Leadership in nursing is complex because it involves many theories and skills. This essay addresses the evolution of a personal leadership philosophy in nursing, relying on transformational and resonant theories. This paper looks at the AONE Nurse Executive Competencies and organizational theories to understand what personal values align with effective leadership in the nursing profession.
Thesis Statement: Combining transformational and resonant leadership theories with an alignment to AONE Nurse Executive competencies creates a solid personal nursing leadership philosophy. This philosophy promotes communication, relationship building, awareness of the healthcare environment, professionalism, and business skills, offering a dynamic approach that benefits the nursing team and patient care.
Communication and Relationship Building (Leadership and Informatics): Communication is the very essence of nursing leadership. Using transformational and resonant leadership ideas, the nurse leader has to create an environment of open communication that focuses on building positive relationships, resulting in a healthy, conducive work environment. For example, active listening to team members can quickly address concerns, establishing a culture of trust and openness (Speranza & Pierce, 2019).
Knowledge of the Healthcare Care Environment (Leadership and Informatics): Nursing leaders must have significant knowledge of the healthcare environment. Including organizational theories in their leadership strategy enables them to run through complexities smoothly. The leadership quality that focuses on emotional intelligence, a more complete picture of the healthcare setting, is reflected in the fact that resonant leadership can lead to better decision-making (Roussel et al., 2022).
Leadership (Leadership and Informatics): Effective nursing leadership is based on leadership theories. Through the use of transformational and resonant leadership drivers, nurse leaders can influence their teams, thus enhancing innovation and endurance. The shifting or flexibility of leadership styles according to the situation is an element that improves overall effectiveness (Storr, 2020).
Professionalism (Leadership and Informatics): Ethical practice, accountability, and continuous improvement are all facets of professionalism within nursing leadership. Integrating personal values and resonant leadership principles, a nurse leader generates an ambience saturated with individual health, advancement, and honesty (Canavesi & Minelli, 2021).
Business Skills and Principles (Leadership and Informatics – Informatics Specialty): In today’s dynamic healthcare environment, nurse leaders who specialize in informatics must be able to incorporate technology into their work without any problems. These leaders can manage information and technology effectively by adapting organizational theories and practicing a resonant leadership model, successfully achieving the best standards in patient care and the success of their organizations (Gaddy, 2017).
J Developing a personal leadership philosophy is an exercise in self-reflection that demands constant digging into one’s central beliefs and values. In my leadership style, I borrow from both transformational and resonant theories of leadership. This belief is reflected in transformational leadership, which promotes inspiration and motivation of others to a unifying vision. This entails articulating an inspiring vision and building a culture where each team player feels incentivized to do their best.
Effective practice of nursing requires an understanding of leadership theories. Transformational leadership focuses on inspiring and uplifting followers. Alternatively, the prime qualities of resonant leadership are mindfulness, hope, and compassion. Combining these theories provides a progressive and flexible leadership model that accommodates healthcare environment changes.
For instance, the transformation component supports leaders with a clear vision of the future, inspiring the rest of the team to work towards something they can relate to. At the same time, resonant leadership principles direct leaders to feel how they can satisfy the emotional needs of their team members and create a comfortable work environment (Boyatzis & McKee, 2005).
Communication and Relationship Building: Following transformational leadership and resonant leadership, effective communication becomes a method for creating efficient relationships in the nursing team. This competency guarantees that the leader is sensitive to the team’s emotional needs, thereby creating an environment in which people support one another.
For instance, a transformational leader can motivate the team in troubled times by explaining how their work fulfils a shared vision. On the other hand, a resonant leader can concentrate on bringing comfort and raising hope and friendship (Storr, 2020).
Knowledge of the Health Care Environment: Transformational leadership encourages leaders to be more observant, receptive and flexible in their approach, as the healthcare environment is a constantly changing landscape. In resonant leadership, emotional intelligence also becomes one of the components and ensures deep knowledge about organizational culture and healthcare team members’ well-being.
In practice, this skill guarantees that nursing leaders not only know about the newest trends in healthcare but also consider how changes affect employees’ hearts. This integrated understanding improves the decision process and contributes to a productive work environment (Roussel et al., 2022).
Leadership: Transformational and resonant leadership theories emphasize leading by example, motivating others, and working toward innovation. This competency links to such theories’ adaptive and aspirational features, which promote leadership in different situations.
For example, a transformational leader can persuade the group to accept change by pointing out its advantages. At the same time, a resonant leader can engage with individual members by building an atmosphere of novelty and further development (Boyatzis & McKee, 2005).
Professionalism: The presence of congruence between personal values and resonant leadership principles promotes professionalism in nursing leadership. The competency also focuses on ethical behavior, accountability and creating a work environment that benefits an individual’s growth and integrity.
However, this alignment in practice requires that nursing leaders maintain ethical standards while creating a climate of responsibility within the group. Through resonant leadership principles, leaders can design an environment that focuses on individual care and growth for each employee (Canavesi & Minelli, 2021).
Business Skills and Principles (Informatics Specialty): The digital revolution in nursing leadership ensures the adherence to transformational and resonant paradigms. This competency makes it possible for leaders specializing in informatics to manage information and technology efficiently, thus promoting organizational success.
For example, an informatics specialty transformational leader may introduce new technologies to improve processes, focusing on how they benefit patient care. At the same time, a resonant leader in this situation could work to provide support and training so that the team adopts technology effectively (Gaddy, 2017).
An integrated approach between leadership theories and competencies needs to be formulated to develop a nursing leadership philosophy. Using transformational and resonant leadership principles, nurse leaders can develop an innovative and versatile model that promotes healthy relationships, tackles the nuances of healthcare settings, and aligns with AONE Nurse Executive Competencies. In doing so, they improve team performance and better patient care.
Boyatzis, R. E., & McKee, A. (2005). Resonant Leadership: Renewing Yourself and Connecting with Others Through Mindfulness, Hope, and Compassion. http://ci.nii.ac.jp/ncid/BA74193389
Canavesi, A., & Minelli, E. (2021). Servant Leadership: A Systematic Literature Review and Network Analysis. Employee Responsibilities and Rights Journal, 34(3), 267–289. https://doi.org/10.1007/s10672-021-09381-3
Gaddy, S. (2017). Hone your leadership philosophy as a DS provider. Disability Compliance for Higher Education, 22(8), 1–6. https://doi.org/10.1002/dhe.30277
Roussel, L. A., Thomas, P. L., & Harris, J. L. (2022). Management and leadership for nurse administrators. Jones & Bartlett Learning.
Speranza, C. R., & Pierce, A. (2019). Development of a Personal Leadership Philosophy: an experiential and reflective opportunity in the graduate classroom. The Journal of Leadership Education, 18(3), 167–175. https://eric.ed.gov/?id=EJ1221973
Storr, J. (2020). Perspectives: Go quickly, start now: a personal leadership philosophy. Journal of Research in Nursing, 25(4), 393–397. https://doi.org/10.1177/1744987120916992