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Participative Leadership

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Leadership styles differ from person to person and most are based on personal experiences. While some may be brought up to be directive others are taught to be cooperative and helpful. According to renowned psychologist Kurt Lewin, there are three main leadership styles, Autocratic, Democratic and Laissez-faire. All of which have their place in developing a strong functional unit. Upon taking the “leadership style quiz”, this author discovered his tendencies for his leadership style is that of a participative leader. A participative (also known as a democratic leader) is someone who is able to accept input by opinions and recommendations from group members, but ultimately has the final say in all decisions (Morgan, 2013). The purpose of this paper is to discuss the various styles of leadership that are needed for the advanced practice nurse (APN) graduate in the clinical setting. Required skill sets

As an APN, there are several skills required in order to be an effective leader. These skills are generally seen in senior nurses but could be applied to the graduate level nurses as well. While demonstrating a dynamic, passionate, motivational influence on others the APN will need to possess these skills which include but are not limited to “problem-solving, maintaining group effectiveness and developing the groups’ identity” (Frankel, 2009). Problem-solving is a skill that comes with increased experiences in a clinical setting, demonstrating knowledge from evidence based practices will develop this skill more rapidly. As for group effectiveness and development of the groups’ identity, the graduate level nurse will need to put aside their ego at times and allow for experienced senior nurses to provide their input and opinions in order to quickly come to a resolution of a proposed situation. Discovery

The democratic leadership style is very similar to that of a servant. Both styles are built upon the idea of building relationships and developing open lines of communication. Colleagues are encouraged to take up responsibility and ownership of tasks (Frandsen, 2013). This author has developed his sense of obligation and expectations of commitments through his services in the military. Through the commitment of skilled professionals, his accomplishments could not have been recognized had it not been for his understanding of teamwork and dedication to the missions.

Other features he possesses are skills in listening, situational awareness, persuasion, foresight, and the growth of others while building a community within the group (Frandsen, 2013). Items that still need development would include most predominantly are acceptance to loss or mistakes and the confidence to make the correct decisions. As the leadership and responsibility role continues to increase, knowledge to accept and overcome the developmental needs will begin to diminish. Conclusion

Though leadership tactics in nursing can change rapidly situation by situation, it is beneficial to the graduate nurse to be as flexible as the situation presents itself. Despite all the studies out there, no definitive leadership theory is most effective. Therefore flexibility in their particular style will be needed to fit the different circumstances (Paterson, 2013). “… The character of the nurse is as important as the knowledge (they) posses.” – Jarvis

“I attribute my success to this – I never gave or took any excuse.” – Florence Nightingale

Frandsen, B. (2013). Nursing Leadership. The American Association of Nurse Assessment Coordination (AANAC), 2. Retrieved from http://www.aanac.org/docs/white-papers/2013-nursing-leadership—management-leadership-styles.pdf?sfvrsn=4 Frankel, A. (2009). Leadership Skills for Nurses. Nursing Times, 104(35), 3. Retrieved from http://www.nursingtimes.net/Journals/2011/08/24/j/n/i/Leadership-Skills-for-Nurses.pdf Morgan, S. (2013). The Three Main Business Leadership Styles. NATA Safety 1st Toolkit(91), 1-2. Retrieved from
http://www.nata.aero/data/files/safety%201st%20documents/etoolkit/safety%201st%20etoolkit%20april2013.pdf Paterson, J. (2013). Leadership styles and thories. Nursing Standard, 27(41), 38-39. Retrieved from http://rcnpublishing.com/doi/pdfplus/10.7748/ns2013.

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