Annotated Bibliography on Nursing Leadership Theories

2021-04-27 11:36:02
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Davies, A., Wong, C. A., & Laschinger, H. (2011). Nurses' participation in personal knowledge transfer: The role of leader-member exchange (LMX) and structural empowerment. Journal of Nursing Management, 19(5), 632-643.

The article examines Kanter's theory by investigating the relations existing among Leader Member Exchange quality or LMX quality, participation of nurses and structural empowerment, in knowledge transfer of knowledge. It describes the use of Kanters theory that enhance morale in a working environment through positive relationship fulfillment and between employees and managers. This includes the qualities of mutual obligation, trust, and respect, leading to the combination of evidence founded practice. The concepts of how structural empowerment and LMX influence the perception of an employee in a firm is examined by the authors. The audience that is intended is the upper-level management, but this can be applied at any level in an organization. The relevancy of the article is that it provide a structural context for leadership. The main weakness is that the participants in the study were small as only 234 responded out of 400 disseminated participants. However, the demographic characteristics involved BSN and diploma nurses having nursing experience. The creation and maintenance of relations in a working environment are essential to nursing.

Mark, B. A., Hughes, L. C., & Jones, C. B. (2004). The role of theory in improving patient safety and quality healthcare. Nursing Outlook, 51(1), 11-16.

The article investigates the theoretical concept of the relationship between staffing and nursing shortages and their adverse outcomes. The paper looks into the meaningful and accurate to develop conceptual frameworks that help in theory development. The authors clearly define the constructs of interest that explicate hypothesized relationship among pointing out and testing the existence of moderators, mediators and variables between adverse events and nurse staffing. The intended audiences is both nursing practitioners and researchers who can disregard these restrictions. The relevancy of the article is that it introduces a new nursing research concept that has never been used when using data. The unique feature of the article is the manner in which it questions the theoretical frameworks validity and results of the theory absence. The advantage is that the article recognizes the importance of a theoretical context for implementing quality healthcare and patient safety improvements.

McGuire, E., & Kennerly, S. M. (2006). Nurse Managers as transformational and transactional leaders. Nursing Economics, 24(4), 179-86.

The article distinguishes nurse managers as transformational and transactional leaders. Every style of a manager was self-examined and reexamined based on employees perception in the style of leadership used. The article analyzes different types of leadership, behaviors and their influence on employees that may cause outcomes that are favorable in an organization. The target audience were transformational leaders whose significance is the effectiveness of their performance. Nurse Managers can be taught these skills in developing a clear vision and creating clear expectations that that inspire stronger commitment to a firm. Managers showing transformational leadership are more likely to have staff nurses who are committed. The committed staff provides more effort by improving the competitive advantage of an organization.

Shirey, M. R. (2006). Authentic leaders are creating healthy work environments for nursing practice. American Journal of Critical Care, 15(3), 256-267.

The article analyzes how authentic leaders can create a healthy working environment for a nursing practice. Authentic leadership implementation affects the nursing profession, workforce, society and health care delivery system. The targeted audience is authentic leaders who are a glue required to hold a healthy working environment. A healthy environment for practicing nursing is important in maintaining an adequate workforce in nursing, high absenteeism and reduces the shortage of nurses. The authentic leaders roles and relationships in a healthy environment are genuineness, believability, compassion, reliability, and trustworthiness. Authentic leaders can create a healthy working environment for practice by engaging staff to encourage positive behaviors. A research to advance the genuine leadership between business and nursing is not fully discussed in nursing practices.

Warrick, D. D. (2011). The Urgent Need for Skilled Transformational Leaders: Integrating Transformational Leadership and Organization Development. Journal of Leadership, Accountability, and Ethics, 8(5), 11-26.

The article analyzes the need for firms to integrate organizational development and transformational leadership. Organizations of all sizes need to have transformational leaders having skills and courage to build and reinvent an organization which, can succeed in the current time of scarce resources and dynamic change. The target audience is the organization leaders, and the relevance of the article is that through the integration of transformational leadership and organizational development that focus on transformation and change, both areas are strengthened. There is also a need for organizations to develop transformational leaders and need to integrate organizational and transformational leadership concepts. Organizational development and transformational leadership are made more practical and clear by benefiting from the need leading to change. The disadvantage of the article is that its transformational leadership theories are not clear on the skills required to transform and change an organization.

Waterman, H. (2011). Principles of 'servant leadership' and how they can enhance practice. Nursing Management, 17(9), 24-26.

The article investigates the servant leadership theory in modern health and the manner in which the practice can be enhanced. It focuses on servant leadership based on vision, community, and service, thus, if service is the aim of leadership, community are the people offered services by leaders and the concepts is the manner that the concepts are connected. The targeted audience is nurses caring and serving patients and their employers to some extent. The relevance of the article is how nursing leader shows servant leadership to his staff and how nurses need to serve their patients. The characteristics of nurse leaders should enable an increased degree in a healthy working environment and nurse engagement. The article encourages active listening conceptualization, persuasion, and awareness to show servant leadership for nurse leaders.

Wong, A., & Laschinger, H. K. S. (2012). Authentic leadership, performance, and job satisfaction: The mediating role of empowerment. Journal of Advanced Nursing, 69(4), 947-959.

The article investigated authentic leadership, its performance, healthy working environment and job satisfaction. I also measures job satisfaction and job performance. Authentic leadership affects the structural empowerment that positively affects job perfection and satisfaction. The target audience were 600 registered nurses since they are the individuals who are directly affected by leadership empowerment and styles of a nurse manager. The relevance of the article is that a stressful working environment usually affects both nurses and patients. A nursing environment that is stressful often leads to the care of low quality to patients because nurses are not contented with their jobs. The importance of the material is that if a healthier environment is restored, patient safety and health outcomes will be improved.

References

Davies, A., Wong, C. A., & Laschinger, H. (2011). Nurses' participation in personal knowledge transfer: The role of leader-member exchange (LMX) and structural empowerment. Journal of Nursing Management, 19(5), 632-643.

Mark, B. A., Hughes, L. C., & Jones, C. B. (2004). The role of theory in improving patient safety and quality health care. Nursing Outlook, 51(1), 11-16.

McGuire, E., & Kennerly, S. M. (2006). Nurse Managers as transformational and transactional leaders. Nursing Economics, 24(4), 179-86.

Shirey, M. R. (2006). Authentic leaders creating healthy work environments for nursing practice. American Journal of Critical Care, 15(3), 256-267.

Warrick, D. D. (2011). The Urgent Need for Skilled Transformational Leaders: Integrating Transformational Leadership and Organization Development. Journal of Leadership, Accountability, and Ethics, 8(5), 11-26.

Waterman, H. (2011). Principles of 'servant leadership' and how they can enhance practice. Nursing Management, 17(9), 24-26.

Wong, A., & Laschinger, H. K. S. (2012). Authentic leadership, performance, and job satisfaction: The mediating role of empowerment. Journal of Advanced Nursing, 69(4), 947-959.

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