Aesthetic Leadership in Clinical Nursing †MyAssignmenthelp.com

Question: Discuss about the Aesthetic Leadership in Clinical Nursing. Answer: Introduction: Clinical leadership has been considered essential to client/ patient outcomes across all clinical settings (Ennis, Happell Reid?Searl, 2015). Transformational leadership has emerged as a dominant leadership style in the modern world. In recent times, the theory of congruent leadership has occupied the position for explaining clinical leadership in nursing. Due to the difficulties faced by the modern organizations, only one leadership style cannot be followed, irrespective of the situation (Porter-O'Grady, 2015). It is also evident that with the complexities of modern organizations, one specific leadership style cannot be the only model followed, regardless of the situation. For the purpose of overcoming the limitations of leadership models, aesthetic leadership is projected as the leadership style that does not oppose congruent leadership and transformational leadership model and reflects the validity of aesthetics and art to nursing (Mannix, Wilkes Daly, 2015). The requirement for more operative clinical leadership necessitates the review of leadership theories and frameworks that significantly influences the contemporary clinical leadership in nursing along with the availability of alternative leadership styles for consideration. The ontological and epistemological validity of art and aesthetics to the practices of nursing have been recognized by the nurses and therefore, aesthetic leadership can be considered for the purpose of addressing the failings reported in leadership in the world of clinical practice. The theory of aesthetic leadership is increasingly gaining power in the leadership studies but it is still not given enough importance in the context of clinical leadership in nursing. In the modern era, the nursing discourse is dominated by transformational leadership as the favored leadership model. Other leadership frameworks and theories such as authentic leadership, servant leadership, leadership practices, transactional leadership and situational leadership are applicable to the clinical setting to some extend but are not particular to clinical leadership. However, congruent theory is specific to clinical leadership and nursing (Stanley, Blanchard, Hohol, Hutton McDonald, 2017). The non- charismatic leadership theories such as charismatic leadership and transformational leadership operate with the intent of creating awareness and acceptance among the followers regarding the missions and goals of organization. The focus of transformational leadership is on the individuals and relationships. It also encourages the leaders to be visionary which in turn will enable them to inspire and empower others for sharing that vision with the help of effective communication. The leaders must possess personal and social emotional intelligence capabilities along with ethical behavior and capability of challenging the status quo for facilitating change in order to ensure effective transformational leadership (Hutchinson Jackson, 2013). The transformational leadership style supports increased organizational commitment, higher job satisfaction amongst the nurses, reduced workplace conflict, improved role clarity and reduced anxiety levels, emotional exhaustion and stress amid staff. Situational leadership model gave rise to congruent leadership which is well-known to take place when the use of a suitable business leadership style is made after gaining understanding of the aspects of followers, leaders and the setting (Fink-Samnick, 2017). The congruent leadership theory is more aligned with the authentic leadership and provides the means by which beliefs and values regarding nursing and care are imitated in the actions and activities of a clinical leader. Effective communication and interpersonal skills are required by the congruent leaders with respect to the emotional intelligence capabilities. It is argued that congruent leadership delivers a comprehensive base for clinical leaders. This is due to the fact that core values of nursing profession are reflected by congruent leadership and its main consideration is patient focused care (Harris, Bennett Ross, 2014). However, congruent and transformational leadership suffers from some limitations. When leadership is considered in context of clinical nursing, a variety of issues can arise for the clinical leaders while implementing transformational leadership style. For the development of clinical leaders in nursing, transformational leadership is not considered appropriate. Instead, congruent leadership theory is proposed for clinical leadership as the limitations identified in this context are irrelevant to clinical workplace. Aesthetic leadership is considered among the proven leadership theories that place emphasis on the followers and their opinions regarding qualities of the leader in follower-leader dyad. Aesthetic leaders emerge from the viewpoint of their colleagues and are not self- appointed (Block, 2014). In other words, aesthetic leadership takes into account the views of followers regarding the leadership qualities of leaders (Mannix, Wilkes Daly, 2015). It is considered to be focused on moral behaviors and is value- oriented. It is a manner of facilitating flow between administration, management and aesthetics fields in organizations where all such fields are provided equal importance. Aesthetic leader is regarded as the leader who possesses knowledge, known as tacit knowledge that bear a resemblance to aesthetic / sensory knowing and is obtained from profound experience that provides a logical explanation. Aesthetic leaders need to have the qualities of effective relational leaders particula rly at the time of negotiating with and between administrators and managers in an organization (Daas, 2015). They should take into account the management theories for the motivation of their followers along with systems theory approach to management which will allow interaction between people and the organization. Modern organizations suffer from a variety of complexities and therefore one specific leadership style cannot be followed, irrespective of the situation. In the culture and context of the clinical nursing world, aesthetic leadership is the leadership style that has the capability of supporting the effectiveness of clinical leaders specifically with the identification of the importance and relevance of art and aesthetics to nursing practice (Styron Styron, 2017). The significance of relationships in the follower- leader dyad has been recognized by all the three leadership models. As a model of leadership, aesthetic leadership does not oppose congruent leadership and transformational leadership and has the capability of overpowering some of the limitations of these leadership models. More balanced and holistic view of the follower- leader dyad is provided by aesthetic leadership with the help of its follower centric position. Clinical nursing suffers from the dominance of transformational leadership and still the requirement of effective clinical leadership is witnessed which means that the place of transformational leadership in the world of clinical practice needs reframing. Reframing of the place of transformational leadership does not imply discarding it as a valuable model of leadership. Instead of this, aesthetic processes and aesthetic leadership will be utilized for the purpose of overcoming the limitations of transformational leadership as a clinical leadership model (Marshall Broome, 2016). The aesthetic processes are emerged from symbolic, embodied and sensual elements that are shaped from the experiences and cultural perspective of an individual and its incorporation would minimize the moral and cultural limitations of transformational leadership style (Fischer, 2016). The centrality of the beliefs and values of a leader in congruent leadership theory is compatible with the focus on leaders t hat show a strong moral compass in aesthetic leadership. For the purpose of becoming a clinical leader expert, the consideration of central ideas around the beliefs and visible leader values of congruent leadership theory should be made (Ennis, Happell Reid?Searl, 2015). For example, in the context of mental health, nursing leadership is changed as a result of the deinstitutionalization of care for individuals with problems in mental health. This leads to the expansion of specialist roles like clinical nurse specialists and consultant nurses. Higher levels of skills are required by the clinicians who occupy such positions for the purpose of managing the challenging clinical situations. Such expertise can benefit from the professional maturity and aesthetic knowledge. As a result, the way in which flow of administration, management and aesthetic fields engaged in the distribution of mental health facilities is facilitated by aesthetic leadership, various benefits can be obtained by clinical leaders. Therefore, it can be concluded that leadership is a complex process which involves actions that are required to be interpreted subjectively and are affected by the forms of communication and politics. In the world of clinical nursing, it is evident that a single leadership style is not suitable for all contexts. The practices related to clinical nursing suffer from various complexities and therefore the requirement of an approach arises that is capable of maximizing the probability for progressive results for those charged with administering nursing care along with the receivers of that care. By way of considering aesthetic leadership for clinical leaders, the limitations of congruent leadership and transformational leadership could be reduced. 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