and safety of patient care and improve overall patient outcomes. As mentioned in last week’s discussion, the goal of the nursing leader should be to create positive social change (Walden University, 2017c). Leaders who rule authoritatively do not provide opportunities for an open dialogue with staff. This can lead staff to fear speaking up and for patient care issues to go unnoticed (Marquis & Huston, 2017). The democratic leader also provides constructive criticism and sees an error as a learning opportunity rather than a failure.

Conclusion

This week’s discussion has provided an example of a democratic style of leadership. The characteristics of this leader demonstrated creating both order and structure within the department while also allowing staff to feel equal partners with this leader, rather than less important. This equal partnership can positively impact both the quality and safety of patient care, creating an overall improvement in patient outcomes.

References

Azaare, J., & Gross, J. (2011). The nature of leadership style in nursing management. British

Journal of Nursing, 20(11), 672-680. doi:10.12968/bjon.2011.20.11.672

Marquis, B. L., & Huston C. J. (2017). Leadership roles and management functions in nursing:

Theory and application (9^th ed). Philadelphia, PA: Lippincott, Williams & Watkins.

Wall Street Journal Staff. (n.d.). Leadership Styles. Retrieved from http://guides.wsj.com/ma

nagement/developing-a-leadership-style/how-to-develop-a-leadership-style/?mod=

WSJBlog

Walden University. (2017c). Vision, mission, and goals. In 2017-2018 Walden University

catalog. Retrieved from http://catalog.waldenu.edu/content.php?catoid=149&…

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