Fascinating leadership is a channel through which health care services and patient requests can be contented with outstanding outcomes. One of the most meaningful developmental powers in transforming healthcare is the shift from executive management to initiative leadership in nursing (Doody & Doody, 2012). The transformational leader will be the strength for expanding holistic view and perspective, engaging and empowering nursing staff at all levels, and expanding utilization of technology in the organization to improve patient care (Huber, 2015). Normally, medical provided and especially nurses have been over-managed, led insufficiently and inadequately, and still, nurses face unprecedented challenges, difficulties, and opportunities. Healthcare organizations continually face changes that require a progressively adaptive and flexible leadership. This sort of versatile authority or adaptive leadership is known as transformational through which conditions of shared obligations and responsibilities that impact better approaches for the growth of the associations is made (Steaban, 2016).

                             Key Insights from Scholarly Resources

Two insights from scholarly resources are change and implementation. Transformational leaders are individuals who can make a critical change in both followers and the organization with which they are related. They lead changes in mission, strategy, structure, and culture, to some extent through an emphasis on intangible characteristics, for example vision, shared qualities and thoughts, and relationship-building (Doody & Doody, 2012). This is carefully done by the implementation, and they do this by articulating the vision in a reasonable and engaging way, explaining how to attain the visions, acting with confidence and optimistically, expressing trust in the followers, emphasizing values with symbolic actions, leading by example, and empowering followers to achieve the vision (McCaffrey & Reinoso, 2017).

To accomplish this, nurse leaders must possess explicit or specific qualities such as to be able to recognize the importance of rewards, but goes further to satisfy the emotional and intellectual needs of staff. Additionally, they have to be confident and communicate their vision to staff while recognizing organizational limitations. Furthermore, create supportive environments where responsibility is shared and staff feels safe to take risks becoming creative and innovate through idealized influences which builds confidence, admiration, respect and trust (Huber, 2015), giving workers a sense of mission; inspirational motivation encouraging others to achieve the goals and aspirations of the organization while also achieving their own aims; intellectual stimulation encouraging staff innovation, challenging the beliefs of staff, the leader, and service (Huber, 2015).


                         Practical Experience with Leadership Skills

The leader at my place of work would consistently find thoughtful solutions to handle day-to-day events for the achievement and satisfaction of patients, nurses, and creating a safe and comfortable work environment. As a leader she wants the staff to perform well at work with outstanding patient and family satisfaction by identifying solutions that allows everyone to be a winner which significantly highlights the essence of leadership. She involves everyone in teamwork and cooperation with management, for example; there is a rapid response team on each shift responsible to sprint into action if there is code or patient crashing. There is an alarm fatigue team that is responsible for any alarm that goes off and other teams in which members are responsible. The leader most often does the best to avoid staffing shortage and nurse burnout by providing flexible self-staffing schedule with open overtime self-scheduling and providing the organization with adequate supplies and equipment. There is always room to learn new things, she creates opportunities for each and everyone willing to go to nursing conferences and learn new and updated information, practices and share their knowledge; approve tuition to advance education and encourage nurses to speak up when they encounter inappropriate experiences or what they do not completely understand. The leader keeps her eyes and ears more open and takes more time to listen to staff, frequently asking nurses how things are going and if assistance with the patient is needed should feel free and approach her for assistance which has been seen done on multiple occasions. She acknowledges the work nurses do and as a great transformational leader applying a motivational, coaching, and inspirational style of leadership.


                        Effectiveness of Leadership Skills and its Impact on Work Place

Leadership skills are viewed as a central component for a well-coordinated and integrated provision of care, both from the patients and healthcare professionals. The leadership skills at my organization have continuously led to the organizational optimal performance. It is ensuring a high-quality care system that has consistently provided safe and efficient care including efficient system integrity, performance, and timely care delivery. This has had an indirect impact on reducing death rates, by inspiring, retaining, and supporting staff. In addition, it has improved the quality of healthcare services such as moderate-severe pain, physical restraint use, high-risk residents having pressure ulcers, catheter-associated urinary tract infection, central line-associated bloodstream infection, and a short stay in the hospital. Effective leadership has above all led to higher levels of job satisfaction, higher productivity, nursing retention, patient safety, and overall safety climate, and positive health outcomes.

To conclusion, transformational leadership is supported as leaders have the power to produce future generations of successful leaders who have the proficiency to create effective solutions to some of the profession’s most crucial issues. Adjusting complex request in unstable environments is at the heart of formulating healthier healthcare organizations that provide the quality of care that clients, families, and communities deserve (Marshall & Broome, 2017). Leaders need to be knowledgeable and competent in strategic planning, so their efforts may be received and acknowledged at all levels and most especially at senior levels (McCaffrey & Reinoso, 2017).


Doody, O., & Doody, C. M. (2012). Transformational leadership in nursing

Huber, E. (2015). Ellen Hudson: a transformational leader. Kentucky Nurse63(2), 13–14

Marshall, E., & Broome, M. (2017). Transformational leadership in nursing: From expert

             clinical to influential leader (2nd ed.). New York, NY: Springer.


McCaffrey, R., & Reinoso, H. (2017). Transformational Leadership: A Model for Advanced

Practice Holistic Nurses. Journal Of Holistic Nursing: Official Journal Of The American

             Holistic Nurses’ Association35(4), 397

Steaban, R. L. (2016). Health Care Reform, Care Coordination, and Transformational

Leadership. Nursing Administration Quarterly40(2), 153–163.

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