Evaluating Leadership Theories in Practice- Comparing Emotional Intelligence and Transformational Leadership in Healthcare Settings
For the quality provision of healthcare services, the nurses are required to work in a healthy working environment that is motivating. Nursing leadership and administrative roles directly impact the nursing staff’s motivation to serve. The key insights I got from the articles I selected included, first, that leaders have an essential role in creating a healthy working environment for the staff and, hence, determine the individual experiences of their staff (Saleh et al., 2018). Secondly, good leadership is associated with decreased burnout among the staff as the leaders empower and motivate their nurses rather than dictate them to do their roles (Tran et al., 2018). Transformational leaders, unlike transactional leaders, should motivate and inspire the employees to carry out their roles as expected.
Time last year, I witnessed a situation where the leadership skills and behaviours of the leaders created an ample working environment for their staff. Two trained nurse leaders made it difficult for a newly employed registered nurse. There were complaints that the two did not want to assist the newly employed nurse, and they would sit down all day to make stories rather than work. Instead of criticizing the two nurse aides, the nurse in charge of the unit called them together with the newly employed nurse to hear from them. The nurse in charge asked the two nurse aides to be kind to the new nurse and help him do his job appropriately. The nurse in charge went ahead to instruct the two nurse aides to be responsible for the activities in the ward and help guide the new nurse. The nurse was motivated to do his job and worked well with the two nurse aides a week later. In the illustrated situation, the nurse in charge applied remarkable leadership skills to solve the conflict. According to Wei et al. (2019), a leader should be a good listener and communicator. The nurse in charge listened to both parties and allowed the two nurse aides to recognize their mistakes rather than expelling them.
References
Saleh, U., O’Connor, T., Al-Subhi, H., Alkattan, R., Al-Harbi, S., & Patton, D. (2018). The impact of nurse managers’ leadership styles on ward staff. British journal of nursing, 27(4), 197-203. https://doi.org/10.12968/bjon.2018.27.4.197
Tran, K. T., Nguyen, P. V., Dang, T. T., & Ton, T. N. (2018). The impacts of the high-quality workplace relationships on job performance: A perspective on staff nurses in Vietnam. Behavioral Sciences, 8(12), 109. https://doi.org/10.3390/bs8120109
Wei, H., Roberts, P., Strickler, J., & Corbett, R. W. (2019). Nurse leaders’ strategies to foster nurse resilience. Journal of Nursing Management, 27(4), 681-687. https://doi.org/10.1111/
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Question 
Discussion 1: Leadership Theories in Practice
A walk through the Business section of any bookstore or a quick Internet search on the topic will reveal a seemingly endless supply of writings on leadership. The formal research literature also teems with volumes on the subject.
Evaluating Leadership Theories in Practice- Comparing Emotional Intelligence and Transformational Leadership in Healthcare Settings
However, your observation and experiences may suggest these theories are not always so easily found in practice. Not that the potential exists; current evidence suggests that leadership factors such as emotional intelligence and transformational leadership behaviours, for example, can be highly effective for leading nurses and organizations.
Yet, how well are these theories put into practice? In this Discussion, you will examine formal leadership theories. You will compare these theories to observed behaviours and discuss their effectiveness in impacting your organization.