Giltinanes Leadership Styles and Theories Article

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Table of Contents

Introduction
Giltinane Article Summary
Impact of Giltinane Article Content on Future Practice
Conclusion
Reference

Introduction

Numerous theories try to explain why leaders deploy different strategies for managing healthcare institutions. Leadership styles are classified based on qualities that managers exhibit. The objective of this paper is to provide a summary of a study by Charlotte Louise Giltinane titled Leadership Styles and Theories. The goal entails discussing how the articles content will influence my future approach to leadership.

Giltinane Article Summary

Although some individuals are born leaders, anyone can become a boss by acquiring the necessary skills and knowledge. Organizations build the emotional intelligence of their leaders by boosting self-management, social skills, self-awareness, and social responsiveness. Emotional intelligence enables leaders to not only empathize with their subordinates but also look for amicable ways of solving problems that arise within or outside their places of work.

Giltinane (2013) identifies transactional, transformational, and situational leadership styles as three main theories that have received significant scholarly attention. Transactional leadership focuses on the realization of set targets. Hence, it has been found to be suitable when applied during emergencies. Leaders who embrace this style recompense obedience while at the same time castigating noncompliance. Unfortunately, this leadership approach does not care about a groups common values.

Transformational leadership style acknowledges the potential of all employees. Transformational leaders encourage workers to think critically with a view to trying novel ideas. In addition to identifying the strengths and weaknesses of their followers, they work towards enhancing employees productivity.

The primary weakness of transformational leadership is that it does not deal with all relationship issues. Situational leadership style advocates for the use of different management techniques depending on the prevailing circumstances (Giltinane, 2013). For instance, an organization can use the transactional leadership approach when addressing complicated matters. This article presents situational leaders as flexible individuals.

Impact of Giltinane Article Content on Future Practice

For many years, I have held the opinion that leadership entails setting targets and mobilizing ones subordinates to accomplish such goals. I believed that a leader should issue instructions to followers who are obligated to obey them regardless of their outcomes. Nevertheless, this article has been a significant revelation to what leadership entails. Lessons learned from this article will help to improve my future leadership approach.

I have understood that empowering employees boost not only organizational efficiency but also encourages creativity. Thus, in the future, in addition to involving employees in decision-making processes, I will encourage them to come up with ways to address the challenges encountered in their divisions. I have also learned that a leader should be flexible to the extent of being able to apply different leadership styles based on the prevailing situation. Thus, I will deploy the autocratic leadership approach to projects that need to be accomplished within short deadlines.

Conclusion

Although some people are born leaders, other individuals acquire outstanding leadership qualities through training. Various management styles are applicable to the nursing field. Transactional leadership is helpful in times of crisis. It helps nurses to work towards the realization of any intended results. Transformational leadership is valuable in promoting innovation in the healthcare sector. It gives nurses the opportunity to come up with methods of managing problems faced in their daily activities. According to the article that has been examined, no single leadership style is applicable to all conditions and hence the reason why situational leaders emphasize the need for flexibility among leaders and managers.

Reference

Giltinane, C. L. (2013). Leadership styles and theories. Nursing Standard, 27(41), 35-39.

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Giltinanes Leadership Styles and Theories Article

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