The following paper is a summary of the 2020 article on gracious leadership by Maureen Kroning, Adrienne Carey, and Sophie Crawford-Rosso. The article includes a definition of a gracious leader, its comparison to the term “servant leadership,” as well as the attributes of a gracious leader. In addition, one of the objectives of this paper is to explain how the contexts of the chosen article will impact my future practice as a nursing professional.
Assigned Article Summary
The modern nursing environment requires nurse leaders to take into consideration the needs of their staff and help to address the challenges each nurse faces. Gracious leaders are role models who “lead by building strong relationships with their employees through empathy and compassion” (Kroning et al., 2020, p. 48). They recognize the crucial role of building healthy relationships between employees. However, there is a stark difference between gracious and servant leaders. The latter put the needs of their staff above organizational or patient demands (Kroning et al., 2020). Gracious leaders, on the other hand, view “employee relationships and needs as a major priority while simultaneously promoting optimal outcomes for both the patients and the healthcare organization” (Kroning et al., 2020, p. 48). The primary qualities of gracious leaders are giving, respectful, appreciative, caring, insightful, optimistic, understanding, and supportive. According to the article, the task of gracious leaders is to develop perfect conditions to satisfy employees and help them to reach their goals (Kroning et al., 2020). Gracious leadership is an essential part of a healthy work environment, which, in turn, contributes to an efficient response to possible challenges.
Impact of Assigned Article Content on Future Practice
As for the impact of the article on my practice as a future nurse, Kroning et al. (2020) have taught me that the responsibilities of nursing leaders go beyond the needs of patients. I am going to try to acknowledge the demands of the staff and accommodate them as much as possible. However, my objective will be not to prioritize employee needs above all else but rather to integrate them into medical practice alongside patient and organizational needs. I have learned of the qualities a gracious leader has to possess. After careful consideration and self-reflection, I have realized that the attributes I lack are understanding and appreciation for others’ work. Therefore, the article has urged me to improve on these fronts. In order to ensure that patients receive the best quality of care possible, any healthcare institution must employ effective and gracious leaders. In my future practice.
In conclusion, it is evident that healthcare goes beyond patients and institutions. Staff and employee relationships are a crucial aspect of a great patient experience as well as organizational success. Gracious leaders focus on building and maintaining these relationships through accommodating staff needs. However, unlike servant leaders, they find a balance between conflicting demands of workers, patients, and an institution itself. The article by Kroning et al. (2020) demonstrates gracious leadership in action and offers a set of qualities this type of leader has. It has been influenced by my perception of effective leadership and prompted my efforts to improve in key areas.
Kroning, M., Carey, A., & Crawford-Rosso, S. (2020). Showing the way with gracious leadership. Nursing, 50(4), 47–49. Web.