Leadership in the Nursing Profession Essay

Margret Sanger is a figure in history that is not as contentious as she was more than 100 years the time she began her job making abortion and birth control voluntarily available to the women of America. Although most of her thoughts on the control of birth are acknowledged cheaply today, the moral argument on the part of abortion proceeds with the organization that she started called Planned Parenthood decisively at its center (Schneider, Menzel, Clark, York, Candela & Xu, 2009). A middle-class father raised Margret Sanger in the late 19th century who exhilarated her to have a belief on how America would be the best residence with state welfare that delivered opportunities and resources to all. Since she has raised more than ten brothers and sisters, she was uncovered first to the hardships and dangers of continual childbearing. Leadership that was courageous and outspoken defined her work to educate the women of America and also providing them with resources of birth control that was during that time frowned and illegal upon by the highest portion of the community.

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Not having a fear of putting her freedom and family of that what she believed, she smuggled contraceptives that were illegal to the country and dispersed them from clinics that were prohibited. She was a leader who was ready to place all that she possessed on the line for the sake of her customs. She had a belief that it was important providing the services of abortion and birth control to the women of America for the sake of their brain well-being, health, and financial and personal liberty. During the time, she was operational as a nurse in the areas that stick to poverty in New York gave her entrenchment that was extreme and progressive thoughts about the reproductive rights of women.

Sanger by espousing concerns frequently of the poor American women, she was able to obtain their support primarily from those who were enticed by the thought that they would not give birth to children yearly often any that they had little effort to afford to support. Besides a background of the First World War, the women were altogether united by the mutual goal of achieving the right of voting and the power of controlling their bodies. Margret Sanger, in that case, was able to develop herself as a leader and inspire a crowd of the citizenry that was previously not having a voice with her compassion, ambition and fixed beliefs (Lagerwey, 2010). By signifying a readiness to do anything to see her objectives become real, she proved to be one of the earliest females who was more influential America leader in history. Not forgetting that as a leader she can receive criticism for some of her judgments, for instance, she is criticized frequently by the birth control opponents and has been criticized for eugenics support but remain an iconic symbol in the reproductive rights movement of America.

Leadership is both a skill that is put into practice and area of research surrounding the ability of people or firm leading and guiding the other people in the whole firm. Also, an individual can recruit the support and aid of the other individuals in fulfillment of a mutual task in a social influence process. For instance, in the clinical background leadership that is effective guarantees excellent quality healthcare services that provide consistently efficient and safe care. Over the previous years, one of the primary essential contributions in any organization has been considered by the core traits of recognized leaders (Nichols, 2016).

The effective leader traits that are used today in determining the characteristics of an effective leader comprise the following: First is the dominance where leaders are often decisive and competitive frequently relishing overcoming challenges. Generally, they are emphatic in their style of thinking as well as their defiance in handling others. The second is emotional stability that best leaders have to be able to apply to abide by stress and frustration. Leaders have to be adjusted well-having maturity psychologically to handle anything they are about to face. The third trait is enthusiasm as leaders are supposed to be seen as expressive, active, and energetic. This helps them to be open and optimistic about changes that they face (Nichols, 2016). This makes them alert and quick tending them being uninhibited. The fourth one is tough-mindedness as good leaders are supposed to be logical and practical to the point. They tend to be low in attachments of sentiments and comfortable in their times they are criticized.

The fifth one is social boldness as the leaders are supposed to be risk takers. They are often thick-skinned and aggressive generally. They are usually responsive to the other individuals and high in the stamina of their emotions. Honesty is one of the most valuable traits as a leader. When the trust of someone is broken, it is hardily gained back again. Honesty is one thing that holds the truth in the daily activities of lives of individuals including the profession ones. Effective leaders always maintain a transparency level despite how hard it may be, as it will still pay eventually.

For leaders to be more effective, they are supposed to have a style that will help them to be successful in inspiring and guiding workers. Successful leaders can move productivity and creativity also improving the bottom line of a successful business (Eagly, Johannesen-Schmidt & Van Engen, 2003). This is achieved through applications of the styles that follow: The first style is the autocratic leadership. This style is founded on control and is hardly liked well as it uses a style that of the military. The leadership style provides orders and supposes prompt implementation with no feedback from the employee. It thrusts workers hard hence does not achieve commitments and loyalty in return. The second style is the transformative leadership style. This one shines in the time of comparing leadership in the world of business. It encourages the workers to think and leaders are often inspiring critically. The leaders here have a higher vision hence are motivating and charismatic. As a transformative leader, it requires having managers that are dedicated to having an approach that is detailed ensuring daily processes and tasks of administration are in position.

The third style of leadership is Laissez-Faire Leadership that entails inverse of autocratic leadership understood in French. Economically it means a doctrine is contrasting the ruling government meddling in the affairs of economics that are outside the less necessary for peace maintenance and right to property. This style consists of main impacts in the environment of creativity, but it also lacks structure and discipline that is always required in the context of business. The other problem with this style is the approach that is unstructured to the process of learning. It heavily relies on creativity, experience, and talent to generate results (Aronson, 2011). The fourth style of leadership is transactional leadership that focuses on reward, processes, and work that create consistent outcomes. This style is not harsh, but it gives punishment to performance that is poor. A transactional leader provides an incentive for performance that is positive and mainly best performance has a meaning of more money via commission and bonus systems.

As a leader, one should listen to the people on the frontline. Many different enterprises are doomed from the start reason being the leaders in position use all their time listening to their fellow leaders and the other third parties with resumes that are impressive when they are supposed to be listening to the individuals in the frontline. These front-line workers have the excellent know-how on the score because they are interacting with other workers, suppliers, and customers always on a daily basis. For this reason, they exactly know what is not right in the processes of firms and what their competitors are participating in to take the business. As an effective leader, considering this in the organization helps in the smooth running process within and outside. Leaders of change need to have an understanding on every agenda in competition and see out the way to manage and anticipate politics by deals brokering, uncertainty reduction, and assessing their egos helping individuals feel heard and respected. By doing this, it helps in saving of time that would be wasted by individuals attempting to defend themselves. The time the leader turns out to be known as a good ideas champion, individuals outside and within the firm starts calling him or her for more ideas that are good. The leader, in this case, will begin quickly to construct great ideas that improve and withstand changes.

Conclusion

Identifying one's passion as a leader is a way in which a leader brings impact to any organization. Making a change typically needs one as a leader to go beyond and above expectations. For one to rise above their expectations, they are supposed to contain something that motivates them. This kind of motivation drives one as a leader to bring a difference and lead at the same time. More values are brought in when one is working on the things that excite them and as a leader, it is necessary to put this into consideration. This will bring positive effects to any organization thus boosting its running efficiently. Also, pursuing a lot of respect and not concentrating on the likability part adds to the best running process of any institution. One is supposed to live his or her life as an effective leader making decisions founded on that what others have in their thoughts. This makes one as a leader not to lead their life, and by not doing so they will not make an effect on the others. Therefore, a person should stop having worries on being liked as a leader by others and begin to concentrate on being given respect.

References

Aronson, E. (2011). Integrating leadership styles and ethical perspectives. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l'Administration, 18(4), 244-256.

Eagly, A. H., Johannesen-Schmidt, M. C., & Van Engen, M. L. (2013). Transformational, transactional, and laissez-faire leadership styles: Psychological bulletin, 129(4), 569.

Lagerwey, M. D. (2010). Ethical vulnerabilities in nursing history: Conflicting loyalties and the patient as 'other'. Nursing Ethics, 17(5), 590-602.

Nichols, A. (2016). What do people desire in their leaders? The effect of leadership experience on desired leadership traits. Leadership & Organization Development Journal, 37(5), 658-671. doi: 10.1108/lodj-09-2014-0182

Schneider, B. S. P., Menzel, N., Clark, M., York, N., Candela, L., & Xu, Y. (2009). Nursing's leadership in positioning human health at the core of urban sustainability. Nursing Outlook, 57(5), 281-288.