Models of Leadership

Models of Leadership

Grand Canyon University

NUR 670

Leadership Models

Leadership has been defined in many models to describe how individuals or organization attempt to manage their team or teams of individuals. There are numerous models of leadership developed by many individuals and organizations for various industries to help future leaders discover a model to meet their needs. Not all models may work for some individuals and some leaders necessitate the combination of more than one leadership model to obtain their goals. There are five leadership models in particular with a personal relation to leading this paper will discuss. They are transformational, authoritarian, democratic, laissez-faire and servant leadership. Each of these leadership models have an important role in how leaders lead and managers manage their organization (Coetzer, Bussin & Geldenhuys, 2017).

My personal model of leadership would likely be a combination of each of the five models mentioned but would strongly prefer the democratic model of leadership. The democratic leader works with their staff to receive input on decisions regarding obtaining the organizational goals (Fowler, 2016). Working with others, in particularly nursing staff in the perioperative environment is essential for feedback from various staff members with experience in different specialties or service lines. Although this form of leadership may add additional time to the decision-making process, it can be less confrontational (Fowler, 2016). Some organizations have the luxury of specialized teams for different surgical services and some hospitals have staff that need to understand all specialties at a safe basic level. Regardless of the type of staff a leader is given, the feedback from the experts in each specialty is a positive asset for a leader to utilize. The feedback given fits into the democratic leadership model and is a personal model of leadership I continually apply.

In comparison to the other models of leadership, my democratic model of leadership at times also resembles others as well. Transformational leadership begins with the relationship you have with your staff and using that relationship as a basis to inspire others in the organization to achieve the desired goals (Wong, 2015). Having a relationship with my colleagues such as nurses, surgical technicians, surgeons or any other ancillary staff is important for me to maintain to build a trusting team or positive working environment. Authoritarian is the least of my comparable leadership models because this form of leadership has been linked with negative outcomes (Pyc, Meltzer & Liu, 2017). I often try not to tell others what to do or how to do their job, when I do find myself needing to direct or manage others I may make suggestions or recommend a more proven or evidence based method of performing various tasks. The authoritarian mentality is not in my nature and seems more like parenting. Setting the tone, rules as well as the pace of an organization can be both like leading and parenting (Kenny, 2012), yet I prefer to separate business and parenting.

Servant leadership is a model rarely implemented because like many nursing departments, many perioperative departments are strained with staffing shortages leaving very little room to continually serve others first. We can obviously relate serving others, as in our patients or clients, to the principles of servant leadership where by doing so we become a leader to our patients and or clients. Organizationally, servant leaders in the perioperative environment are rare (situations) as we continue to be stressed for efficiency on top of safety. (Although) servant leadership has been shown to produce a favorable, engaged, enhanced organizational environment servant leadership has also been shown to decrease staff turnover and an increase in performance (Coetzer, Bussin & Geldenhuys, 2017).

The laissez-faire model is a luxury when you have a team that is functioning at their highest potential providing quality, safe and effective care. Very little management is needed in the ideal environment to use the laissez-faire model. But this form of model can also lead to lower quality of care and unmet organizational goals (Fowler, 2016). Managers utilizing a form of leadership relating to the laissez-faire model may be new to the position or lack the skills to effectively communicate the desired objectives. Personally, following this model is a style far from my abilities as a nursing leader. Many nurses prefer being left alone to function independently as they may feel less capable when constantly being directed by management (Hutchinson & Hurley, 2013).

Following a servant leadership model is a personal goal after being exposed to the principles of this model throughout this leadership program. The basis of servant leadership may have been a form of management style a previous superior or manager had applied and experienced to the extent I was unfamiliar with the concept of being served. Reflecting back on my previous careers and past managers, I can only recall one leader that truly displayed the principles of servant leadership. The leadership style this general manager expressed was similar to the principles of serving others first. Serving others as a focus and a foundation of the culture for the organization became this leader’s goal as well as taking pride and ownership for the department. Finding these principles effective and successful they are traits that have followed throughout my personal leadership endeavors.

Although the servant leadership model is preferred, I realize the transformational leadership model has a foundation to inspire those that surround you. I believe transformational leaders are responsible for creating new leaders, such as myself. As Jesus became the greatest servant and sacrificed his life for others, he also inspired a followership of disciples to continue as he desired to spread the word of the lord. Jesus the servant became the transformational leader Christians around the world can praise and give thanks for a lifestyle of peace. The transformational or the servant leader, both are necessary for future leaders to experience. This experience may give the future leaders to inspiration to become the leaders the nursing industry need to meet the challenges of the current health care demands (Morrison, 2016).

Blessed are the peacemakers, for they shall be called sons of God. -Matthew 5:9

Leadership Model Graphic Organizer

Each leadership style acknowledges another among the five styles in this illustration. These styles also have similar traits along with their individual characteristics.

Leadership Style Primary Principle Unique Principle
Servant Focus on others Others first
Transformational Inspire others Encourage towards goal
Democratic Use others input Team effort
Laissez-faire Give others freedom Encourage independence
Authoritarian Directs others Maintains discipline to accomplish goal.

References:

(DelHousay & Brewer, 2004) (Greenleaf, Senge, Covey & Spears, 2002)

References

Coetzer, M. F., Bussin, M., & Geldenhuys, M. (2017). The Functions of a Servant Leader. Administrative Sciences (2076-3387), 7(1), 1-32. doi:10.3390/admsci7010005

DelHousay, D. and Brewer, B. (2004) Leadership, Seven Distinctive Characteristics. SBC Press, Scottsdale, AZ.

Fowler, J. (2016). From staff nurse to nurse consultant Clinical leadership part 2: leadership styles. British Journal Of Nursing, 25(9), 522.

Greenleaf, R. K., Senge, P. M., Covey, S. R., & Spears, L. C. (2002). Servant Leadership: A Journey Into the Nature of Legitimate Power and Greatness. New York: Paulist Press.

Hutchinson, M., & Hurley, J. (2013). Exploring leadership capability and emotional intelligence as moderators of workplace bullying. Journal Of Nursing Management, 21(3), 553-562.

Kenny, J. (2012). Leadership: Do your employees know who you are?. Label & Narrow Web, 17(5), 48-50.

Morrison, J. (2016). Nursing Leadership in ACO Payment Reform. Nursing Economic$34(5), 230-235.

Pyc, L. S., Meltzer, D. P., & Liu, C. (2017). Ineffective leadership and employees’ negative outcomes: The mediating effect of anxiety and depression. International Journal Of Stress Management, 24(2), 196-215. doi:10.1037/str0000030

Wong, C. A. (2015). Connecting nursing leadership and patient outcomes: state of the science. Journal of Nursing Management. pp. 275-278. doi:10.1111/jonm.12307.

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