Leadership Theories in Practice

 

A walk through the Business section of any bookstore or a quick Internet search on the topic will reveal a seemingly endless supply of writings on leadership. Formal research literature is also teeming with volumes on the subject.
However, your own observation and experiences may suggest these theories are not always so easily found in practice. Not that the potential isn’t there; current evidence suggests that leadership factors such as emotional intelligence and transformational leadership behaviors, for example, can be highly effective for leading nurses and organizations.
Yet, how well are these theories put to practice? In this, you will examine formal leadership theories. You will compare these theories to behaviors you have observed firsthand and discuss their effectiveness in impacting your organization.

To Prepare:
• Review and examine the leadership theories and behaviors introduced.
• Identify three scholarly resources, in addition to this Module’s readings: Marshall, E., & Broome, M. (2017). Transformational leadership in nursing: From expert clinician to influential leader = Chapter 7, “Becoming a Leader: It’s All About You” that evaluate the impact of leadership behaviors in creating healthy work environments.
• Reflect on the leadership behaviors presented in the three resources that you selected for review.

• WRITE two key insights you had from the scholarly resources you selected.
• Describe a leader whom you have seen use such behaviors and skills, or a situation where you have seen these behaviors and skills used in practice. Be specific and provide examples.
• Then, explain to what extent these skills were effective and how their practice impacted the workplace.

Sample Solution

business meetings, ranking their performances and publically announcing this to the whole team (King, Chung & Hunter, 2014). This process can be viewed as both motivating for the top performers as they will receive rewards and praise for their work, however, it can also be extremely demotivating for the lower performers in the team as they will feel humiliated and under-valued. If GCS adapted their PMS and allowed it to be a process of monitoring, coaching and evaluating the performance of the individuals on a regular basis following a cycle of goal setting, monitoring the goals and evaluating the results. This system will then link to the individual receiving an award for their achievements, in GCS case commission or “millionaires club” or if they are underperforming, the senior management team can provide the individual with training and development in order to achieve the goals in the next review. This would link with the second recommendation of implementing an in-depth training and development programme once the employee reaches the recruitment consultant role. It is apparent, that the current PMS is a hard approach where they want their employees to meet a KPI and get paid commission on gross margins. The recommendation to change their system to a soft approach of identifying areas in which opportunities for development and career advancements. In time, changing and adapting their PMS will have an impact on the wider organisation and other HR practices such as reward, as continuous evaluation and appraisals will increase performance from the consultants leading to more employee’s receiving rewards. This will cause harmonisation between the different HR practices in the organisation with operational excellence at the heart of the business strategy. This is due to the fact that having evaluation and understanding of where the consultant may not be achieving set goals, can lead to the individual see

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