Leadership Theory of Nursing Shortage

A variety of leadership styles have the potential to be effective in a healthcare setting. Often, a flexible leadership style is appropriate for an overall job where individual situations may necessitate a different set of skills. Nursing is an especially fluid field. Each day presents a separate challenge that must be dealt with independently. What works in one situation, may be ineffective in another. In the case of a nursing shortage in the operating room, a transformational style of leadership is most effective.

Strong leadership correlates to higher levels of organizational commitment. Additionally, higher levels of positive leadership correlate to a positive work environment (Aarons, 2006). Organizational commitment helps lower turnover rates, which is one of the primary contributing factors to the problem of nursing shortages. Therefore, it is clear that strong leadership skills can form the basis for a fully-staffed operating room. The focus from there needs to be on the specific type of leadership that is most effective.

Transactional leadership focuses more on goal setting with the necessary consequences. This style of leadership reinforces a good work ethic, extra effort, and other ideal criteria (Aaron, 2006). Transactional leadership is a more technical and less personal process than transformational leadership and employees may not feel as engaged in their company.

Transformational leadership is based on motivation and an inspiration. Leaders of this style often employ interpersonal skills to motivate their employees or followers to produce high-quality work. This style of leadership is particularly useful when close supervision is employed, as a close relationship allows for the most influence (Aarons, 2006). Though, overall, transformational leadership could be effective for any type of leader. Even leaders of a large organization, who are fairly detached from their employees, may exhibit these traits by setting an example, or appealing to a higher cause, such as “the good of the hospital,” or “the good of the patients.”

This case study will examine the issue of nursing shortages in operating rooms. Nursing shortage refers to the literal number of nurses on staff and in the profession. It is also limited by the number of properly qualified nurses. The effect of the nursing manager’s leadership style is more important than it initially seems. In a study on the global nursing shortage, Professor Nardi stated, “Nursing managers are responsible for the retention of their staff nurses once they are recruited; thus, leadership styles exhibited by leaders are a major contributing factor to a nurse’s decision…” (Nardi & Gyurko, 2013). Having too few nurses can put stress on the entire team, so the way the managing nurse handles the situation is very important.

A transformational leader and a transactional leader would handle a nursing shortage in the operating room very differently. Transformational leadership allows for higher employee engagement (Myler, 2013). A managing nurse using this style of leadership would explain the situation to her employees and encourage everyone to pitch in a little extra. This nurse would stay positive and inspire others to follow suit. In contrast, a transactional leader might simply explain what needs to get done. There would be benefits or consequences based on the completion of tasks. One of these styles is clearly more effective than the other.

In the case of a nursing shortage, a transformational leadership style would be significantly more effective. High-stress situations, like most operating rooms, require a high level of focus and positivity. While it is true that there are certain tasks that need to be completed and certain consequences if not, focus on those consequences is not productive. Instead, it is better to encourage everyone to put in the extra effort necessary simply for the sake that it needs to be done. This supports a positive, helpful atmosphere that is absolutely essential to nursing.

References

Aarons, G. A. (2006, August). Transformational and transactional leadership: Association with attitudes toward evidence-based practice. Psychiatric Services, 57(8). doi:10.1176/appi.ps.57.8.1162

Marquis, B., & Huston, C., (2012). Leadership roles and management functions in nursing: Theory and application (7th ed). Philadelphia, PA: Lippincott Williams & Wilkins.

Myler, L. (2013, October 25). Moving from transactional to transformational -- Why employee engagement matters. Forbes. Retrieved from http://www.forbes.com/sites/larrymyler/2013/10/25/moving-from-transactional-to-transformational-why-employee-engagement-matters/

Nardi, D. A., & Gyurko, C. C. (2013). The Global Nursing Faculty Shortage: Status and Solutions for Change. Journal of Nursing Scholarship, 45(3), 317-326. doi:10.1111/jnu.12030