Ultimately nurses in the United Kingdom are both professionally responsible and accountable to promote evidence based practice. The NHS Constitution implies the use of research in the 2012 mission statement, stating that care will be delivered through the scientific utilisation of knowledge (Department of Health (DoH), 2012). In the same way Compassion in Practice—a policy document directed to all nursing and midwifery staff—co-written by the Chief Nursing Officer for England, expects that nurses deliver evidence based care as well as improve the evidence available through continued research (DoH, 2012).
The Nursing and Midwifery Council (NMC), who act as the regulatory body for the profession, outline in the Code of Conduct that all nurses …show more content…
By definition management is an appointed, controlling, organisational role, where the priority is the achievement of defined goals through the use of finite resources (Hewison, 2004; (Bach & Ellis, 2011). In contrast, leadership can be defined as the ability to influence the motivation of others towards the realisation of shared goals (Sullivan & Garland, 2009; Bach & Ellis, 2011). Interestingly Barr & Dowding observe the defining components of management are not reflected in those of leadership and vice-versa. Therefore one does not necessarily have to be a leader to fulfil a management role and management is not a prerequisite for leadership (Barr & Dowding, 2008). However in this context, all nurses are both formally and informally required to display effective competencies in both leadership and management (NMC, 2015; DoH, 2012; 2013; Sullivan & Garland, 2009; Bach & Ellis, …show more content…
(Sullivan & Garland, 2009; Sherring, 2012) Sullivan & Garland underlines the limitations of this classical theory through the observation that not all people who possess these traits are necessarily inclined to become leaders. Also a leader who is accepted to be effective, may not in fact be gifted with any such characteristics (Sullivan & Garland, 2009). Contrastingly, behavioural theories focus on the actions, or behaviour of the leader in relation to goal achievement (Yukl, 1989; Sullivan & Garland, 2009; Kelly & Tazbir, 2013). An example of this would be charismatic leadership, whereby the leader motivates through their infectious enthusiasm and work ethic (Taylor, 2007; Sullivan & Garland, 2009; Kelly & Tazbir,
The Nursing and Midwifery Council (NMC), who act as the regulatory body for the profession, outline in the Code of Conduct that all nurses …show more content…
By definition management is an appointed, controlling, organisational role, where the priority is the achievement of defined goals through the use of finite resources (Hewison, 2004; (Bach & Ellis, 2011). In contrast, leadership can be defined as the ability to influence the motivation of others towards the realisation of shared goals (Sullivan & Garland, 2009; Bach & Ellis, 2011). Interestingly Barr & Dowding observe the defining components of management are not reflected in those of leadership and vice-versa. Therefore one does not necessarily have to be a leader to fulfil a management role and management is not a prerequisite for leadership (Barr & Dowding, 2008). However in this context, all nurses are both formally and informally required to display effective competencies in both leadership and management (NMC, 2015; DoH, 2012; 2013; Sullivan & Garland, 2009; Bach & Ellis, …show more content…
(Sullivan & Garland, 2009; Sherring, 2012) Sullivan & Garland underlines the limitations of this classical theory through the observation that not all people who possess these traits are necessarily inclined to become leaders. Also a leader who is accepted to be effective, may not in fact be gifted with any such characteristics (Sullivan & Garland, 2009). Contrastingly, behavioural theories focus on the actions, or behaviour of the leader in relation to goal achievement (Yukl, 1989; Sullivan & Garland, 2009; Kelly & Tazbir, 2013). An example of this would be charismatic leadership, whereby the leader motivates through their infectious enthusiasm and work ethic (Taylor, 2007; Sullivan & Garland, 2009; Kelly & Tazbir,