Proffesional Nursing – Coursework Example
Professional Nursing due: Most leadership models being used today are derived from the traditional top-down, bureaucratic paradigm. These models were developed to match an economy focused on physical production but are not well suited for a knowledge-oriented economy. In the complex healthcare system today, complexity and servant leadership is recommended for implementing effective administration (Uhl-Bien, 2012).
With regards to power, traditional leadership is focused on a controlling approach that ignores other external forces such as the welfare of the employees (Newsome, Waldo & Gruszka, 2012). Leadership in a complex system, however, should acknowledge that there are many forces that shape the nursing profession (Ray, 1998). These include technology, research and politics and economics among others. In a complex system, acknowledging and incorporating these factors is important both in handling patient matters and employee concerns. Traditional leadership, by ignoring these factors, makes administration in nursing ineffective.
Complexity leadership also facilitates positive change in the institution. Leaders are more adaptive to pressures in the systems, hence at a better position of attaining progress as compared to the traditional models of leadership. Traditional leadership models insist on top-down flow of information thus restricts progress in an institution while responding poorly to pressures in the system. Traditional leadership approaches are also based on a reductionist paradigm that focuses on dividing complex problems into small sections and solving each independently (Shirley, 2011). However, in the complex nursing environment, this approach is not applicable because interdependent factors produce complex results that can only be understood, in the same way.
However, complexity leadership is not easily implemented in an institution because managers are usually reluctant to let go of control. Most leaders also feel they are going against the “normal” way of leadership, therefore, are usually reluctant to adopt the complexity model of leadership (Crowell, 2011). Some employees may also think of great leaders as those who are strict and controlling, which may also impede the implementation of a complexity leadership model.
Crowell, D.M. (2011). Leadership in complex nursing and health care systems. In A. Davidson, M. Ray, & M. Turkel (Eds.). Nursing, caring, and complexity science (pp. 199-211). New York: Springer Publishing Company
Newsome, S., Waldo, M., & Gruszka, C. (2012). Mindfulness group work: Preventing stress and increasing self-compassion among helping professionals in training. The Journal for Specialists in Group Work, 37(4), 297-311.
Ray, M. A. (1998). Complexity and nursing science. Nursing Science Quarterly, 11(3), 91- 93.
Shirley, N. (2011). Reflective questions. A. Davidson, M. Ray, & M. Turkel (Eds.). Nursing, caring, and complexity science (pp. 212-214). New York: Springer Publishing Company.
Uhl-Bien, M. (2012, November 1). Complexity Leadership in Healthcare Organizations. Retrieved March 16, 2015, from http://c.ymcdn.com/sites/www.plexusinstitute.org/resource/resmgr/files/complexity_l eadership_plexus.pdf