Leadership Style Of Leadership Styles Essay

Leadership Style Of Leadership Styles Essay

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the author also comments that this style of leadership is best left to organisations whose staff are technically proficient, have been trained accordingly, work while unsupervised, and have sound work ethics. When examined from a nursing perspective, Jackson, Hutchinson, Peters, Luck, and Saltman (2013) looked upon laissez-faire as an evasive form of leadership, one that harbours underlying issues of ignorance and incompetency. The author’s research found that laissez-faire, while seeking to offer staff independence, could in reality promote a sense of distrust towards the very people offering the independence. Equally important, as discussed by the authors, was the negative effect that this leadership style could impinge upon staff wishing to report a serious workplace issue or other concerns.

So, how can democratic leadership avoid these same pitfalls? Firstly, what are the traits that help define this style of leadership? Democratic leadership as defined by Brookfield (2010) is more a function as opposed to rule by supremacy. The author argues that fundamental to this style of leadership is the understanding that all those under its control can in a fact take on the role of leader. Further to this the author adds that all participants have the right to offer ideas and concerns that may help resolve or influence outcomes. It is these very beliefs about the potential of all to lead and exercise their opinion that is indicative of the democratic philosophy. To elaborate further on democratic leadership, Page and Ferguson (2011) offers the view that a successful leader is the catalyst that enables a harmonious relationship, not only between the staff, but also with the company itself. This same leadership, as stressed by the autho...


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...in these training sessions would be workshops conducted in the nurses own work environment that promoted and recognised not only the teams efficiency but the dedication of the staff to their duties. Trust, social interaction and networking play an important role in resilience, both individually and collectively. This is reflected in a study by Hart, Brannan, and De Chesney (2014) who offer social interaction outside of work as an ideal way of reducing stress. Their endorsement of social activities and networks such as fitness clubs, voluntary work and other hobby groups as being just as important as being able to find trust and support from fellow colleagues, friends and those in a managerial role. In fact, as stated by the authors, management can make or break resilience purely by their leadership in ensuring the work environment is conducive to promoting good will.

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