I believe that leadership traits such as honest, competent, initiative, inspiring, hardworking, intelligent, and the ability to lead the masses, are some of the leadership traits one should possess....
The strengths-based leadership approach originated with a group of Gallup scientists who unveiled the results of a landmark 30-year research project that ignited a global conversation on the topic of strengths (Rath and Conchie 2008). Gallup scientists surveyed more than one million work teams and conducted more than 20,000 in-depth interviews with leaders and with 10,000 employees. The most effective leaders invested in their employees' strengths. Spending time building strengths was far more productive than logging countless hours shoring up weaknesses.
The practice of professional nursing has minimum entry qualifications. Registered nurses are expected to have certain physical abilities as well as competencies in reasoning and thinking. The skills are considered essential to the practice of nursing and are therefore skills required of all applicants to the School of Nursing. These include the abilities indicated in the following four areas:
Leaders must have self-knowledge (McBride 2011). They need to surround themselves with a team that complements their own strengths, and compensates for the skills that they lack, in order to minimize their own limitations or weaknesses. They allow the team to shine because they know that it takes a team to realize a vision.
Strengths-Based Leadership is concerned about building healthy workplaces. After a decade of research, the positive and negative effects of healthy and unhealthy workplaces on nurses and patients have been well documented. Unhealthy workplace environments have contributed to high rates of nurse burnout, dissatisfaction and absenteeism, poor physical and mental health and difficulty attracting and retaining nurses (Laschinger et al., 2003; White and O'Brien-Pallas 2010). Moreover, unhealthy workplaces have compromised patient safety and put patients at risk for higher rates of morbidity and mortality (Aiken et al. 2002). Following these disturbing revelations, a decade of research ensued to identify characteristics of healthy environments and the organizational structures and leadership practices that made this happen (Armstrong et al. 2009). Strengths-based leaders know how to put structures in place to empower nurses to control their own practice by encouraging autonomy and positive professional relationships, particularly with physicians.
A leader can certainly appreciate the Participative Leadership Style because it is orientated to empower the employees by encouraging participation in the decisions process that directly affects the employees....
The Participative Leadership style addresses the improvements for increasing the productivity of employees as well as providing satisfactory to the employees.
I believe it is vital for upper management to ensure that their leaders are properly trained and aware of how to handle certain situations and employees.
Focuses on basic primary health-care concepts of children from birth through young adulthood related to health maintenance and promotion of optimal wellness; along with the assessment of physiological, psychological, sociocultural, developmental, and spiritual variables. Introduces and discusses the role, professional responsibilities, and clinical practice of the pediatric nurse practitioner as an advanced practice registered nurse. Prerequisites: , , , .
Emphasis on clinical competency in the neonatal nurse practitioner role. Focus on stabilization and management of the critically ill neonate and multi-organ complications in the NICU. Management of a caseload of high-risk neonates and their family. Includes discussion and certification practice testing in addition to final practicum. Per week: theory 1 hour; clinical 24 hours.
Focuses on theoretical basis of advanced nursing practice for adult and aging clients related to health-care delivery and continuity of chronic illness care in vulnerable populations. Contents applied to selected client populations. Prerequisites: , , .
Synthesizes concepts, principles, theories, knowledge, and skills from the preceding advanced neonatal critical care nursing courses to practice. Emphasis on assessment and management of neonates in the NICU, with direct collaboration with physicians. Additional multidisciplinary collaboration used for management of the neonates and family-centered care. Per week: theory 4 hours; clinical 12 hours.
Synthesizes concepts, principles, theories, knowledge, and skills from the preceding advanced neonatal critical care nursing courses to practice. The use of specific interventions and diagnostic procedures of a critically ill and high-risk neonate. Using diagnostic reasoning to create a management plan for the critically ill neonate, with focus on neurodevelopmental needs and enhancing developmental outcomes. Per week: theory 4 hours; clinical 12 hours.
Focuses on the physiological basis of advanced practice nursing care of adult and aging clients with specific acute and chronic health conditions. Utilizes a systems approach to the management of complex patient problems.