Introduction
Leadership is an essential stage in the work of every person who wants to get a good result. Such a character should be developed in everyone, especially when it concerns working with people. Nursing is also part of this leadership process and needs to be designed for performance and results. Now a sizeable technological strategy somewhat replaces people in various fields, so it is not easy for leadership to motivate them to move forward and develop. Thus, Nursing Leadership is a crucial model for developing leadership and developing the effectiveness of people in emergencies.
Discussion
The ethical component of leadership is necessary for the study and application of such a theory in practice. In the work of nurses, choices often arise, and it is ethics that allows them to understand how they should act in different situations (Watkins, Earnhardt, Pittenger, Roberts, Rietsema, & Cosman-Ross, 2017). Therefore, an essential stage of leadership training is the correct study of practical skills in applying ethical theories. Accordingly, ethics is sometimes crucial and plays a significant role in situations.
It is essential to properly use work meetings to develop and spread leadership among employees. Most people do not always perceive work meetings correctly, but if used correctly, they can turn boring meetings into exciting work cases. Such things will help develop leadership and motivate nurses to apply them in their practice (LeBlanc, & Nosik, 2019). Such items must be presented correctly and qualitatively at work meetings for efficiency. Thus, if the correct reconstruction of work meetings takes place, it will be possible to improve the efficiency of employees.
As well as it being essential for healthcare professionals to develop leadership, it is also crucial that their emotional intelligence improves. Since the situations in the hospital are different and very often, emergencies require a more significant investment of effort from a person. Self-control and social awareness are the foremost vital characteristics for health workers that should be developed in every person. Thus, along with leadership qualities, development should also be carried out at the emotional level of situations (Watkins et al., 2017). The emotional component’s story will allow one to assess conditions better and make quick and effective decisions.
A vital solution in such situations to improve the quality of employees’ work is their active involvement in training. This training should take place quickly, which would not have complex consequences, but only positive ones. It was already mentioned above that work meetings, with proper organization, can help develop leadership potential. It is also essential to understand that for this, you need to do meaningful and challenging work in the organization of the workplace itself and the atmosphere. Especially for the result of her career, communication, the workplace, the team, and even the work schedule influence and shape a person (LeBlanc, & Nosik, 2019). Thus, to improve the employee, all these points should positively affect the person. From the employer’s side, these should be precisely those improvements and changes that will give efficiency to the work of the medical worker.
Conclusion
The field of medicine is an essential environment for personal development and the industry’s development. To improve such a field, first of all, it is necessary to provide efficiency to its employees, and for this, it is worth working on the environment in which the employee falls. Ethical things must always accompany the employee’s development to perform their tasks correctly. An employee’s effective and high-quality leadership qualities depend on how the employer creates a work environment.
References
Watkins, D., Earnhardt, M., Pittenger, L., Roberts, R., Rietsema, K., & Cosman-Ross, J. (2017). Thriving in complexity: A framework for leadership education. Journal of Leadership Education, 16(4), 148.
LeBlanc, L. A., & Nosik, M. R. (2019). Planning and leading effective meetings. Behavior analysis in practice, 12(3), 696-708.