This document discusses leadership in nursing. It begins with an introduction to leadership and definitions of leadership. It then covers various leadership theories, types of leadership in nursing including transactional and transformational leadership. It also discusses leadership styles, qualities of nursing leaders, and functions of nursing leaders. The document outlines challenges to nursing leadership and provides recommendations. It concludes by stating that good nursing leadership can positively impact patient outcomes.

1. BY
NURSE USMAN ABUBAKAR
RN,RAEN,PGDBA,BNSC,MSC
AT
NURSING DEPARTMENT
CLINICAL PRESENTATION.
FMC,BIRNIN KEBBI.
23rd AUGUST,2019

2. MAJOR OUTLINES
 Introduction
 Definitions
 Leadership theories in nursing
 Types of leaderships in nursing
 Leadership styles
 Qualities of leadership
 Functions of leadership
 Challenges of leadership
 Recommendations
 Conclusion
 References

3. INTRODUCTION
 Nursing is a dynamic and challenging profession
requiring engaging and inspiring role models and
leaders. In today's ever changing and demanding
healthcare environment, identifying and developing
nurse leaders is one of the greatest challenges faced by
the nursing profession. Maxwell E (2017)
 One thing is certain: success hinges on good
relationships between leaders and teams.

4. Introduction contd.
 The concept of leadership is a complex and multi-
dimensional phenomenon; research conducted for
over a century concludes that although it is one of the
most observed concepts, no universally accepted
definition or theory of leadership actually exists
 . However, leadership in nursing entails the ability of
the Nurse leaders to be able to influence the behavior
of his/her subordinates so that they do what is
expected of them during their nursing practice.

5. LEADERSHIP THEORIES
 Great-Man theories-CARLYLES[1841] Stated that a
leader is a person who is endowed with unique
qualities that capture the imagination of the masses.
 Trait theories-BINGHAM[1927]-Explained leadership
in terms of traits of personality and character of a
person.
 Situational theories-STOGDILL[1975] The leader is the
product of the situation, not the blood relatives or son
of the previous leader

6. CONVECTIONAL DEFINITIONS
 Leadership is the ability to influence men and secure
results through emotional appeals rather than through
the exercise of authority Mason [1934]
 Leadership is the activity of persuading people to co-
operate in the achievement of a common objective.
Koontz et al [1995].
 Leadership implies influencing change in the conduct
of people J.B Nash [1929]

7. DEFINITION OF LEADERSHIP IN
NURSING
 leadership in nursing can be defined as a dynamic
process in a group (Nurses) whereby the Nurse leader
influences or induces other subordinates to contribute
voluntarily to the achievement of group task in a given
situation. It must be noted that in a give situation
leadership is supreme in coordinating power. Scully
N.J 2015

8. TYPES OF LEADERSHIP IN NURSING
 Transactional leadership
 Transformational leadership
There has been great interest in the contrast between
transactional and transformational leadership
following the work of Burns (1978).

9. TRANSACTIONAL LEADERSHIP
 Transactional leadership is a behavioral model where
leaders ensure that work is completed through either
reward or sanction,

10. TRANSFORMATIONAL LEADERSHIP
 Transformational leadership is a motivational model
where leaders seek to trigger motivation in individuals
rather than get them to undertake a particular task.
Bass and Avolio (1990) describe transformational
leadership as the four ‘i’s:

11. TRANSFORMATIONAL CONTD.
 Individualized consideration – identifying the needs
of individual members of staff;
 Intellectual stimulation – question the status quo and
present new ideas;
 Inspirational motivation – present a vision in which
people can achieve their personal goals through
meeting the organization’s goals;
 Idealized influence – role model the behaviors.

12. LEADERSHIP STYLES
 Leadership style is the way in which the manager or a
leader exercises his leadership role.
 Traditionally, leadership styles are classified in three
categories:
 Autocratic leadership
 Democratic leadership
 Laser fair type of leadership

13. GENERAL QUALITITIES
 Discipline
 Indignation
 Vision
 patience and endurance
 Common sense
 Fellowship
 Sense of humor
 Decisiveness
 Discretion
 Fortitude
 Inspirational power
 Humility
Myles Munroe[1993]

14. QUALITIES OF LEADERSHIP IN
NURSING
 Energy
 Emotional stabilities
 Knowledge of human relation
 Empathy
 Objectivity
 Personnel motivation
 Communicative ability
 Teaching ability

15. QUALITIES CONTD.
 Social skill
 Technical competence
 Research will
 NOTE-A leader should be able to plan, coordinate,
lead and control. He/She should be ready to learn at
all times, be current in new skills and knowledgeable.

16. FUNCTIONS OF LEADERSHIP IN
NURSING
 A Nurse leader should be an exemplary figure and should
act as a mentor to her subordinates.
 She should give supervision to the nursing students to
maintain and improve standards.
 She should support practice of registered nurses to
maintain and improve standard of care.
 She should be able to enhance professional relationship
among health workers.

17. FUNCTIONS CONTD.
 CONFLICT RESOLUTION
 This is inevitable in the workplace.
 The Nurse leader should enhance relationship within
individuals, between individuals, groups and
organization with opposing views, ideas assumption
and motive.

18. FUNCTIONS CONTD.
 TRANSFORMING PUBLIC IMAGE
 The Nurse leaders are to make sure that positive image
of nursing is promoted with all resources available.
 Making feedback of public perspectives which can
bring challenge to the delivery of quality nursing care.
 Nurse leader must be trust worthy capable, reliable
and conscientious care giver.

19. FUNCTIONS CONTD.
 BUDGETING
 Budget is a quantitative statement of the business
venture and operations that is expressed in financial
terms for a specified period.
 The Nurse leader should have full consideration of all
the operations in the hospital, the personal cost, all
the expenses including the resources needed and the
revenue generated.

20. CHALLENGES OF LEADERHIP IN
NURSING
 The nurse and nursing profession
 Inadequate training for student nurses and lack of
update training for professional ones
 Inconsistent policy on health issues
 Unconducive work environment
 Inefficiency and in effectiveness of nursing leaders
 Unionism challenges e.g NANNM issues

21. CHALLENGES CONTD.
 Intra-inter professional rivalry
 Believes and values of clients
 Societal demands on the nurses
 Inadequate human resources

22. RECOMMENDATIONS
1. Adaptation and dedication to one’s profession
2. Advocacy of continuous education
3. Good politics and administration
4. Commitment of nurse leaders to good professional
image
5. Advocacy of good practical nursing services

23. RECOMMENDATIONS CONTD.
 Practice of good unionism
 Nurses should be conscious of societal demand
 Supply of adequate human resource s
 Prevention, management of stress and burnout
 Provision of adequate security

24. CONCLUSION
 There is some evidence that good leadership can have
a positive impact on patient outcomes through
creating the conditions, which allow nurses to reach
their full potential and build both personal and
organizational resilience in the face of unexpected or
increased workload. The evidence suggests that nurse
leaders should adapt their leadership behaviors:

25. REFERENCES
 Aderibigbe AM [2016] leadership ; A compendium and
expository studies.
 Cummings GG et al (2010) The contribution of hospital
nursing leadership styles
 Farouk UA,[2018] Leadership in Nursing, prospects and
challenges
 Havig AK et al (2011) The effects of leadership and ward
factors on job satisfaction in nursing homes.
 Hayward D et al (2016) A qualitative study of experienced
nurses’ voluntary turnover: learning from their
perspectives.
 Sashkin, MG (2003) Leadership That Matters – The Critical
Factors for Making a Difference in People’s Lives and
Organisations’ Success.