¶ … leadership is a theory, developed by Paul Hersey and Ken Blanchard, that argues "successful leaders should change their leadership styles based on the maturity of the people they're leading and the details of the task" (MindTools, 2014). This contrasts with most views prevailing in leadership scholarship, which tend to argue that leaders will have one leadership style. The underlying argument that Hersey and Blanchard are making is that in this world, there are so many different situations that arise that a single leader with just one leadership style will never be as effective as a leader who can adapt his/her style to suit the situation. According to the Hersey-Blanchard situational leadership theory, there are four main leadership styles -- telling, selling, participating and delegating. These are then applied to four different maturity levels. The authors argue that at the lowest maturity level, the leader needs to focus on telling/directing, and then this goes up to a high maturity level where people can work on their own. Those people require leadership that is focused on delegating (MindTools, 2014). The middle levels require leadership styles such as selling, where the worker has limited ability and lacks motivation, so needs that sort of coaching from the leader. At maturity level three, which is where a lot of people are, participating is required. The participating...
This is pretty much the principle of situational leadership, because task behavior is also an important variable, but also because the different employees have differing maturity levels. Most workers in health care are at least at the second level of maturity, which is characterized by followers who are willing to work on a task but maybe need help to complete it properly. For many jobs, there is a high learning curve, so many employees start at this level and move up to level 3. At level 2, situational leadership calls for "selling," where the leader explains the decision, the rationale, and seeks to motivate people that way. There might also be some teaching involved, a holdover from the lowest maturity level, but that depends on whether the task is high directive or low directive (Schermerhorn, 1997).
Nursing The greatest challenges facing nursing leadership and the profession as a whole include, but are not limited to, "highly political environments, budget reductions, changing reimbursement patterns, staffing shortages, and rapidly evolving technological advances," (Schmidt, 2006, p. 34). In addition to these environmental and organizational challenges, nurses and nurse leaders contend with issues related to communications, public relations, and personal psychological barriers to greatness. Nurses are endowed with more formal and
Nursing, Leadership and Management Case Analysis Source of motivation The nursing career is a challenging one and needs a lot of motivation and determination in order for one to continue in the quest to offer the service to those who need it and stay motivated and even motivate others. There are varied sources of my motivation in the nursing field. The most important is the intrinsic motivation source. It is described as
How do you think that leadership would be different for a person who leads only persons between 18 and 35 years of age compared with a person whose followers are mostly over the age of 40? What strategies would you recommend for a person who becomes the leader of a mixed group? There are significant differences between employees from various age groups in nursing as well as more generally within
Nursing Leadership The task that awaits a newly hired nurse unit manager in this particular care facility is going to be challenging. With nurses complaining out loud about assignments, and with nurses calling in sick, being late to work and not being productive, the new unit manager has her hands full. This paper uses scholarly literature to propose steps to be taken to get the care facility back to operating the
Nursing Leadership Theories NURSING LEADERSHIP: COMPARISON AND ANALYSIS OF CONCEPTS & THEORIES The work of Cherie and Gebrekida (2005) report that there is both formal and informal leadership in that managers are formally "delegated authority, including the power to reward or punish. A manager is expected to perform functions such as planning, organizing, directing (leading) and controlling (evaluating)." On the other hand, informal leaders are "not always managers performing those functions required
Nursing Leadership As nursing has moved toward professionalization, roles for nurses in leadership positions have been created. Historically, the roles of charge nurse, nurse manager, nurse educator, and nurse leader, have existed to coordinate and improve care delivery. In recent times, advanced practice nursing education has been introduced in order to formalize and improve performance of this role, in order to ensure evidence-based practice and improve patient care outcomes. While the
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