Leadership revised

LEADERSHIP
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Leadership
More often passion is aroused with leadership. The mere study and exercise of leadership arouse passion since leadership puts to balance our values. In fact, the term leadership is value-laden. Defining the current workplace generations differ and researchers continue to study whether there is a clear-cut measure to establish who fits that definition. Nonetheless, various researchers have agreed on some of the basic assumptions in this field with a basis on the year one was born. Torres (2017) describes adaptive leaders as those that, “anticipate change, prepare for it, and often make change happen in the direction they want to go.” These leaders adjust to “weak signals,” which, “operate similarly to the needle on a barometer, where movement indicates the impending change.” Moreover, leaders who are adaptive make the best at discovering nonconformist and revolutionize agents within their workplaces. The author points out that this kind of managers makes small gambles before going into big ones. This kind of leadership and management cuts across structural and cultural boundaries. The paper highlights some of these traits and also discusses the importance of transformational leadership. Additionally, it will provide some strengths and weaknesses of the leadership style (Adair, 2013, 217).
Leadership being a diverse field has meant that different theories have been accepted in an attempt to examine how subordinates should be handled.

In this section, a literature review of several styles of leadership is discussed; servant leadership, authentic leadership, transformational leadership, and transactional leadership. These leadership styles will feature attitudes and actions that provide stronger leadership behaviors for proficient strategic leadership. Various theories have been developed in attempting to explain management and team leadership (Jaworski, 2011, 12).
An essential approach to clinical practice is transformational leadership. Transformational leadership primarily falls into the broader category of ethical leadership. The key considerations of moral leadership are integrity, fairness, altruism, humbleness, empathy, healing, personal development, justice, equity, and empowerment. …insists that the most important relationship is one between the leader and their followers in enhancing the motivation which directly impacts productivity. A weak relationship with other members would reduce the approachability and contribute to poor performance due to the lack of motivation. The leader should create a good rapport to make it possible for the team members to understand the shared visions. The trait is useful in situations of conflict resolution and problem-solving procedures (Day, 2014, 216).
A leader should have an attribute that is of a general description to the rest of the other workers. The leader should be charismatic and possess good communication skills that his colleagues will positively relate to in the organization. Charisma is an essential attribute that will enable other workers in the organization to perform to their full potential. It can be argued that workers in the organization will perform better if the leadership style of the executives is right and beneficial to them (Iszatt-White& Saunders, 2017, 143). In some aspects, cultural differences might not hinder the perspective of leadership quality if the executive employs a positive style that is acceptable to the rest of the workers in an organization. Cultural differences in leadership might not hinder the progress of a company if an executive uses his experience to relate positively to other workers. Transformational leadership is considered a vital factor in championing good working relations in a company. According to Porter-O’grady& Malloch (2010, 113), increasing awareness of ethical issues and assisting people in resolving conflicting issues should be the principal concern of a leader. This can be made possible by improving the motivation levels of the followers, particularly as it pertains to appealing of ideas and moral values which include equality and justice. Additionally, transformational leaders should aspire to avert the spread of fear, greed, jealousy, and hatred among their followers.
Prosser (2010, 31) put forward some four aspects of transformational leadership. The first one is the leader’s charisma or influence. This element is mainly concerned with the perception of the followers towards their leader. The leader can inspire other individuals to achieve what they thought was not possible. Transformational leadership demands that the leader exhibit impeccable communication skills and one who promotes a good relationship to inspire others. The second aspect is inspirational motivation, and it involves the ability of the leader to convey an appealing and inspiring vision of the future. Motivating the team members will interpret to success (Northouse, 2013, 34). The leader aims to ensure that the team members remain focused on achieving the set targets and maintain the will to complete these goals. The third aspect is intellectual stimulation and can be illustrated in the degree to which the leader authenticates inferences, takes risks and, gets ideas from followers. The leader should provide an environment where the team members can become innovative and share ideas. The fourth and last aspect is an individualized consideration or the degree to which the leader listens to, and is empathetic to the needs of their followers. The leader should be easily approached in cases where people may need to solve problems, provide a recommendation or submit essential updates in the clinical setting (Schein, 2010, 39).
Importantly, transformational leadership, as its name suggests, transforms people into a group. Leaders using this style frequently inspire their followers to perform to their full range or even beyond their capabilities Successful leaders can cultivate that kind of influence and persuasion with their followers to the extent that they abandon their self-interests for the benefit of the entire group Hartley, & Benington (2010, 44) highlight that transformational leadership is not only a process of inspiration between individuals but also one of obtaining needed power to alter social systems, organizations, and institutions. The leader should have the capability to transform the structure of the organization by eliminating the weaknesses and focus on the strengths and new opportunities.
Conflict can be catastrophic to an organization if not managed properly. Transformational leaders typically dedicate energies towards shaping, expressing, and mediating disputes among their follower groups. Intrinsically, they try to find ways to generate healthy conflicts from which shared ideologies actualize environments that drive teams and organizations towards the achievement of organizational objectives. Therefore, transformative leaders are not only worried about the ethical and moral improvement of their followers, but they are also concerned with achieving social reforms in their organizations. Through this process, the leaders and their followers are both positively impacted (Carroll, Ford, & Taylor, 2015, 87).
Transformational leadership allows this method to stands out in its ability to swiftly evaluate a firm’s current state and frame a vision for its enhancement. Transformational leaders can relay their vision appropriately to the members of the firm as well as the stakeholders involved. The organization’s activity information is accessible to everyone. The leader can identify the specific areas that need improvement and mobilize others to address these issues. Further, this type of leadership also augments the pace of change through innovative approaches. Such leaders help refine the vision of an organization to support it in improving performance and becoming competitive in the various markets.
Besides, this type of leadership plays an important role in creating a workplace where the individuals have a good work ethic with enthusiasm. Such an environment permits the team members to become hardworking and also promotes innovation. The team members will, in turn, become self-motivated and the approach yields efficiency. They become productive through the delivery of quality services. The organization undergoes a positive shift in almost every department that is after the direction of the leader’s direction and approach to transformation. An important trait to achieving such a transformation is the charisma possessed by a leader to stimulate emulation by the team members (Bishop, 2009, 204).
It also promotes incentive in others which will, in turn, lead to the development of passion from the followers. Passion is a vital attribute that makes transformational leaders inspire an improvement in performance. During circumstances where an organization is marred by difficulties, such leaders hang on their passion for aligning the perspective of other subordinates towards a positive trajectory. The strategy proved to be successful in situations where a company may change leadership with the aim of salvaging the company from failure. A leader who practices the transformational type of leadership would help in such an occurrence (Banfield, Eriksson, & Walkingshaw, 2017, 72).
Even though, one of the major setbacks of transformational leadership is the ability to focus on detail orientation. The visionary leader may lack knowledge on how to execute the small task that cumulatively contributes to the success of the organization. Such leaders require support from lower level managers in the oversight of various activities in the organization. The lower level managers should have the vision of the leader to enable harmony of individual and cumulative success. Alternatively, the leader can seek help from other leaders to form a team where each leader employs a different leadership style. The different skills can help mask the weakness of others. For example, a transactional leader who is detail oriented can support a visionary, transformational leader (Klenke, Martin, & Wallace, 2015, 62).
Transformational leaders are driven by passion and emotion to help in igniting motivation among others. A setback that is observed is the inability of such leaders to scrutinize the facts thoroughly. They may not focus on the entire truth and reality. Such leaders need a team of individuals who can assess the feasibility of some of the proposed projects. The support team can focus on research and logical reasoning to endure that the leader does not overindulge in enthusiasm without truth.
ISBAR tool
This is a tool that is used to communicate critical information. In the clinical setting, the tool is used to assist in the transition of patient information from one medic to another. It involves several steps. The first step is identification which is important in ensuring that every individual involved in the handover process id recognized to reduce any confusion or the occurrence of errors. The identification of the involved nurses or physicians who have played a role in the diagnosis and treatment management of the patient. The identification of the medical professionals also involved important in large hospitals where many medics are present including those new to the institution.
The next step is patient situation assessment. This allows the medic is taking over to understand what the patient is going through. The professional medical handing over the patient information presents a summary of the important information such as the vitals and diagnosis results if any. The summary can also include whether the patient has been under any medication or any allergies that may affect the patient. Further, the situation assessment can include information on why the patient is experiencing certain symptoms and the progress achieved. The situation assessment is brief and should not exceed a few minutes as the handing over professional communicates the situation (Kozieret al., 2014, 779). The next step is the finding out the patient’s background information. The aim is to look asses any drug history, family history, previous hospital visits, the occupation, and past activities of the patient. The background data can help the medical professional in placing into context what may be the cause of the patient’s illnesses. Any related clinical information that has affected the patient is essential in the next step of the tool which involves assessment. A proper background analysis may also reduce the occurrence of misdiagnoses.
The next step is the assessment of the patient. At this stage, the medic handing over may provide the assessment of the patient. The intention is to give a brief on what may be the reason for the patient illness. The assessment is based on the analysis of the medical findings. In the operating room, the medical professional handing over should only mention important information in the assessment that is relevant to the patient’s condition to ensure that there is the least deviation that may lead to misdiagnoses (Kozier et al., 2014, 779).
The next step is the recommendation of what should take place in the management of the patient. The medical professional can communicate what can be done to improve the condition of the patient. The medical professional can also suggest the urgency of the required intervention required. It is also at this point where consult can take place. A specialist may be present, and it is the responsibility of the handing over medic to provide any relevant information and initiate a discussion that may contribute to an improvement of the patient’s condition. The recommendations should, however, be brief and accurate based on clinical significance.
This is a model that is employed in quality improvement. The model can be used in the clinical practice where nurses can focus can help improve the quality of healthcare services offered in an organization. F.O.C.U.S is an abbreviation for a problem-solving strategy that involves five steps. The fists step is finding a process that needs solving. The nurse can identify the challenging section in the delivery of healthcare services such patient compliance. The nurse needs to collect any relevant information that relates to the challenge observed (Buchbinder, & Shanks, 2012, 124).
The next step would be to organize a team that would help in the improvement of the identified challenge. The group may be the departmental nurses where the challenges experienced. Organizing the group to help improve the services would also assist in brainstorming on the strategy to use in problem-solving. After selection of the team, the next step would be clarification on the steps to improve the identified problem. The clarification process is communicated to the team, and the expected outcomes are displayed. It is at the clarification stage that the performance process is outlined (Papp, 2015, 16).
The next step would be to understand the variation that may occur in the implementation of the quality improvement. The nurses could also identify the cause of the variation and devise ways to reduce its occurrence. It is also important to understand some of the factors that have led to the rise of the observed challenges. The nurses can then prioritize the aspects that should be addressed first. The result could be the development of a list of possible solutions that may cumulatively resolve the challenges.
The next step would be to select specific solutions that need to implement. The previous processes may have led to several recommendations which imply that the most effective approaches should be adopted. The solution selected should be communicated to every team member to allow harmony in the realization of the expected improvement. The last step would be an assessment of the solution selected. The outcome is analyzed and then compared to the goals that were set in quality improvement (Zuzelo, 2010, 268).
The P.D.C.A. abbreviation incorporates the that represents the steps in the implementation process. The first step involves planning how to execute the changes. The plan can be scripted, and stages of progress assessment identified. The plan should also include the responsibilities of each team member’s o allow accountability of each member’s actions. Further, the plan should include a timeline of when the process should be complete. The result is a commitment from every member in achieving the selected objectives (International Conference On Education And Educational Technology, & Wang, 2011, 40)
The next step is implementing the plan. The team members work towards quality improvement strategies as directed by the plan. Doing the plan mostly involves following instructions set by the team leader on the agreed upon strategy. The execution is followed by monitoring of the process. This process involves checking whether the proposed outcomes have been achieved within the selected timelines (Chiarini, 2012, 109). This process can be done by a special team to help improve the speed of completion of the process. Additionally, any challenges in the problem-solving procedures identify at this point. In case of any dispute, they can only be highlighted through process monitoring. The last step would be to act upon the identified results of the progress checking.It is important to include a recommendation from other team members to ensure that the best solutions for quality improvement are adopted (MUNRO, 2009, 70).
The patient who is the main client is rarely involved in quality improvement in the clinical setting while adopting this model. The model should allow the involvement of the important stakeholders in the improvement process. Additionally, the model and allows chronological execution of the steps. Failure to follow the steps correctly may jeopardize the quality improvement process (Gupta, & Valarmathi, 2009, 331).
As stated earlier, a transformational leader can swiftly identify a situation, and this is an added advantage in the pre-operative area. The leader will quickly assess the situation in a handover situation. The leader will understand what the patient situation and set the goals of management within a short time. The transformational leader is also able to mobilize the different specialists in the pre-operative area and delegate roles to each of them (Kaye, Fox, & Urman, 2012, 127).
Additionally, a transformational leader is recognized for the ability to inspire others and stimulate motivation. The leader is capable of translating the goals of challenging conditions that require concentration, and commitment. The transformational leader ensures that there are collaboration and enthusiasm in achieving the goals of the intervention selected (Kaye, Fox, & Urman, 2012, 127). The team in the preoperative room is comfortable and proactive during the execution of the process. This leads to the creation of personal responsibility that ensures the treatment plan goes according to plan.
Further, they help create productivity among team members. One of the methods employed by the transformational leader is the development of a F.O.C.U.S.-P.D.C.A. approach in the handover ISBAR process. The transformational leader is able to delegate roles and lay out the execution of intervention through a detailed F.O.C.U.S.-P.D.C.A. chart. The resulting effect would be the presence of a motivated team with specific instructions and goals envisioned by the transformational leader. Such a leader could be essential in the clinical setting in the preoperative area (Kaye, Fox, & Urman, 2012, 127).In conclusion, leadership plays an important role I the clinical setting. The type of leadership style adopted can determine the success of an organization. Transformational leadership stands out as an approach to inspires change. However, it is faced with several challenges. The paper has also discussed the ISBAR tool in relation to the handover process in the clinical setting such as in operating rooms. Additionally, the paper has also discussed the importance of implementing the F.O.C.U.S.-P.D.C.A. methodology in quality improvement.

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