Leadership in Nursing – Transformational Leadership and Emotional Intelligence

Leadership in Nursing – Transformational Leadership and Emotional Intelligence

Response to Post 1

Hello,

You made a good point about transformational leadership (TL) and emotional intelligence (EI) in nursing, especially in home health agencies. EI helps leaders and their team to regulate their emotions and those of the team members. EI is, therefore, important in improving the dynamics within the healthcare provider team. It also improves conflict resolution among team members. Further, effective emotional landscape navigation improves communication and teamwork. The effects of EI go beyond stress reduction. Notably, EI also promotes a culture of understanding and empathy. This has been shown to reduce burnout. Furthermore, it leads to increased job satisfaction among nurses.

Your discussion on TL also highlights its impact on career advancement and job satisfaction. Indeed, leaders who provide opportunities for ongoing professional growth inspire and motivate their team members. Subsequently, a motivated workforce reduces turnover and increases job satisfaction (Niskala et al., 2020). Besides ensuring and encouraging competence among nurses and other staff, this leadership style inspires innovation and continuous patient care improvement. Research has strengthened the link between TL and work outcomes. It has shed light on the importance of leaders who support the growth of their teams.

To elaborate, combining TL with EI results in a strong leadership framework that can improve the standard of care. Effective leaders can create an environment conducive to knowledge translation and evidence-based practices by using TL and EI (Salem & Fitzpatrick, 2023). They can ensure that their team is equipped to deliver excellent patient-centered care. This can be done by fostering a culture of innovation. This all-encompassing approach to leadership shows the importance of leadership in nursing. Ultimately, it benefits the nursing staff and improves patient health outcomes.

References

Niskala, J., Kanste, O., Tomietto, M., Miettunen, J., Tuomikoski, A. M., Kyngäs, H., & Mikkonen, K. (2020). Interventions to improve nurses’ job satisfaction: A systematic review and meta‐analysis. Journal of Advanced Nursing, 76(7), 1498-1508. https://doi.org/10.1111/jan.14342

Salemo, C., & Fitzpatrick, M. M. (2023). Nurse leader development programs: A best-practice framework. Nursing Management, 54(9), 35-46. https://doi.org/10.1097/nmg.0000000000000050

Response to Post 2

Hello,

You make a good point about Florence Nightingale’s leadership and its impact on nursing today. Her focus on training and sanitation created the bedrock for safe hospitals and evidence-based medicine. Nightingale was revolutionary with data collection and statistical analysis. She collected and analyzed health data to support hospital reforms. This technique is key to today’s quality improvement in healthcare.

Leadership in nursing, as you noted, is crucial. The link between transformational leadership and higher nurse satisfaction shows the significance of leaders in inspiring and motivating their teams (Lauritzen et al., 2022). Beyond boosting morale, transformational leaders create an environment where professional growth and innovation can thrive. This is essential for adapting to the changing healthcare landscape. On the other hand, the impact of laissez-faire leadership you experienced shows the importance of active and engaged leaders.

As mentioned in your post, authentic leadership is about transparency. Ethical behavior and real relationships can add to the work environment and patient care. Additionally, authentic leaders build trust and create a culture of integrity and accountability. Servant leadership, where the leader’s primary goal is to serve, can also be very effective in nursing (Best, 2020). This style puts the team and patients first and creates a culture of empathy and collaboration.

Good leadership has a direct impact on patient safety and outcomes. This is clear from your example of the nurse manager using a transformational approach to solve the fall rate issue. Positive changes in staff performance and patient care come from leaders who interact with their teams. They also listen to their problems and apply evidence-based solutions. This approach not only improves short-term metrics but also creates a healthcare team that is agile and resilient enough to deal with new challenges down the line.

References

Best, C. (2020). Is there a place for servant leadership in nursing? Practice Nursing, 31(3), 128-132. https://doi.org/10.12968/pnur.2020.31.3.128

Lauritzen, H. H., Grøn, C. H., & Kjeldsen, A. M. (2022). Leadership matters, but so do co-workers: A study of the relative importance of transformational leadership and team relations for employee outcomes and user satisfaction. Review of Public Personnel Administration, 42(4), 614-640. https://doi.org/10.1177/0734371X211011618

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POST 1

MAIN DISCUSSION POST

Leadership in nursing is pivotal in shaping healthy work environments and ensuring high-quality patient care, especially in a home health agency setting where nurses often work independently and face unique challenges. Emotional intelligence (EI) is critical for nursing leaders as it enhances their ability to manage their own emotions and understand and influence the emotions of others. This improves communication, conflict resolution, and team cohesion (Goh et al., 2021). In our home health agency, I observed a nurse manager who effectively used EI during a high-stress period when there was a sudden influx of patients. She could de-escalate conflicts between staff members and maintain a positive working environment by remaining calm and empathetic. Her ability to listen actively and provide support helped staff feel valued and motivated, improving team performance and patient care.

Transformational Leadership and Emotional Intelligence

Transformational leadership (TL) involves inspiring and motivating staff through a shared vision, encouraging professional development, and fostering an environment of innovation and change. TL behaviors are linked to higher job satisfaction and reduced nurse turnover rates (Shen & Jiang, 2022). A director of nursing at our agency exemplified transformational leadership by regularly holding vision-sharing sessions, recognizing staff achievements, and providing opportunities for professional growth through training programs. Her leadership resulted in increased staff engagement and lower turnover rates, contributing to a more stable and productive work environment.

These leadership behaviors have greatly enhanced job satisfaction, reduced turnover rates, and improved patient care. The supportive and motivating environment created by these leaders has empowered nurses to perform at their best, leading to better health outcomes for our patients. The role of effective leadership is further underscored by studies such as Wong and Laschinger (2015), which highlight the importance of supportive leadership behaviors in mitigating job strain and improving retention and commitment among nursing staff. Similarly, Chan et al. (2023) emphasize that leadership behaviors are crucial in fostering an environment that encourages evidence-based practice and knowledge translation, thereby enhancing the overall quality of care.

Our leaders’ application of these behaviors has had a noticeable impact on our home health agency. For instance, our nurse manager’s use of EI has significantly improved team morale and communication. By addressing emotional needs and conflicts effectively, she has created a supportive environment that encourages collaboration and reduces stress among staff. Similarly, the transformational leadership demonstrated by our director of nursing has fostered a culture of continuous improvement and professional development. She has motivated the team to strive for excellence and embrace innovative practices by sharing a clear vision and recognizing individual contributions.

References:

Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.

Chan, R. J., Knowles, R., Hunter, S., Conroy, T., Tieu, M., & Kitson, A. (2023). From evidence-based practice to knowledge translation: What is the difference? What are the roles of nurse leaders? Seminars in Oncology Nursing, 39(1). https://doi.org/10.1016/j.soncn.2022.151363Links to an external site.

Goh, Y. S., Ang, E. N. K., Della, P., Chua, Y. P., & Kang, K. J. (2021). Nursing teamwork in a hospital setting: A concept analysis. Journal of Clinical Nursing, 30(3-4), 497-510. https://doi.org/10.1111/jocn.15554

Shen, H., & Jiang, X. (2022). Transformational leadership and turnover intention in Chinese nurses: The mediating role of trust and job satisfaction. Journal of Nursing Management, 30(1), 47-55. https://doi.org/10.1111/jonm.13335

Wong, C. A., & Laschinger, H. K. S. (2015). The influence of frontline manager job strain on burnout, commitment, and turnover intention: A cross-sectional study. International Journal of Nursing Studies, 52(12), 1824-1833. https://doi.org/10.1016/j.ijnurstu.2015.09.006

POST 2

Florence Nightingale is often credited as the founder of modern nursing and fondly known as the Lady with the Lamp tending to wounded soldiers in the Crimean War throughout the night.  Her focus on stringent washing of the hands by the treating nurses helped to improve the mortality rate of soldiers and was often credited with bringing forth the seed of evidence-based practice.  Yet, an often-neglected contribution of Nightingale was her leadership which was transformational by the training of nurses and advocating for safer hospital environments (Broome & Marshall, 2017).  Fast forward to the present day, the beacon of Nightingale still shines and is more relevant in steering the hospital through turbulent waters.

Now more than ever as there are varying styles of leadership, the need for a leader is greater as it has been shown a manager’s leadership style and approach may impact not only staff performance but hospital performance metrics (Mohammad Mosadegh Rad & Yarmohammadian, 2006).  The systematic study by Specchia et al. (2021) found that of the selected studies there was a statistically significant correlation of 88% in which leadership style impacted nursing satisfaction.  The gist of the study found that transformational had the greatest positive correlation, while a passive-avoidant and laissez-faire had a negative correlation, and lastly transactional was ambiguous (Specchnia et al., 2021).  Unfortunately, from personal experience, I can attest to the negative effects of a laissez-faire approach in which the nursing morale was low due the indifference shown by the manager reflected in difficulty communicating the needs of nursing and the unit.  This led to a higher turnover ratio due to numerous staff resigning.

Similarly, a descriptive correlational study with bivariate and regression analyses by Merrill (2015) found transformational leadership in creating a safer working environment for both patient and staff.  In contrast, it was found that a laissez-faire approach was detrimental to unit socialization while creating a culture of blame and finger pointing due to the lack of guidance by a competent leader (Merrill, 2015).  This study of transformational leadership increasing patient safety recalls when surveys by CDPH and OSHA was conducted on the in-patient psychiatric unit.  For the most part, the unit did relatively well except for a few recommendations to increase patient safety which were addressed.  Yet due to the transformational approach a total remodeling was done by installing ¾ of a door in the bathrooms, metal toilets, and cone shaped door knobs.

Fortunately, I have a nursing manager who utilizes a transformational approach.  Transformational leadership is one of the best leadership styles as it promotes employee development and autonomy by empowering staffing thus increasing working motivation and morale (Yoder-Wise, 2019).  Thus, transformational leadership inspires others to work as a team with a clear vision and goal.  This was the case when the unit was experiencing an increased trend in falls.  The nursing manager reinforced the fall protocol strategies through reinforcements and re-education and within 3 months or so the fall rate stabilized and decreased.

References:

Broome, M., & Marshall, E. S. (2017). Transformational leadership in nursing: From expert clinician to influential leader (2nd ed.). New York, NY: Springer

Merrill, K. C. (2015). Leadership style and patient safety. The Journal of Nursing Administration, 45(6), 319–324. https://doi.org/10.1097/nna.0000000000000207Links to an external site.

Mohammad Mosadegh Rad, A., & Hossein Yarmohammadian, M. (2006). A study of relationship between managers’ leadership style and employees’ job satisfaction. Leadership in Health Services, 19(2), 11–28. https://doi.org/10.1108/13660750610665008Links to an external site.

Specchia, M. L., Cozzolino, M. R., Carini, E., Di Pilla, A., Galletti, C., Ricciardi, W., & Damiani, G. (2021). Leadership styles and nurses’ job satisfaction. results of a systematic review. International Journal of Environmental Research and Public Health, 18(4). https://www.mdpi.com/1660-4601/18/4/1552Links to an external site.

Yoder-Wise, P. S. (2019). Leading and managing in nursing (7th ed.). Mosby.