"Diverse Leadership Styles and Skills in Healthcare" is a decent example of a paper on the health system. To align a healthcare-related new product or service with organizational goals and professional standards, there ought to be the employment of effective management and leadership competencies to facilitate its successful implementation (Azaare and Gross, 2011). This paper describes how leadership styles and skills of others I would work with to roll out self-check-in for appointments in outpatient care would support, complement, or contrast my own. This paper also outlines the challenges and opportunities that may arise as a result of working with individuals with different leadership styles and skills in a team or group setting. There are behaviors witnessed among individuals in leadership or management positions in nursing that encourage and as well encourage constructive relationships and conducive surroundings within the workplace.
According to Malloy and Penprase (2010) "Identification and implementation of positive leadership practices promote the creation of a professional work environment that will keep nurses in practice while projecting an accurate image of the discipline that is a reflection of both the science and art of nursing" (p.
716). Adopting a transformation style of leadership in nursing has been proved to encourage the creation of constructive associations, ensure dedication among nurses to their work, and also leads to feelings of contentment. Employees in an institution where leaders have adopted a transformational style of leadership are also contented with the leaders they have. This translates to increased motivation hence increased productivity. Therefore, a transformational style of leadership would be imperative in effecting a self-check-in system for appointments in outpatient care. Such a style would help create good relationships that are vital in effecting change within health institutions.
Effective people skills are good examples of skills that would encourage a more constructive culture within the nursing field. Effective communication, listening, and mobilization skills are imperative in promoting teamwork and collaboration among employees (McAleer, 2010). A welcoming culture within nursing is also important as it ensures employees learn from one another and learn the essence of trust and confidence (Coutu and Beschloss, 2009). These skills would also support the implementation of a self-check-in for appointments. Subsequently, there are challenges and opportunities that may arise due to differences in leadership styles among individuals.
Working with individuals with different leadership styles can cause conflicts among team or group members. Team members may disagree on the way forward due to the divergences presented by differences in leadership. Group members may also take sides and support different viewpoints in regard to how group issues ought to be managed hence causing rifts in the group. Conflicts within the group may also arise as group leaders disagree on how leadership responsibilities should be shared (Lundy and Janes, 2009).
Other than challenges, it is worth pointing out that working in such environments presents team members with tremendous and outstanding openings or chances in regard to training as well as expertise advancement. Having more than one individual in leadership within a group or team ensures that the team receives varied viewpoints on issues (Lundy and Janes, 2009). In conclusion, a transformational style of leadership promotes a more conducive environment within the nursing field characterized by constructive relationships among nurses and feelings of contentment. This style of leadership would therefore support and complement the introduction of a self-check-in system for appointments in outpatient care.
Important skills include people skills such as communication and listening skills. Working with individuals with different leadership styles can lead to conflicts within groups. On the other hand, the advancement of skills and knowledge can be achieved as different leaders have different views on issues hence expanding knowledge within the group.
Azaare, J., & Gross, J. (2011). The nature of leadership style in nursing management. British Journal of Nursing (BJN), 20(11), 672–680.
Coutu, D., &Beschloss, M. (2009). Why teams don’t work. Harvard Business Review, 87(5), 98–105.
Lundy, K. S., & Janes, S. (2009). Community Health Nursing: Caring for the Public's Health. London, UK: Jones & Bartlett Publishers.
Malloy, T., &Penprase, B. (2010). Nursing leadership style and psychosocial work environment. Journal of Nursing Management, 18(6), 715–725.
McAleer, D. (2010). How a soldier takes on community health care. Harvard Business Review, HBR Blog Network. Retrieved from http://blogs.hbr.org/2010/11/how-a-soldier-takes-on-communi/