NR703 Week 8 Reflection Discussion

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NR703 Week 8 Reflection Discussion

NR703 Week 8 Reflection Discussion

Chamberlain NR703 Week 8 Reflection on Learning and Practice Readiness Discussion

Purpose

The purpose of this discussion is to reflect on your own readiness to practice as a DNP-prepared nurse and consider what you learned in this course and how this knowledge will impact your practice.

Instructions

Each week, you have been reminded that reflective inquiry allows for expansion of self-awareness, identification of knowledge gaps, and assessment of learning goals. As you reflect on your own readiness to practice as a DNP-prepared nurse, it is important to consider what you learned in this course.

As you review the course outcomes and your experience in this course, address the following:

  1. Analyze and evaluate how your thinking was challenged in this course related to transformational leadership to influence contemporary organizations
  2. Considering this new knowledge, examine how this learning prepares you to practice collaboratively as an innovative DNP-prepared nurse.

Please click on the following link to review the DNP Discussion Guidelines on the Student Resource Center program page:

Program Competencies

This discussion enables the student to meet the following program competences:

  1. Applies organizational and system leadership skills to affect systemic changes in corporate culture and to promote continuous improvement in clinical outcomes. (PO 6)
  2. Appraises current information systems and technologies to improve health care. (POs 6, 7)
  3. Creates a supportive organizational culture for flourishing collaborative teams to facilitate clinical disease prevention and promote population health at all system levels. (PO 8)
Course Outcomes

This discussion enables the student to meet the following course outcomes:

  1. Compare and contrast theories of organizational behavior and leadership. (PCs 2, 4; PO6)
  2. Investigate the role of advanced nursing practice in innovation and transformation to propose solutions impacting healthcare systems. (PCs 2, 4; PO 6)
  3. Differentiate attributes of effective leaders and followers in influencing healthcare. (PCs 2, 4; PO 6)
  4. Assimilate attributes for interprofessional collaboration across healthcare settings. (PC 6; PO 8)
  5. Formulate selected strategies for leadership and influence across healthcare systems. (PC 6; PO 8)

Due Dates

  • Initial Post: By 11:59 p.m. MT on Wednesday
  • Follow-Up Posts: By 11:59 p.m. MT on Saturday

NR703 Week 8 Reflection Discussion: Transformational Leading as a DNP-Prepared Nurse Student Lesson Plan

Overview

Program Competencies

  1. Applies organizational and system leadership skills to affect systemic changes in corporate culture and to promote continuous improvement in clinical outcomes. (PO 6)
  2. Appraises current information systems and technologies to improve health care. (POs 6, 7)
  3. Creates a supportive organizational culture for flourishing collaborative teams to facilitate clinical disease prevention and promote population health at all system levels. (PO 8)

Course Outcomes

  1. Compare and contrast theories of organizational behavior and leadership. (PCs 2, 4; PO 6)
  2. Investigate the role of advanced nursing practice in innovation and transformation to propose solutions impacting healthcare systems. (PCs 2, 4; PO 6)
  3. Differentiate attributes of effective leaders and followers in influencing healthcare. (PCs 2, 4; PO 6)
  4. Assimilate attributes for interprofessional collaboration across healthcare settings. (PC 6; PO 8)
  5. Formulate selected strategies for leadership and influence across healthcare systems. (PC 6; PO 8)

Weekly Objectives

  1. Integrate transformational leadership to promote high-value healthcare. (PCs 2, 4; PO 6; CO 3)
  2. Create a personal leadership plan to enhance professional formation. (PC 6; PO 8; CO 5)
  3. Evaluate the impact of individual leadership styles to influence a shared vision. (PCs 2, 4, 6; POs 6, 8; COs 1, 5)
  4. Reflect on practice readiness related to leadership. (PCs 2, 4, 6; POs 6, 8; COs 1, 2, 3, 4, 5)
  5. Examine how transformational leadership uses innovation to advance nursing practice. ( PCs 2, 4, 6; POs 6, 8;COs 2, 3, 4, 5)

Main Concepts

  1. Transformational leadership for collaboration in advanced nursing practice (PCs 2, 4, 6; POs 6, 8; COs 2, 3, 5)
  2. Beyond transformational leadership (PC 6; PO 8; CO 5)
  3. The Leadership Challenge (PCs 2, 4, 6; POs 6, 8; COs 3, 5)
  4. Leadership reflection (PCs 2, 4, 6; POs 6, 8; COs 1, 2, 3, 4, 5)

Schedule

Section Read/Review/Complete Course Outcomes Due
Prepare Assigned Readings COs 1, 2, 3, 4, 5 Wednesday
Explore Lesson COs 1, 2, 3, 4, 5 Wednesday
Translate to Practice Discussion: Initial Post COs 1, 2, 3, 4, 5 Wednesday
Translate to Practice Discussion: Follow-Up Posts COs 1, 2, 3, 4, 5 Saturday
Reflect Reflection COs 1, 2, 3, 4, 5 No submission

Foundations for Learning

Start your learning this week by reviewing the following video and identifying the five clearly defined practices of transformational leaders.

The Leadership Challenge. (2012, November 7). The Leadership Challenge overviewLinks to an external site. [Video]. YouTube. https://youtu.be/Ny44jEgJU6s

Student Learning Resources

Click on the following tabs to view the resources for this week.

Required Textbooks

NR703 Week 8 Reflection Discussion

Broome, M. E., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). Springer Publishing Company.

  • Read Chapter 1
    • Section: What Is Transformational Leadership?

White, K., Dudley-Brown, S., & Terhaar, M. (2021). Translation of evidence into nursing and healthcare (3rd ed.). Springer Publishing Company.

  • Read Chapter 6
    • Section: Translation of Evidence for Leadership

Zaccagnini, M., & Pechacek. (2021). The Doctor of Nursing Practice essentials: A new model for advanced practice (4th ed.). Jones & Bartlett Learning.

  • Read Chapter 6
    • Section: Strong Leadership

Required Articles

Scan the following articles on Professional Practice Models:

Ghur, N., Lebek, B., & Breitner, M. H. (2019). The impact of leadership on employees’ intended information security behaviour: An examination of the full‐range leadership theory.Links to an external site. Information Systems Journal, 29(2), 340-362. https://doi.org/10.1111/isj.12202

Pearson, M. M. (2020). Transformational leadership principles and tactics for the nurse executive to shift nursing culture.Links to an external site. The Journal of Nursing Administration, 50(3), 142-151. https://doi.org/10.1097/NNA.0000000000000858

Additional Resources

Review the following additional resources for further exploration of the weekly topics/concepts:

42 Fresh Ideas. (2018, March 4). 30 The Leadership Challenge [Video]. YouTube. https://www.youtube.com/watch?v=HMvwaFVlu8I

Learning Success Strategies
  • Remember that the week and discussion end on Saturday at 11:59 p.m. (MT).
  • Develop your course reflection ideas and thoughts through the interactive discussion. Review the discussion guidelines and rubric to optimize your performance.
  • You have access to a variety of resources to support your success. Click on the DNP Resources tab on the home page to access program and project resources.
  • Your course faculty is here to support your learning journey. Reach out for guidance with study strategies, time management, and course-related questions.

Interacting with Feedback

Each week your course faculty will provide feedback in the rubric and on any assignment you have submitted. Take a moment to review the following video on how to view rubric feedback in Canvas:

Review the following video on how to accept/reject track changes when viewing course faculty feedback on your assignment:

NR703 Week 8 Lesson Transformational Leading as a DNP-Prepared Nurse

Transformational Leadership Factors

Since the turn of the century, the transformational leadership style has been promoted, encouraged, and refined. Today, the elements have been distilled to four essential transformational leadership factors outlined in this week’s reading (Marshall & Broome, 2021).

Four Key Transformational Leadership Factors (Core Concepts)

Match each characteristic with its core concept.

Key Transformational Leadership Factors Interactive Transcript

  • Idealized Influence: Be a positive role model
  • Individualized Consideration: Give personal attention
  • Inspirational Motivation: Inspire and motivate
  • Intellectual Stimulation: Challenge to be innovative

Learn More!

View the following video to examine the role of nurse leaders in transforming healthcare.

Full-Range Leadership Theory: An Adaptive Transformative Approach

Styles such as laissez-faire leadership, transactional leadership, situational leadership, servant leadership, adaptive leadership, and other interactional leadership concepts have created a more expansive toolbox for today’s dynamic leaders. In addition to the recent innovation of Quantum Caring Leadership (Watson et al., 2018) discussed in Week 6, another theory worth examining for its operational usefulness is Full-Range Leadership since its focus is on combining different styles into the leadership repertoire.

Full-Range Leadership Theory (Antonakis et al., 2003; Avolio, 2011; Avolio & Bass, 1991) describes nine characteristics from the three leadership concepts: five from the transformational concept, three attributed to transactional leadership, and one classified as a non-leadership or lasses-fair factor. These are summarized in the following graphic.

The construct helps to operationalize the leadership dynamic and provide a better understanding of the application of leadership principles. The laisser-faire concept (which was popular years ago) was included to demonstrate non-productive leadership.

Click on the different theories to examine Full-Range Leadership Theory.

Click the following link to expand to full screen:

Full-Range Leadership Theory.

Full-Range Leadership Theory Interactive Transcript

Originating Leadership Concept Factors/Characteristic Description of Follower’s Perception
Transformational Inspirational motivation Leader’s vision leading to positive attitude and motivation
Transformational Idealized influence (attributed) Followers see leader as positive and charismatic, creating emotional connections, confidence, and trust
Transformational Idealized influence (behavior) Leader acts on values, mission and vision with followers.
Transformational Intellectual stimulation Leader challenges followers’ assumptions, analyzes their problems and creates solutions
Transformational Individualized Consideration Leader fosters followers’ strengths and considers their needs and development
Transactional Contingent reward Leader provides task rewards (material and psychological)
Transactional Active management-by-exception Leader actively looks for deviations from rules/standards to make corrections and prevent further complications
Transactional Passive management-by-exception Leader acts after deviations/errors occur to take corrective action
Laissez-faire Non-leadership Absence of leadership

The Leadership Challenge

Kouzes and Posner (2017) offer an excellent practical leadership model in The Leadership Challenge Model. They have discovered through observation and research that influential leaders lead by modeling the organization’s shared values. Then, they find a way to inspire a shared vision for their teams and enlist them to adopt it. They propose that leaders challenge the way-its-always-been-done mindset, enabling those in their teams to act independently. Finally, they celebrate all gains, which is referred to as encouraging the heart. Their leadership primer has also been used effectively as a change model.

Click through the slides for the five practices for exemplary leadership.

Five Practices for Exemplary Leadership Interactive Transcript

Leadership is not about personality; it is about behavior—an observable set of skills and abilities.

Explore the five practices by clicking the arrow.

  1. Model the way: Leaders create standards of excellence and then set an example for others to follow.
  2. Inspire a shared vision: Leaders envision the future, creating an ideal and unique image of what the organization can become.
  3. Challenge the process: Leaders search for opportunities to create innovative ways to improve the organization.
  4. Enable others to act: Leaders involve others and strive to create an atmosphere of trust and human dignity.
  5. Encourage the heart: Leaders recognize contributions and celebrate accomplishments.

By learning and applying leadership behaviors and attitudes that transform people into better teams, DNP-prepared nurse leaders can become the critical change agents of tomorrow.

As you complete this final week, take the following leadership challenge. Think about how you can apply the leadership challenge to your practice in some way. Click on each level to compare your application idea to the expert answer.

The Leadership Challenge Interactive Transcript

The Leadership Challenge: How to make extraordinary things happen in organizations

Select the correct Golden Cube to reveal the answer.

Level 1: Model the Way

Question:

Choose the best answer from these options:

  1. The manager, who is not a nurse, shows a video of a sterile dressing change and sets the expectation that it should always be done that way.

*b. The manager, who is not a nurse, sees that the team is hectic, so she assumes tasks at the nursing station as she calls for additional staffing.

  1. The manager, who is not a nurse, asks the charge nurse to demonstrate a procedure in the staff meeting.

Model the Way Expert Response:

“Leading by example is more effective than leading by command” (Kouzes & Posner, 2012, p. 17).

A leader does not have to demonstrate the individual job skills of everyone on the team but instead establish the direction and guide the pursuit through clearing the way for the team. Leaders operationalize the golden rule: treating others and the team’s goals as they themselves believe. Modeling the way is setting the example, showing commitment, and caring for the team.

Level 2: Inspire a Shared Vision

Question:

Choose the best answer from these options:

  1. The manager sets operational expectations for the fiscal quarter at a staff meeting.

*b. The manager explains her vision of the future by including a common and desirable goal that excites all team members.

  1. The manager defines her vision of the future in a general way she hopes all of the team will appreciate.

Inspire a Shared Vision Expert Response:

“You can’t command commitment; you have to inspire it. You have to enlist others in a common vision by appealing to shared aspirations” (Kouzes & Posner, 2012, p. 18).

Whether the vision is born of the organizational philosophy or the leader’s own passion, demonstrating that enthusiasm can paint the picture of the future for the team. The leader’s passion becomes magnetic, exhilarating, engaging, and enlivening as each team member arrives at that vision inspired by the leader’s unfailing excitement. During the Vietnam conflict, a ship’s captain pinned a beautiful, exotic picture of Tahiti in the mess hall under which were written the words, “When we are done here. . . .!” A shared vision was inspired.

Level 3: Challenge the Process

Question:

Choose the best answer from these options:

*a. I think we do a great job with end of shift report, but I suggest looking at the evidence behind walking rounds.

  1. I like new ideas, but if it’s not broken, don’t fix it!
  2. The expectation is that everyone will comply with my new initiative.

Challenge the Process Expert Response:

“Maintaining the status quo simply breeds mediocrity” (Kouzes & Posner, 2012, p. 156).

Transformational leaders must always be fearless and willing to take a stand for values over corporate policies that may harm or devalue the patients or the staff. Being a fearless leader means knowing when to pick battles (of course through appropriate behaviors) and when to use collaboration skills. Challenging the “way it has always been done” is vital for innovative improvement, application of best practice, and creative leadership.

Level 4: Enable Others to Act

Question:

Choose the best answer from these options:

  1. The manager encourages educational development even though there is no budget to support it.
  2. The manager creates a unit policy that allows anyone on the team to take action in customer service recovery; however, they should first receive permission from the on-duty supervisor.

*c. The manager creates a unit policy that allows anyone on the team to take action in customer service recovery. It includes examples like allowing visitation after hours when needed, ordering a family member’s meal, and other acts that demonstrate the willingness to make things right.

Enable Others to Act Expert Response:

“The climb to the top is arduous and steep. People become exhausted, frustrated, and disenchanted, and are often tempted to give up. Genuine acts of caring draw people forward. ‘Recognition is the most powerful currency you have and it costs you nothing.’” (Kouzes & Posner, 2012, p. 23).

It is often easier (and sometimes more effective and efficient) for a leader to perform a task rather than delegate it. However, it may send the message that the leader does not trust the staff (or thinks them incompetent). Moreover, enabling others to make decisions or perform functions independently creates a culture of trust and respect. It strengthens each member of the team and creates a collaborative environment. Enabling others to act develops each team member and strengthens the team.

Level 5: Encourage the Heart

Question:

Choose the best answer from these options:

  1. Within the hearing of others, the leader of the organization makes rounds on a unit and says the exact phrase to each person encountered, “I appreciate you and the very important work that you do.”

*b. The unit manager overhears a patient thank a nurse for taking the time to care. While the manager walks with the nurse back to the nurses’ station, she says, “You are amazing. Thank you!”

  1. The unit manager overhears a patient thank a nurse for taking the time to care. While the manager walks with the nurse back to the nurses’ station, she says, “You did a great job, but I think you could do better.”

Encourage the Heart Expert Response:

“Spontaneous, unexpected rewards are often more meaningful than expected, formal ones” (Kouzes & Posner, 2012, p. 292).

Encouraging the heart is an attitude toward others that is continually in motion. The leader can recognize each positive act, successful task, helping behavior, or positive expression when witnessed simply by approving and reinforcing them with this relationship-building attitude.

The leader’s approval means much. For individuals and the team, rewarding even small gains can add to the accomplishment of extraordinary things, even when the leader is not present to see them. For leaders and their reinforcement of daily positives, excellence can be achieved. Excellence is encouraging the heart.

You win!! Move on to the discussion for Week 8!

Reference

Kouzes, J. M., & Posner, B. Z. (2012). The leadership challenge: How to make extraordinary things happen in organizations (5th ed.). Jossey-Bass.

NR703 Week 8 References

Antonakis, J., Avolio, B. J., & Sivasubramaniam, N. (2003). Context and leadership: An examination of the nine-factor full-range leadership theory using the Multifactor Leadership Questionnaire. Leadership Quarterly, 14, 261-295. https://doi.org/10.1016/S1048-9843(03)00030-4

Avolio, B. J. (2011). Full range leadership development. Sage Publications.

Avolio, B. J., & Bass, B. M. (1991). Manual for the full range of leadership. Bass, Avolio & Associates.

Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge: How to make extraordinary things happen in organizations (6th ed.). John Wiley & Sons, Inc.

Marshall, E. S., & Broome, M. E. (2021). Chapter 1: Frameworks for becoming a transformational leader. In M. E. Broome & E. S. Marshall (Eds.), Transformational leadership in nursing: From expert clinician to influential leader (3rd ed., pp. 3-34). Springer Publishing Company. https://doi.org/10.1891/9780826135056

Watson, J., Porter-O’Grady, T., Horton-Deutsch, S., & Malloch, K. (2018). Quantum caring leadership: Integrating quantum leadership with caring science. Nursing Science Quarterly, 31(3), 253-258. https://doi.org/10.1177/0894318418774893

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