The clinical field is undoubtedly one of the most challenging ones for leaders to shine in. The Healthcare system of the United States is well-known for its structural and organizational complexity that often decreases the efficiency of the provided health services. Nonetheless, several leadership styles are prevalent across the field, allowing the professionals to ensure its successful management and development. In this paper, I briefly discuss the relational and task-focused styles of leadership I have encountered previously in the clinical setting.
Relational leadership is frequently considered to be the golden standard of leadership in the modern managerial culture of positive motivation. It is often concerned with transformation, defined by a democratic approach, and encourages all members of the team to come forward with their ideas (Cope & Murray, 2017). When not inspiring visionaries, relational leaders take a more resonant approach that prioritizes emotional intelligence and mindfulness. My current leader belongs to the resonant relational type, and I would like to become this type of leader myself in the future. In my experience, this type of leadership is preferable for the nursing field, where employees deal with vulnerable people and sensitive subjects every day. The democratic approach of my current leader allows me to feel safe in the workplace and be able to make myself heard.
Task-focused leadership is harsher, emotionally remote, and very episodic, but can be extremely effective under the right conditions. This type of leadership heavily relies on a transactional relationship where success is immediately rewarded within a short time period (Cope & Murray, 2017). It lacks a general vision and interpersonal connection between the leader and the team members but facilitates the fast achievement of results, which can be absolutely crucial in life-or-death situations. Although I recognize the effectiveness of this style, my experience with it has largely been negative, as its episodic nature decreases the precision it is supposed to be strong at.
These two styles of leadership in nursing, however, might be considered umbrella terms, as they include a significant number of subtypes and various applications. Not to mention, a combination of the two approaches is always possible and depends on the individual specifics of the clinic. In conclusion, leadership in nursing is a multi-layered and interesting topic that deserves the attention of the management scholars of the modern-day.
Cope, V., & Murray, M. (2017). Leadership styles in nursing. Nursing Standard, 31(43), 61-70. Web.