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Giltinane CL (2013) Leadership styles and theories. Nursing Standard. 27, 41, 35-39.
Date of submission: January 23 2013; date of acceptance: April 11 2013.
Abstract
It is useful for healthcare professionals to be able to identify the leadership styles and theories relevant to their nursing practice. Being adept in recognising these styles enables nurses to develop their skills to become better leaders, as well as improving relationships with colleagues and other leaders, who have previously been challenging to work with. This article explores different leadership styles and theories, and explains how they relate to nursing practice.
Keywords
Emotional intelligence, leadership, leadership styles and theories
LEADERSHIP IS COMPLEX, comprising many definitions and qualities (Grimm 2010). One definition of leadership is 'a multifaceted process of identifying a goal, motivating other people to act, and providing support and motivation to achieve mutually negotiated goals' (Porter-O'Grady 2003). Leadership, specifically in clinical practice, has been defined as 'direct involvement in clinical care while constantly influencing others to improve the care they provide' (Cook 1999). The Department of Health (2007) suggests that 'the essence of clinical leadership is to motivate, to inspire, to promote the values of the National Health Service (NHS), to empower and create a consistent focus on the needs of the patients being served'.
A leader's role is to elicit effective performance from others. This involves leading and influencing the development of shared values, vision and expectations to enhance their organisation's planned goals and overall effectiveness (Feather 2009). Traditionally, leaders were seen as having different personality traits from those of followers (Winkler 2010). Grimm (2010) described these traits as confidence, purpose, courage, ethical fitness and ability to prioritise.
Whitehead et al (2009) proposed that although some people are natural leaders, everyone can be a leader, given the necessary knowledge and skills. Mahoney (2001) and Cummings et al (2008) suggested that leadership skills can be advanced through education. One way is by using the Leadership Framework (NHS Leadership Academy 2011), which was designed to enable healthcare staffto understand their progression as leaders, and to help and support nurses who are recognised as potential leaders. Consisting of seven domains, the framework is based on the belief that leadership is not restricted to people with designated leadership roles, and that...