Running head: TIME MANAGEMENT assessment 1 TIME MANAGEMENT assessment 2 Time Management Assessment Student’s Name: Course Title: Leadership in a Diverse Society Professor’s Name: Date: Time Management Assessment Time management is one of the most important traits effective leaders should possess. Unlike money which can be recovered by the use of alternative means, time is the most valuable since it is impossible to regain it once wasted. No single person has the power to stop, speed-up, or slow down time and, therefore, leaders should take great caution when managing their time. It is important for leaders to learn this skill to be effective in their leadership. Time management assessment enables leaders to examine how they spend their time and identify the various areas of their leadership that they need to improve on by implementing ways in which they can save time and stop wastage of time in their tasks. Leaders should, however, be careful not to spend much time color-coding their duties, preparing time-saving spreadsheets or coming up with priority lists since they can end up in bad habits or wasting the time they are trying to save. After conducting a time management self-assessment, I scored 27 points which showed that there were some areas in leadership where I need to improve on. This research paper analyzes my time management self-assessment, the leadership theory that best describes my leadership style, and a comparison of management and leadership. The self-assessment results on time management showed that my time management skills needed to be improved by looking into the suggestions provided in the time management assessment template. Most people lie between a score of 22 and 28 which shows that the individuals need to gather more skills in time management. Those who score between 30 and 36 are said to be excellent in their time management and are in a position to assist others to manage their time. A score of 20 and below would mean that the individuals are disorganized and need to prioritize the acquisition of time management skills. The assessment template provides suggestions on some of the skills effective leaders should possess. Leadership Theories on Time Management Leaders face challenges in managing their time and in most cases, they find themselves having too much work to do while the available time is so little or having so much time that makes them plan to do different tasks at a later date. There are several modern theories that can be used to help leaders get a solution for the ultimate problem of time management and enable them to be more effective. These include the Parkinson’s Law, the Pareto principle, and the Pickle Jar Theory. However, the Pickle Jar theory clearly describes my leadership style. This theory demonstrates how somewhat unimportant duties easily consume much of individuals’ time and prevents them from satisfactorily attending to more important duties (Mulder, 2017). An illustration.

1. Running head: TIME MANAGEMENT assessment
1
TIME MANAGEMENT assessment
2
Time Management Assessment
Student’s Name:
Course Title: Leadership in a Diverse Society
Professor’s Name:
Date:
Time Management Assessment
Time management is one of the most important traits effective
leaders should possess. Unlike money which can be recovered
by the use of alternative means, time is the most valuable since
it is impossible to regain it once wasted. No single person has
the power to stop, speed-up, or slow down time and, therefore,
leaders should take great caution when managing their time. It
is important for leaders to learn this skill to be effective in their
leadership. Time management assessment enables leaders to
examine how they spend their time and identify the various
areas of their leadership that they need to improve on by
implementing ways in which they can save time and stop
wastage of time in their tasks.
Leaders should, however, be careful not to spend much time
color-coding their duties, preparing time-saving spreadsheets or
coming up with priority lists since they can end up in bad habits
or wasting the time they are trying to save. After conducting a
time management self-assessment, I scored 27 points which
showed that there were some areas in leadership where I need to

2. improve on. This research paper analyzes my time management
self-assessment, the leadership theory that best describes my
leadership style, and a comparison of management and
leadership.
The self-assessment results on time management showed that
my time management skills needed to be improved by looking
into the suggestions provided in the time management
assessment template. Most people lie between a score of 22 and
28 which shows that the individuals need to gather more skills
in time management. Those who score between 30 and 36 are
said to be excellent in their time management and are in a
position to assist others to manage their time. A score of 20 and
below would mean that the individuals are disorganized and
need to prioritize the acquisition of time management skills.
The assessment template provides suggestions on some of the
skills effective leaders should possess.
Leadership Theories on Time Management
Leaders face challenges in managing their time and in most
cases, they find themselves having too much work to do while
the available time is so little or having so much time that makes
them plan to do different tasks at a later date. There are several
modern theories that can be used to help leaders get a solution
for the ultimate problem of time management and enable them
to be more effective. These include the Parkinson’s Law, the
Pareto principle, and the Pickle Jar Theory. However, the Pickle
Jar theory clearly describes my leadership style.
This theory demonstrates how somewhat unimportant duties
easily consume much of individuals’ time and prevents them
from satisfactorily attending to more important duties (Mulder,
2017). An illustration of this theory includes a pickle jar that is
filled with water, sand, pebbles, pebbles, and rocks. The inside
part of the jar represents the available time while contents in
the jar represent the time management (Mulder, 2017). The sand
represents the less important tasks in people’s schedules while

3. the rocks represent the most important projects which require
more attention (Njagi and Malel, 2012). Leaders need to learn
how to identify the more important tasks to give them more
time.
Comparison of Management and Leadership
Leadership can be defined as the ability of an individual to
influence the behavior of others (Northouse, 2018). In
organizations, leadership enables employees to be motivated
and work towards the accomplishment of organizational
objectives (Northouse, 2018). Leadership involves a high level
of imagination where leaders are willing to take risks to achieve
their goals. It as people-oriented and focus on the achievements
that individuals would have after undertaking various tasks.
Additionally, leaders approach problems to provide solutions
and motivate others to formulate creative ways of solving
different tasks (Northouse, 2018). Leaders focus on getting the
right things done.
Management on the other hand, includes controlling and
directing a group of people towards the accomplishment of a
certain task (Drucker, 2012). Managers tend to focus on the
goals of the organization, maintaining the existing structures,
and utilizing the available resources. Managers rely on their
intelligence, analysis, and will. The most important part of
management is the accomplishment of tasks.
In addition, managers focus on the work being done and the
expected outcomes rather than the individuals doing the work
(Drucker, 2012). They manage individuals in an organization by
creating policies and strategies that are combined with ideas
that are given to a team of individuals to achieve a certain
result. Managers empower their subordinates by encouraging
them to give their views on various issues (Drucker, 2012).
They are risk-averse and most follow the set guidelines to reach
accomplish the goals of the organizations.

4. Conclusion
Time management assessment enables individuals to identify
the save saving techniques as well as the activities that lead to
time wastage. It is only possible to manage time well if an
individual is aware of the various acts which would be regarded
as time wasting. Leaders should be equipped with skills to
identify the various ways of saving time. Time saving activities
may vary from one organization to another depending on the
activities that are undertaken in the respective organizations.
Activities such as doing one task at a specific time, establishing
priorities, setting deadlines, avoiding and avoiding useless
activities such as gossip at work may be helpful in saving time.
On the other hand, procrastination, poor prioritizing, unrealistic
deadlines, poor planning, and poor organization were identified
to be some of the factors that result in time wastage.
References
Drucker, P. (2012). The practice of management. New York:
Routledge.
Mulder, P. (2017). Pickle Jar Theory. Retrieved [2017] from
Tools Hero: https://www. toolshero. com/effectiveness/pickle-
jar-theory.
Njagi, L. K., & Malel, J. (2012). Time management and job
performance in selected parastatals in Kenya. Australian Journal
of Business and Management Research, 2(5), 19.
Northouse, P. G. (2018). Leadership: Theory and practice. New
York: Sage publications.
Running head: TYPE YOUR SHORTENED TITLE 1
TYPE YOUR SHORTENED TITLE
4

5. Type Your Title
Your Name
Chamberlain University College of Nursing
NR435/436/443 Community Health Nursing
Term Month and Year
Type Your Title Here
Type your one-paragraph introduction here, and remove all
yellow highlighted instructions. Update the course number on
the title page. The introduction should be interesting and
capture the reader’s attention. Introduce the assigned
community setting and briefly identify CHN role(s) in this
setting. Identify vulnerable population(s) served in this setting.
Include a purpose statement.
See the APA file in Resources for additional writing resources
such as the APA Annotated Paper and the Chamberlain
Guidelines for Writing Professional Papers.
Community Setting
Describe the assigned community setting in two to three
paragraphs, including vulnerable population(s) served. Discuss
three health services provided a CHN in the assigned setting.
Support with textbook or scholarly source. Cite your source
and include a complete reference on the reference page.
Health Promotion Nursing Intervention
Describe in detail health promotion intervention(s) that a CHN
could implement in the assigned community setting. (two to
three paragraphs). Identify people/organizations/community
members this CHN role may collaborate with in health
promotion interventions. Support this health promotion
intervention with at least one peer-reviewed journal article and
cite your source (Author[s], year) in the body of your paper.
Include the full APA reference for the article(s) in the reference
page.

6. Professional Nursing Organization
Provide a detailed description of a professional nursing
organization related to the assigned community setting. (two
paragraphs). Search the text, your article, or the Internet for one
professional organization that supports nurses in this CHN role.
Provide a detailed description of this organization in your own
words. If you can’t find an organization specific to this group,
search the American Nurses Association website for information
on this setting. Cite the organization in the body of the text with
(Organization Name, year), and include a complete reference on
the reference page. Discuss one professional issue that this
organization is addressing related to the assigned community
setting.
Summary
End with a summary and conclusion (one paragraph). In one
well-developed paragraph, summarize important points from the
body of your paper including the setting and CHN role(s),
health promotion intervention(s), and professional organization.
End with a concluding statement.
No matter how much space remains on the page, the references
always start on a separate page (insert a page break after the
conclusion so that the references will start on a new page).
References
Type your references in alphabetical order here using the
hanging indents set up here. Include all references cited in your
paper. This must include one scholarly peer-reviewed journal
article that was discussed above. Also reference the professional
organization you discussed (a URL link is not sufficient) and
the text if you discussed it above. See your APA Manual and the
resources in your APA folder in Course Resources for reference
formatting.
Nies, M. A., & McEwen, M. (2019). Community/Public health
nursing: Promoting the health of populations (7th ed.). St.
Louis, MO: Saunders/Elsevier.

7. Running head: TYPE YOUR SHORTENED TITLE 1
TYPE YOUR SHORTENED TITLE
4
Type Your Title
Your Name
Chamberlain University College of Nursing
NR435/436/443 Community Health Nursing
Term Month and Year
Type Your Title Here
Type your one-paragraph introduction here, and remove all
yellow highlighted instructions. Update the course number on
the title page. The introduction should be interesting and
capture the reader’s attention. Introduce the assigned
community setting and briefly identify CHN role(s) in this
setting. Identify vulnerable population(s) served in this setting.
Include a purpose statement.
See the APA file in Resources for additional writing resources
such as the APA Annotated Paper and the Chamberlain
Guidelines for Writing Professional Papers.
Community Setting
Describe the assigned community setting in two to three
paragraphs, including vulnerable population(s) served. Discuss
three health services provided a CHN in the assigned setting.

8. Support with textbook or scholarly source. Cite your source
and include a complete reference on the reference page.
Health Promotion Nursing Intervention
Describe in detail health promotion intervention(s) that a CHN
could implement in the assigned community setting. (two to
three paragraphs). Identify people/organizations/community
members this CHN role may collaborate with in health
promotion interventions. Support this health promotion
intervention with at least one peer-reviewed journal article and
cite your source (Author[s], year) in the body of your paper.
Include the full APA reference for the article(s) in the reference
page.
Professional Nursing Organization
Provide a detailed description of a professional nursing
organization related to the assigned community setting. (two
paragraphs). Search the text, your article, or the Internet for one
professional organization that supports nurses in this CHN role.
Provide a detailed description of this organization in your own
words. If you can’t find an organization specific to this group,
search the American Nurses Association website for information
on this setting. Cite the organization in the body of the text with
(Organization Name, year), and include a complete reference on
the reference page. Discuss one professional issue that this
organization is addressing related to the assigned community
setting.
Summary
End with a summary and conclusion (one paragraph). In one
well-developed paragraph, summarize important points from the
body of your paper including the setting and CHN role(s),
health promotion intervention(s), and professional organization.
End with a concluding statement.
No matter how much space remains on the page, the references
always start on a separate page (insert a page break after the
conclusion so that the references will start on a new page).
References

9. Type your references in alphabetical order here using the
hanging indents set up here. Include all references cited in your
paper. This must include one scholarly peer-reviewed journal
article that was discussed above. Also reference the professional
organization you discussed (a URL link is not sufficient) and
the text if you discussed it above. See your APA Manual and the
resources in your APA folder in Course Resources for reference
formatting.
Nies, M. A., & McEwen, M. (2019). Community/Public health
nursing: Promoting the health of populations (7th ed.). St.
Louis, MO: Saunders/Elsevier.
Running head: Emotional intelligence
1
Emotional intelligence
2Impact of Emotional Intelligence on Leadership in Healthcare
Student’s Name:
Course Title: Leadership in a Diverse Society
Professor’s Name:
Date:
Impact of Emotional Intelligence on Leadership in Healthcare
Emotional intelligence (EI) can be defined as the ability of
individuals to understand and control their emotions and those
of other individuals around them (Peter, 2010). The degree of
individuals’ emotional intelligence is measured by the extent to
which they can control both their emotions and those of other
individuals. Leaders with high emotional intelligence are like to

10. succeed in their tasks. Leaders with low emotional intelligence
are likely to shout at their subordinates when under stress while
those with high emotional intelligence stay calm and in control
to first make an assessment of the situation (Peter, 2010). This
skill is important to healthcare leaders for it enables them to
effectively manage their team by understanding their emotions
through engagement thereby keeping the team motivated. It is
essential in conflict resolution where the leader creates
workable solutions for difficult issues facing the team (Peter,
2010). this research analyzes the impact of emotional
intelligence on the enhancement of effective leadership in
healthcare. Emotional intelligence is critical in enhancing
effective leadership of healthcare leaders (Goodwin, 2013).
Theories of Emotional Intelligence
Goleman’s EI Performance Theory
The model was proposed by Goleman who suggested that
emotional intelligence is a combination of competences and
skills which are based on self-awareness, social awareness, and
relationship management (Peter, 2010). He suggested that
individuals with high emotional intelligence are aware of their
emotions, able to control their emotions, adaptable,
achievement-oriented, have a positive outlook, influential,
empathetic, promote teamwork, manage conflict, inspire their
teams, and are aware of their organization. These elements
enable leaders to be effective in their leadership. They can build
strong teams through their good communication skills, conflict
resolution, and problem-solving skills.
Bar-On’s EI Competencies Theory
The model suggests that emotional intelligence is an
interconnected behavior developed through social and emotional
competences (Peter, 2010). Competences affect an individual’s

11. behavior and performance. This model highlights that emotional
intelligence is based on stress management, decision-making,
interpersonal skills, self-expression, and self-perception. The
other aspects proposed are self-regard, independence,
assertiveness, awareness of one’s emotions, self-actualization,
problem-solving, social responsibility, flexibility, empathy,
impulse control, emotional expression, interpersonal
relationships, optimism, and stress tolerance. These skills are
critical for the success of leaders in the field of healthcare. The
skills enable them to effectively manage their teams since the
issues that break most teams are conflicts and leaders who are
emotionally intelligent are excellent problem solvers.
Emotional Intelligence in Healthcare Leaders
Leaders in the modern healthcare industry are faced by various
complexities in their work environment which can easily derail
their careers (Goodwin, 2013). It may be difficult for them to
only depend on sheer intelligence to help them the anxieties of
family as well as patients, regulatory complexities, challenges
of diagnosis and finding the best treatment, and financial
constraints. This challenging work environment faced by
healthcare leaders may result in intent or word
misunderstandings, difficulty in determining the impact of
actions of both leaders and their subordinates, and issues of
organizational culture (Heffernan et al., 2010). Despite facing
financial and clinical challenges, healthcare leaders are mostly
dominated by interpersonal issues with their colleagues or
patients.
Healthcare leaders have two types of skills that are critical for
their success, namely; hard and soft skills. Hard skills include
the technical skills mostly gained in training. Examples of hard
skills include administration skills in facilities management,
systems, and financial matters (Tyczkowski et al., 2015). Soft
skills, on the other hand, include professionalism, and

12. interpersonal communication skills which are in most cases not
formally emphasized extensively in training. Soft skills rely on
emotional intelligence and are useful in all professions since
they relate to individuals’ personal and social conduct which is
useful in job performance (Tyczkowski et al., 2015. Emotional
intelligence skills build both individuals’ personal competence
as well as social competence which are critical aspects of
leadership. Therefore, emotional intelligence skills form a
foundation of healthcare leaders’ success both personally and
professionally.
I took the emotional intelligence quiz and scored 14 out of
possible 20. Results from the El Quiz shows that emotional
intelligence can be improved through practice. This means that
leaders will improve their emotional intelligence if they keep on
practicing and get to higher levels which would improve their
effectiveness in leadership further. This can be compared with
Heffernan et al.’s (2010) argument that healthcare organizations
should adopt strategies that build on strong emotional
intelligence to help leaders to most effective leaders. Therefore,
promotion of a leader’s emotional intelligence would have a
great effect on building the emotional intelligence of the team
members. The El Quiz would enable leaders to understand their
behavior, use a constructive voice towards employees’ personal
views, tolerates stress, and take into account the essential views
of colleagues to succeed in their workplace (Goodwin, 2013).
Emotional intelligence is, therefore, critical in the construction
of effective leadership.
Conclusion
Emotional intelligence in the leadership of healthcare
organizations has been said to be effective in promoting
workplace success. The effectiveness of leadership is mostly
measured by the performance of an organization and the
inherent working atmosphere. Emotional intelligent leaders are
very effective in their leadership for they understand their

13. emotions and that of their co-workers which is critical for a
harmonious working environment. Their decisions and
interactions are well thought to ensure that every individual in
the organization is not negatively affected by the decisions of
their leaders. Therefore, emotional intelligence enhances
effective leadership in healthcare environments.
References
Goodwin, N. (2013). Leadership in health care: a European
perspective. New York, NY: Routledge.
doi.org/10.4324/9780203970218
Heffernan, M., Quinn Griffin, M. T., McNulty, S. R., &
Fitzpatrick, J. J. (2010). Self‐compassion and emotional
intelligence in nurses. International journal of nursing
practice, 16(4), 366-373. doi.org/10.1111/j.1440-
172X.2010.01853.x
Peter, P. C. (2010). Emotional intelligence. Wiley International
Encyclopedia of Marketing. New York, NY: Wiley Online
Library. doi: org/10.1002/9781444316568.wiem04017
Tyczkowski, B., Vandenhouten, C., Reilly, J., Bansal, G.,
Kubsch, S. M., & Jakkola, R. (2015). Emotional intelligence
(EI) and nursing leadership styles among nurse
managers. Nursing Administration Quarterly, 39(2), 172-180.
DOI: https://doi.org/10.1097/NAQ.0000000000000094
Running Head: ENFJ PERSONALITY TYPE 1
ENFJ PERSONALITY TYPE 4

14. ENFJ Personality Type
Student
Professor
Leadership in a Diverse Society
Institution
Date
ENFJ Personality Type
Personality Types
When one seeks to understand an individual, they seek to know
who these people are. This includes understanding their
preferences, their characters, how they make decision, their
perceptions of life and other people’s choices amongst many
others. It is from a combination of all these things that one
identifies their own personality or that of others. Qualities that
make up the character of an individual are their personality
while personality types are a combination of personalities that
define human beings.
ENFJ Personality Type
After going through the questions and giving responses I
deemed appropriate on different aspects of my life and
pertaining to how I view things such as decisions, company,
comfort zones and personal space preferences, I ended up with
the ENFJ personality type with 3%, 69%, 6% and 41%
respectively on each of the letters above. In full these words
represent; Extravert, Intuitive, Feeling and Judging. According
to these percentages, I do not show any preference for
extraversion over introversion. This simply means that I may at

15. same occasions in different times exhibit characteristics of an
introvert or an extravert.
Also, I depend more on intuition than I do depend on sensing.
This makes me more acceptance of ideas and imaginations than
I am of facts and anything concrete. From words said, for
instance, I would gather more from what the other person chose
not say. This makes me prone to make decisions based on
abstract ideas more compared to presented facts. As far as
feelings are concerned, I tend to slightly prefer feeling over
thinking. I think this is what I fail to understand as being an
imaginative and full of ideas I should naturally be a thinker,
which I believe I am and hence not fully sold to the result.
Finally, given to choose between judging and perceiving I
moderately would prefer judging (Myers & Myers, 2010).
ENFJ Personality in Leadership
ENFJ persons such as me tend to take the passionate form of
leadership. This entails showing empathy and high levels of
care for the members of their times. I have found myself
wondering why one team member was unable to meet targets set
for them and these thoughts wandered to whether they were
having personal problems that in turn affected their
performance. I love order and having everyone with a common
understanding and this has since turned me into quite a teacher
with my team mates. In fact, whenever we are training it is
quite common to see most of them ask me questions to just
ensure they are at per with the rest of the team or other
teammates. Also, as much as having an ENFJ personality
automatically makes me future oriented, resulting to my making
decisions that translate to the best future, I tend to look back a
lot especially at my past and that of my team mates just so to
get an understanding on where we are coming from and how that
journey could prove effective for the current stretch of roles and
duties facing us (Myers, 2016).
As with every positive aspect of a trait there is a negative
aspect too, there are possible hitches that come with being an
ENFJ personality leader. Being overly sensitive to the well-

16. being of others makes most of ENFJs avoid conflicts and as
such end up shelving matters that need immediate solving to
avoid conflicts. While this creates peace in the short run, it is a
ticking bomb in the long run as unresolved issues lead to bigger
problems. Severally, I have found myself postponing resolving
issues so as to maintain a status quo and this often proved
detrimental as it brought more problems in the long run.
Seeking to not hurt people and preventing conflict may be a
good virtue but when this jeopardizes team objectives and
effective leadership it should not be encouraged. This is
something am still working on.
ENFJ in HealthCare Leadership
Considering the sensitivity involved and needed in the
healthcare profession, who is best to take leadership roles in
this sector other than the passionate ENFJ leader? With our
passion and empathy towards colleagues and other humans in
this case patients, we offer better support that comes from
understanding individuals prior to labeling them with their job
roles and medical situations/conditions. Considering the
involving task of most health care professionals, ENFJ
leadership enhances effective leadership in this sector.
For effective leadership in healthcare, emotional intelligence,
quick decision making, powerful communication, technical
management and relationship development are seen as the most
important skills (Wikström & Dellve, 2009). As far as
emotional intelligence, relationship development and
communication, an ENFJ leader, would highly be effective as a
leader in healthcare. Seeking to understand other individuals
comes with openness and readiness to communicate making this
a strong point as well as relationship development. When one is
empathetic to the needs and even pasts of their teammates, a
relationship is developed and the team then tends to work from
a relationship greater than a mere work relationship (Aranda,
2013).
However, as much as the two skills above can enhance
emotional intelligence, they may also be detrimental to the

17. same. This is likely when there is inability to differentiate
personal relationships that result from the above, from a healthy
work relationship between the leader and the led in a healthcare
environment. Also, while empathy is essential to understanding
work mates and clients, it may impair tough decision making so
as to avoid hurting others and conflict. This is quite clear from
the number of times I was unable to make decisions that would
end up hurting a team member and ended up not meeting targets
for that quarter. Hence, making this part of ENFJ personality
ineffective to leadership in healthcare.
Eventually in team-review meeting, I was able to point this out
and even made it clear that such indecision cost the team and
would not be repeated. The good thing is that the entire team
seemingly learnt from that scenario and no one was placed in
such a position to make awkward decisions hence. It is therefore
quite necessary for a leader this passionate about their roles and
those they lead work hand in hand with those that would always
put them in check should situations arise that require tough
decision making for the greater good. I believe organizations
should have team leaders take these personality tests such that
should the leader be an ENFJ personality, the assistant at least
be a complementary.
References
Aranda, R. (2013). Myers-Briggs personality preferences may

18. enhance physician leadership success in non-clinical jobs.
Physician executive, 39(3), 14.
Myers, S. (2016). Myers‐Briggs typology and Jungian
individuation. Journal of analytical psychology, 61(3), 289-308.
Wikström, E., & Dellve, L. (2009). Contemporary leadership in
healthcare organizations: fragmented or concurrent
leadership. Journal of health organization and
management, 23(4), 411-428.
Running head: CONFLICT MANAGEMENT
1
CONFLICT MANAGEMENT 2
Conflict Management
Student
Professor
Leadership in a Diverse Society
Institution
Date
Conflict Management
Conflict management describes the capacity to identify and
handle conflict in a sensible, effective and efficient way.
Conflicts can occur between individuals, groups or on
organization levels. The ability to handle conflicts is critical in
enhancing understanding and well-being between differing
parties. Disagreements tend to happen in different settings
including the healthcare sector. Apt management of the disputes
is integral in provision of proper services. The incidence of

19. conflicts and subsequent resolution emphasizes the role of
leadership (Folger, Poole & Stutman, 2017).
Theories of Change
Change is an essential part of healthcare especially in face
of conflicts. Change theories define the actions and processes
that are linked to alleviation of conflict. The theories are
frameworks and methods that aid the realization of dispute-free
situations in healthcare. These aspects involve a series of events
that enable achievement of a desirable outcome. There are
different change theories that are applied in the health sector.
The main theories comprise Spradley’s change theory, Lewin’s
change theory and Rogers’ change theory. Other theories
include Havelock’s, Lippitt’s and Reddin’s theories (Tappen,
2016).
Kurt Lewin developed the Lewin’s change theory which
features three stages. These stages are unfreezing, changing and
refreezing. The theory is widely applied in medical settings. It
is established on driving and resistant forces. The change agent
is the driving force while employees are the resistant forces.
The process involves the creation of the mindset for change and
then taking the necessary steps to implement the desired change
(Udod & Wagner, 2019).
Spradley’s change theory involves a process of eight steps
developed from Lewin’s theory. It puts emphasis on
continuously monitoring the change process to ascertain a
specific project successfully goes to completion. The first step
is recognition of problem followed by diagnosis and assessment
of alternative solutions. The next steps entail selection of
change planning and implementation. The process rounds out
with evaluation of the change and stabilizing of the outcomes
(Udod & Wagner, 2019).
Rogers’ theory also has origins in the Lewin’s theory.
Rogers modified the theory into a five-step process. The steps
include awareness, interest, evaluation, implementation and
adoption. The theory is mainly applicable in long-term
initiatives. It draws success from the influence of colleagues in

20. that the individuals who embrace the change earlier influence
the adoption by other persons in later stages.
Conflict Theories
Conflict theories categorize the nature of disagreements
taking place within an organization. The process of change is
responsible for development of some of the conflicts. There is
the organizational conflict theory which revolves around the
relationships in the workplace. Disputes may occur due to
interpersonal differences between workers in an institution.
Issues may result from personal aspects or factors to do with
personality differences. Conflicts can also come up between
facets of an organization or between different organizations.
Some of the disputes result in healthy competition between
involved parties while in other cases the conflicts negate the
proper functioning of organizations (Wehr, 2019).
Social conflict theory covers issues that arise between
people. The disputes may occur as a result of individual
interests between parties. It is a common aspect of living that
persons will act in their best interest and this contributes to
conflicts. Social conflict theory takes place when the desires of
one party interfere with the desires of the counterpart. In most
cases, the people involved have desire to get same thing. The
situation is mainly observed when considering social classes.
There are those who have the advantage and get to control much
of the available resources or positions while the other group
strives to attain the same position. Inequality underscores the
essence of social conflict theory (Wehr, 2019; Udod & Wagner,
2019).
Leader as Change Agent
The role of the leaders as change agent is divers and
comprehensive. The role is vital in successful change
implementation but it also comes with challenges. Effective
change takes place with proper leadership in place. The core
responsibilities of the leader are to be able to make the change
and enable others to follow suit. The leadership should
incorporate guidance to establish the appropriate behavior to

21. meet the requisite standards of performance by staff. Feedback
is vital in setting the precedent for change implementation
(Udod & Wagner, 2019).
The change agent is responsible for facilitation of the
change process. The leadership provides encouragement to
workers to increase teamwork and collaboration. The point of
collaboration is to enhance shared decision making thus
promoting collective contribution from staff. The workers are
able to build on their innovative thinking and devise suitable
solutions to problems. The leader provides inspiration through
showing confidence in the staff and giving them props as
important contributors to the process of change. A good leader
and change agent develops partnership with employees.
Adequate communication forms the basis of this partnership.
Effective communication on the change should go both ways to
ensure realization of the changes (Udod & Wagner, 2019).
Conclusion
Conflicts are a normal part of life. In healthcare
disagreements can occur between colleagues, departments or
whole organizations. There are several theories that define the
conflicts and explain the nature of change that is put in place in
light of these disputes. Capable leaders have the means of
handling conflict through prompt identification and response to
conflicts in the healthcare environment. Such leaders
incorporate all stakeholders affected by change process and take
the necessary actions to make sure there is successful
implementation. Effective leadership goes hand in hand with
capacity to handle conflicts. Leaders act as change agents
through providing guidance facilitation and inspiration to staff.

22. References
Folger, J., Poole, M. S., & Stutman, R. K. (2017). Working
through conflict: Strategies
for relationships, groups, and organizations. Routledge.
Tappen, R. M. (2016). Advanced nursing research: From theory
to practice. Jones &
Bartlett Publishers.
Wehr, P. (2019). Conflict regulation. Routledge.
Udod S. & Wagner J. (2019). Common change theories and
application to different
nursing situations. Retrieved from
https://leadershipandinfluencingchangeinnursing.pressbooks.co
m/chapter/chapter-9-common-change-theories-and-application-
to-different-nursing-situations/