The Value of Situational Leadership

Research output: Contribution to journalArticle

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Original languageEnglish
Pages (from-to)31-33
Number of pages3
JournalCommunity Practitioner
Volume92
Issue number2
Publication statusPublished - 8 Mar 2019
Publication type

Research output: Contribution to journalArticle

Abstract

There's not much literature available to guide and direct NHS leadership and their approaches within clinical practice. However, two main schools of thought exist. There are the historical transactional theories, where leaders provide rewards to followers for desired behaviours, but these are largely recognised to be ineffective in nursing care. Then there are the more modern transformational approaches that have driven NHS leadership for many years. Transformational leaders are considered to be committed leaders with a vision to empower and nurture the value that others bring. NHS leadership theory often drives nurses towards a transformational approach to their leadership style in clinical practice. Situational leadership can be described as the inter-relation between the task behaviour (that is, giving instruction, direction, guidance and the relationship behaviour), listening, support, and value. This style offers the benefits of combined strategies that apply consideration to individual and environmental needs. This can maximise students' learning experiences and satisfaction within practice contexts.

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