Leadership and Management
Leadership and Managing
Management and leadership are viewed as merely overarching concepts. The truth regarding the relationship between management and leadership, on the other hand, is difficult to establish due to the reality of practical implementations. The similarities and contrasts between management and leadership are discussed in this study. In addition, the study goes through three examples in detail: great managerial abilities, extraordinary leadership skills, and poor management skills. Finally, this article will cover the personal Emotional Intelligence Test result and the leadership information obtained.
Similarities and differences between leaders and managers
Managers and leaders perform critical responsibilities in all healthcare organizations. Both collaborate with other stakeholders to promote quality care, ensure that it is delivered effectively, and resolve any issues in care facilities. The major difference between the two is in their responsibilities, characteristics, and leadership styles. Firstly, nurse managers’ responsibilities include; directing, leading, coordinating, and planning all aspects of patient care in designated units. This indicates that a manager oversees all actions and circumstances inside a company to meet or surpass goals. According to research, leaders, on the other hand, have followers, and it is their responsibility to make the established ideas and goals a reality (Tyler, 2020). A leader establishes a vision, inspires colleagues, and motivates them to accomplish a certain corporate goal. Leaders applaud, encourage, motivate, and influence other workers to overcome difficulties, work freely, and achieve corporate goals in this setting.
Managers favor a transactional leadership approach. Studies suggest managers are more likely to focus on results, stick to the present organizational structure, and measure performance using the current system of consequences and rewards (Hussain et al., 2017). Nurse managers who follow this leadership style have official power and responsibility to oversee, organize, and evaluate performance. One of the major responsibilities of managers is to hire, punish, and fire people and give direction and inspiration to staff through incentives, education, and training. Furthermore, managers rely on short-term goals that can be met and also risk-mitigation measures.
The similarities between managers and leaders are the characteristics that help them succeed in their respective roles. For instance, they need to be imaginative, motivating, excellent communicators, capable of challenging others and have a high degree of honesty and integrity. In certain cases, managers with outstanding qualities like motivation, inspiration, and encouragement take on leadership roles to complete a task. This means that management and leadership positions can be swapped at any time. Researchers articulate, however, that a manager may become a great leader more easily than a leader can become outstanding management (Harvey et al., 2019). To improve quality output, managers may engage themselves with the institution’s basic operations. Leaders and managers should have outstanding problem-solving abilities that they can use to resolve daily difficulties inside the institution.
Examples of managerial and leadership Skills
Great managerial skills
Nursing is diversified in healthcare disciplines, with nursing practitioners having a wide range of duties. It is one of the most gratifying and difficult professions, requiring a wide range of competencies at different levels, but several key characteristics must be evident. Sylvester is a unit manager at a medical facility in California. He is determined and is in charge of other workmates in the facility. Sylvester is a team member who, on occasion, will step in to assist with care delivery during a shift when a nurse is unavailable. He has a considerable measure of empathy for his colleagues. Whenever they are having a difficult time in care delivery, he stands out as understanding. According to various researchers, empathy is a critical quality nurse managers should exhibit, according to research, to appreciate and comprehend staff sentiments and experiences in nursing care (Kodama & Fukahori, 2017). Additionally, Sylvester upholds accountability and ensures subordinates do not violate patient care standards such as protection, confidentiality, quality, and safety care following established guidelines. He encourages cooperation, teamwork, and positive relations among the nurses and readily connects with and engages with subordinates for the organization’s smooth operation.
Great leadership attributes
The present healthcare system faces several difficulties that will necessitate individuals with exceptional leadership skills to maintain and promote the safety and quality of services (Finkelman, 2020). Anderson is a nurse leader with outstanding leadership abilities and a high reputation among employees and management. He has personal experience caring for patients and assisting other staff in learning care procedures and processes. Sylvester also contributes to nursing care by educating and training both existing and new personnel on managing stresses that impact normal patient care. He has effective communication skills and can talk with coworkers to identify problems and devise strategies to decrease nurse burnout and increase retention. He is more open-minded than the unit manager. Employees are more likely to interact and speak with her. he sets an example for the other colleagues by demonstrating strong devotion and enthusiasm in his work.
Poor Managerial Skills
Increased expenses, lower efficiency, and discontent among patients and healthcare professionals result from inadequate managerial abilities in nursing companies (Kodama & Fukahori, 2017). Lily is a nursing director who exemplifies such bad qualities. Lily has weak communication skills and does not observe attentive listening. She exhibited a weak understanding of a two-way communication approach, making her unable to analyze whatever the staff was conveying, resulting in frequent employee disagreements. She was frequently disrespectful to the junior employees and only seldom collaborated with the rest of the team. These actions resulted in the organization’s goals being delayed, deadlines being skipped, and patient care being delivered poorly. Fortunately, after many allegations were made to the hospital authority, the management was obliged to terminate her contract. A manager is expected to have good management skills while not directly involved in the patient’s care.
Emotional Intelligence test score discussion
Technical skills, intellectual capacity, and emotional capability, sometimes known as emotional intelligence, are three techniques that may be used to assess an individual’s ability to do specified tasks. The goal of EI is to assess certain traits in people, such as social consciousness, relationship management, self-management, and self-awareness. I finished the Global EI test, and I will use the results in my development. My self-awareness, self-management, social awareness, and relationship management scores were correspondingly 8, 7, 8, and 7. They suggest that I have strong characteristics and can readily detect and connect to my surroundings, personality, and body. This implies that I can comprehend others’ issues and take an active interest in them. I can also keep track of and understand my emotions and how they impact my work performance and relationships with coworkers. Eventually, I’ll be able to recognize and understand my emotions and drivers, as well as how they influence others. As a result, I can regulate or divert uncontrolled urges, tempers and consider them before acting. Mentoring and trust-building techniques help me increase my empathy and self-awareness.
My self-management and relationship management scores suggest that I have moderate strength in each of these qualities by identifying and analyzing my inclinations, emotions, and moods. These scores suggest that in a group environment, I can rapidly recognize emotions in others and utilize good emotions to connect with and counteract negative emotions. Although I have made significant progress in certain areas, such as transparency, which entails honesty and integrity, and effectively managing myself and my duties, I still need to enhance my flexibility and accomplishment orientation. First, I need to increase my ability to adapt to new conditions and overcome challenges. I also have to work on my success orientation, which entails having the desire to attain a high level of internal perfection. This also entails taking the initiative or being willing to grasp opportunities and act on them.
My results in terms of relationship management were moderate. In this perspective, I believe I can inspire and guide individuals or groups. Furthermore, in a group environment, I can recognize my emotions and differentiate them from others, and I do not always respond to every emotion I encounter. I can also influence other people’s opinions. However, I need to increase my capacity to conduct various influencing methods to improve my abilities. This might entail being a good listener and communicating with others straightforwardly and persuasively.
Conclusion
Managers and leaders are among the most important and necessary members of any organization. There is a need for management and leadership professionals who can advance healthcare companies toward specified goals and objectives in the present healthcare system, which is beset by problems. Managerial and leadership roles and responsibilities can be distinguished, according to studies. Regardless of the distinctions and responsibilities that each performs in an organization, leaders and managers should set a good example for their staff to enhance the quality of care and ultimately accomplish corporate goals and objectives.
References
Finkelman, A. (2020). Leadership and management for nurses: Core competencies for quality care (4th ed.). Pearson.
Kodama, Y., & Fukahori, H. (2017). Nurse managers’ attributes to promote change in their wards: a qualitative study. Nursing Open, 4(4), 209-217. https://doi.org/10.1002/nop2.87
Harvey, G., Gifford, W., Cummings, G., Kelly, J., Kislov, R., Kitson, A., … & Ehrenberg, A. (2019). Mobilizing evidence to improve nursing practice: A qualitative study of leadership roles and processes in four countries. International Journal of Nursing Studies, 90, 21-30.
Hussain, S., Abbas, J., Lei, S., Jamal Haider, M., & Akram, T. (2017). Transactional leadership and organizational creativity: Examining the mediating role of knowledge sharing behavior. Cogent Business & Management, 4(1). https://doi.org/10.1080/23311975.2017.1361663
Tyler, B. E. (2020). Leader or manager-appreciate the difference. US Att’ys Bull., 68, 103.