Trait	Example
Articulation	Able to express oneself clearly
Visionary	Leaders are forward thinking and strive to anticipate changes in order to provide best practice environments
Passion	By openly sharing optimism and enthusiasm, leaders gain the cooperation and support of others
Persistence	Leaders do not fear failure, and they understand that patience and determination are required to lead change and accomplish goals

B. Leadership Styles

1. Situational leadership styles

a. Telling style

1) Useful with persons who lack knowledge or competency for a task but are willing to try

2) Requires

a) Significant amount of direction to subordinates

b) Considerable attention to defining roles and goals

b. Participating style

1) Useful with persons who possess competency and ability for tasks but lack commitment or motivation to try

2) Requires

a) Shared decision-making

b) Facilitation and communication from leader

c) High support, low direction

c. Selling style

1) Useful with persons who possess partial competency and ability for tasks but are unwilling and unmotivated to try

2) Requires

a) Leader direction and “coaching”

b) Personnel “buy in” to the task

d. Delegating style

1) Useful with persons who possess competency and ability for tasks and are self-motivated to try

2) Requires

a) Identification of problem or goal by leader

b) Personnel responsibility for carrying out response

2. Transactional versus transformational leadership¹ (Table 45-2)

a. Transactional

1) Relationship between leaders and followers

2) Exchanges one thing for another

b. Transforming

1) Purpose is to convert followers into leaders

2) Seeks potential motives in followers

3) Goal is to satisfy higher needs

3. Alternative leadership styles²

a. Maximum climate and business performance are generally achieved by individuals who have mastered four key styles (Table 45-3)

b. Other styles (see Table 45-3)

1) Pacesetting

2) Coercive

Table 45-2 TRANSACTIONAL VERSUS TRANSFORMATIONAL LEADERSHIP

Transactional Leaders	Transformational Leaders
1. Approach their followers with an eye to trading one thing for another 2. Recognize what it is that followers want to get from work and try to ensure that they get it if their performance merits it 3. Exchange rewards and promises for follower’s efforts 4. Are responsive to follower’s immediate self-interests if they can be met by getting the work done	1. Visionary leaders who seek to appeal to their followers’better nature and move them toward higher and more universal needs and purposes 2. Change agents 3. Raise our levels of awareness and consciousness about the significance and value of designated outcomes and ways of reaching them 4. Enable others to transcend their own self-interest for the sake of the team, organization, or larger polity

Transactional Leaders

Transformational Leaders

1. Approach their followers with an eye to trading one thing for another

2. Recognize what it is that followers want to get from work and try to ensure that they get it if their performance merits it

3. Exchange rewards and promises for follower’s efforts

4. Are responsive to follower’s immediate self-interests if they can be met by getting the work done

1. Visionary leaders who seek to appeal to their followers’better nature and move them toward higher and more universal needs and purposes

2. Change agents

3. Raise our levels of awareness and consciousness about the significance and value of designated outcomes and ways of reaching them

4. Enable others to transcend their own self-interest for the sake of the team, organization, or larger polity

Table 45-3 ALTERNATIVE LEADERSHIP STYLES

Authoritative	Democratic
1. Mobilizes people with a vision 2. “Come with me” 3. Possesses self-confidence, empathy 4. Successful when new vision or clear direction required 5. Impact on workplace: strongly positive	1. Forges consensus through participation 2. “What do you think?” 3. Utilizes collaboration, team leadership, and communication skills 4. Works best to build buy-in or get input from valuable employees 5. Impact on workplace: positive

Affiliative	Coaching
1. Creates harmony and builds emotional bonds 2. “People come first” 3. Possesses empathy, communication, and relationship-building skills 4. Works best when there is a need to heal rifts or motivate people during stressful circumstances 5. Impact on workplace: positive	1. Develops people for the future 2. “Try this” 3. Able to develop others; uses empathy and self-awareness 4. Works best to help employee improve performance or develop long- term strengths 5. Impact on workplace: positive

Pacesetting	Coercive
1. Sets high standard of performance 2. “Do as I say, now” 3. Is conscientious, driven to achieve 4. Works best to get quick results from a highly motivated and competent team 5. Impact on workplace: negative	1. Demands immediate compliance 2. “Do what I tell you” 3. Driven to achieve 4. Works best in a crisis or with problem employees 5. Impact on workplace: negative

II. STAFF LEADERSHIP COMPETENCIES

Staff leadership competencies involve ethical concepts, the art of delegation, processes of critical thinking, communication abilities, skill as a change agent, and mentoring. The concepts and behaviors of each of these are identified in Tables 45-4 through 45-9.

Table 45-4 ETHICAL CONCEPTS AND BEHAVIORS

Concepts/Definitions	Behaviors
1. Ethics is the systematic study of what a person’s conduct and actions should be with regard to himself or herself, other human beings, and the environment 2. Registered nurses are bound by a professional code of ethics 3. The emergency nurse provides care based on philosophical and ethical concepts; these concepts include reverence for life, respect for the inherent dignity, worth, autonomy, and individuality of each human being, and an acknowledgment of the diversity of all people 4. Registered nurses must be principle-centered leaders and individuals	1. Deliver care in a manner that preserves and protects the patient’s dignity, autonomy, and rights 2. Maintain patient confidentiality within legal and regulatory parameters 3. Act as a patient advocate 4. Deliver care in a nonjudgmental and nondiscriminatory manner that is sensitive to patient diversity; understand and apply the following ethical principles: a. Autonomy: the right to make one’s own choices and have those choices respected b. Beneficence: the duty to help others by doing what is best for them Only gold members can continue reading. Log In or Register to continue Share this: Click to share on Twitter (Opens in new window) Click to share on Facebook (Opens in new window) Related Related posts: Genitourinary Emergencies Shock Emergencies Disaster Preparedness and Response Cardiovascular Emergencies Stay updated, free articles. Join our Telegram channel Tags: Emergency Nursing Core Curriculum Nov 8, 2016 \| Posted by admin in NURSING \| Comments Off on Professionalism and Leadership Full access? Get Clinical Tree Get Clinical Tree app for offline access Get Clinical Tree app for offline access

Concepts/Definitions

Behaviors

1. Ethics is the systematic study of what a person’s conduct and actions should be with regard to himself or herself, other human beings, and the environment

2. Registered nurses are bound by a professional code of ethics

3. The emergency nurse provides care based on philosophical and ethical concepts; these concepts include reverence for life, respect for the inherent dignity, worth, autonomy, and individuality of each human being, and an acknowledgment of the diversity of all people

4. Registered nurses must be principle-centered leaders and individuals

1. Deliver care in a manner that preserves and protects the patient’s dignity, autonomy, and rights

2. Maintain patient confidentiality within legal and regulatory parameters

3. Act as a patient advocate

4. Deliver care in a nonjudgmental and nondiscriminatory manner that is sensitive to patient diversity; understand and apply the following ethical principles:

a. Autonomy: the right to make one’s own choices and have those choices respected

b. Beneficence: the duty to help others by doing what is best for them