Leadership Theories
Leadership theory is an explanation of why and how some people become leaders. A theory focuses on behaviors and the traits that an individual can adopt or incorporate to increase leadership capabilities (Nawaz & Khan, 2016). Different people have formulated several theories over time. The contingency theory of leadership focuses on the leader’s context. The situation determines a leader’s effectiveness, with his or her personality playing as a very minute factor. It suggests that good leaders can situationally adjust. Contingency leadership theory is advantageous because no matter the context or situation the leader is in, they will adjust and be effective. It, however, doesn’t provide enough detail on the context of the situation and psychology of employees and the company. Contingency leadership is needed in nursing. A nurse is supposed to analyze a situation and quickly develop a response or solution (Stanley, 2016). A nurse who is nursing a stable patient then in no time the patient starts having seizures, will need to quickly adjust and effectively take action to help stop the seizure and save the patient’s life.
The participative theory of leadership suggests that the employees of an organization can be involved in decision-making. The leader takes suggestions from the employees and uses them to come up with the best solution. The employees feel motivated and engaged because of their involvement in the organization’s outcomes (Odoardi et al., 2019). It is, however, criticized that it makes the leaders appear unnecessary or weak. Nurses are the first-hand people in every hospital setting. They are the healthcare personnel who spend most of their time with the patients; hence, they can know what they need. With participative leadership, the nurses are given a chance to improve the services to the clients and patient safety since they can understand them better. It also gives them a feeling of appreciation, which motivates them to do their work well.
References
Nawaz, Z. A. K. D. A., & Khan_ Ph.D., I. (2016). Leadership theories and styles: A literature review. Leadership, 16(1), 1-7.
Odoardi, C., Battistelli, A., Montani, F., & Peiró, J. M. (2019). Affective commitment, participative leadership, and employee innovation: a multilevel investigation. Journal of Work and Organizational Psychology, 35(2), 103-113.
Stanley, D. (Ed.). (2016). Clinical leadership in nursing and healthcare: Values into action. John Wiley & Sons.
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