By Edwin Amuga

Difference between a leader and a manager and their tasks

The main difference between a leader and a manager is that a leader attracts the following of the people and subordinates whereas a manager makes people effectively work for them. It is imperative that a nursing leader becomes both a strong manager and leader to get everyone on board so that the subordinates follow them towards achieving the envisioned success. A nursing leader gets people to understand and believe in the vision and works with them to achieve goals while in the process of being administrative and ensuring that day-to-day activities are attended to as they should in a nursing environment. A strong nursing leader exhibits many traits including honesty and integrity to make followers and subordinates believe in them and their vision, visionary to assessing the current position of the healthcare setting, where they need to propel it to and enrolling their teams to chart a path into the future, inspirational to inspire the team to do their best and ensuring each understands their role in the achievement of the bigger vision, challenging to confront status quo and initiate changes and developing ideas outside the box, and has excellent communication skills to keep the team informed about the current position, the aspiration and share impediments with them to prepare for the difficulties on the way of achieving success.

Nursing leadership, management, and communication concepts

Nursing environments are one of the most demanding working environments as the practice is inundated with health and safety concerns that may include injuries, stress, assaults, threats, and verbal abuses. A strong nursing leader creates practice healthier and safer environments and work climates for both patients and nurses. Nursing managers must have the ability to create practice environments and influence patient care qualities, satisfaction for the nursing staff in their jobs, and performance goals achievement.

The primary nursing managers concept is the creation of well-structured nursing departments to ensure that organizational concepts support the nursing work and coach nurses in maximizing their performance processes as a way of harvesting the collective nursing staff synergies. These are carefully done to avoid basing these inter-professional relationships, and social relationships with inter-professional teams in a top-down, linear, power structure leadership models as this may not result in effective outcomes or cultural transformations.

Nursing management fosters a new perspective recognizing the complex relationships between a multiplicity of interacting forces and not individual influences and actions as this may result in the creation of adaptive outcomes (Cherry & Jacob, 2016). Nursing leadership is an emergent, dynamic and interactive process as suggested by the complex leadership theory (CLT) rather than being a position of authority. For the creation of a positive nursing environment, nursing managers need to integrate Complex leadership theory leadership education with clinical practice programs to enable them to develop crucial skills to allow the creation of these environments.

Collaboration with inter-professional teams

Nursing leadership and management are complex leadership positions that provide unique perspectives to understand and transform traditional nursing cultures into positive healthy and safe nursing practice environments for health care delivery. For nursing leadership and managers to facilitate innovation and prevent clinical nurse discontentment, they create change and establish interdisciplinary rapport, diagnosing problems, championing change, intent translation into action, and information exchange programs (Yorder-Wise, 2014).

Complex leadership approach can be used by leadership managers and leaders to create self-awareness and reflection, foster autonomy, develop inter-professional relationships and create interdependence by engaging in continuous learning, shared vision, and appreciative inquiry while confronting chaos and ambiguity in the dynamic, emergent, and interactive system.

Personal Leadership assessment

My communication style includes the ability to clearly and concisely express facts and ideas using a range of styles to convey ideas and information of different complexities while taking into account the diverse needs and interests of different individuals in a workplace (Weiss & Tappen, 2014). Skills include excellent verbal and written communication, persuading, influencing, and negotiation skills, listening and networking skills as well as adapting communication concerning the climate of politics.

Leadership skills include honesty and integrity to make followers and subordinates believe me and my vision, visionary to assess the current position of the healthcare setting, where I need to propel it to and enroll my teams to chart a path into the future, inspirational to inspire my team to does its best and ensure each understands their role in the achievement of the bigger vision, challenging to confront status quo and initiate changes and develop ideas outside the box.

The strengths of my leadership styles include the ability to mobilize and inspire teams for emergency action, the ability to make subordinates trust and believe in me, and the ability to initiate changes that can take an organization to another level while incorporating diversity (Weiss & Tappen, 2014).

For future development, nursing leadership needs to develop inclusivity skills that will bring different nursing perspectives and practices into action in a healthcare setting. In relation to this, nursing staff should undergo diversity training to enable them to create a diverse nursing staff to serve a diverse patient population.


Cherry, B., & Jacob, S. R. (2016). Contemporary nursing: Issues, trends, & management. Elsevier Health Sciences.

Weiss, S. A., & Tappen, R. M. (2014). Essentials of nursing leadership and management. FA Davis..

Yoder-Wise, P. S. (2014). Leading and managing in nursing-E-Book. Elsevier Health Sciences.

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