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Running head: NURSING LEADERSHIP

Nursing Leadership

Charlene Dover

Delaware Technical Community College

Lifelong learning is an invaluable aspect of nursing. As we continue in our path to

become the best nurses we can be, we must continue to learn and expand our knowledge base.

Nursing is an ever-evolving field that changes rapidly with advancement of technology and

evidence-based practice, requiring nurses to continue education long after obtaining their license.

The need for lifelong learning is an inestimable competency the healthcare industry must possess

(Jumaa, Rendal, 2007). Continued education benefits nurses, their patients and the organizations

they are employed by. When nurses continue to learn, they continue to grow and enhance their

abilities both personally and professionally. It is important to stay abreast of the latest mandates,

advances, policies, and practices. A nurse in practice for fifteen years should have the same

informational knowledge as a nurse who recently graduated. Lifelong learning and continued

education allow for both nurses the same degree of knowledge and information. It enhances the

quality of patient care given, the competency of the nurse as well as expanding upon the

knowledge already gained. To deliver change, a nurse needs to exercise competence when

structural changes occur in the healthcare field (Jumaa, Rendal, 2007).

As a new RN, it is necessary to obtain the same knowledge base as those who have been

in the field for decades. For me, it means continuing my education to receive a Bachelor of

Nursing degree. After just completing the associate’s program last May, I had already completed

courses that contained nursing leadership. But this this class has led to the exploration and the

discovery of several leadership styles accompanied by leadership theories that I had never

explored such as Deming, Drucker, Contingency, Management Grid, Connective Leadership,

Emotional Intelligence, Knowledge Management, Leadership 2.0, and Transformational

Leadership theories. The theory that stood out to me was the Connective Leadership Theory.
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The connective leadership theory focuses on caring and emphasizes having clear and specific

goals that are easy to understand. The goals in this theory are achievable and the goals empower

everyone.

Connective Leadership Theory

In the Connective leadership theory, the approach to leadership is when the leader needs

to promote collaboration and teamwork within the Healthcare Organization and among other

organizations in the community (Finkelman, 2016). In my job as a Registered Nurse in one of

the State of Delaware’s long-term care facilities, I have to collaborate with many disciplines.

Most of the time, my patients are at our facility until their last breath. I need to collaborate with

internal disciplines: physicians, nurse practitioners, physical therapy, dietary, certified nursing

assistants. And then external: private physician offices, specialists, lab companies, hospice

agencies, palliative care agencies, families and friends. I am one of the many that has to be

certain all of my patients are receiving the best care they can get, and I have to be sure they are

living to the best of their capacity. Since I am the one with these patients just about every day, I

need to be able to speak for and communicate my patients needs and wants and be sure they are

receiving the care they deserve and the care they want. I feel this theory also includes one of the

things I do best, care.

My goal is to be a leader that others want to follow. I want those around me to feel

inspired, valued and appreciated, by accomplishing these goals it allows the person to feel
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empowered. A feeling of empowerment can lead to an increase in job satisfaction when they

feel they are a valuable member of the organization. Although nursing can tend to be a

competitive field when there is room for advancement, there is a belief held that in order to

advance, it not necessarily the survival of the fittest, but in order to survive you have to work

together (Paskewich, 2014). A memorable leader promotes collaboration and teamwork while

meeting patient needs. By building the work culture to feel inclusive with a uniform set of goals

and values, you become more than just a manager, you become a leader.
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References

Coghill, Y. (2019). When will we see more diverse nursing leadership? British Journal Of

Nursing (Mark Allen Publishing), 28(1), 62–63. https://doi org.libproxy.dtcc. edu/ 10.

12968/bjon.2019.28.1.62

Finkelman, A. (2016). Leadership and management for nurses: Core competencies for quality

care. Boston, MA: Pearson

Jumaa M.O., & Rendal H.P.L. (2007). Effective evidence based nursing leadership and efficient

nursing management: work based learning lessons from a Catholic health service in

Africa. West African Journal of Nursing, 18(2), 114–125. Retrieved from

http://search.ebscohost.com.direct=true&db=c8h&AN=105970921&site=ehost-live

Monnappa, A. (2018) What’s the Difference Between Leadership and Management? Retrieved

from: https://www.simplilearn.com/leadership-vs-management-difference-article

Paskewich, J. C. (2014). Rethinking organizational hierarchy, management, and the nature of

work with Peter Drucker and Colin Ward. Ephemera: Theory & Politics in Organization,

14(4), 659–672. Retrieved from http://search.ebscohost.com. proxydirect= true &db

a9h&AN=100008302&site=ehost-live

The Sentinel Watch (2014, April 9) What’s the Difference Between a Nurse Manager & Nurse

Leader? Retrieved from https:// www. americansentinal.edu /blog/ 2014/ 09/12 / leade

rship-management-difference/