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Nursing Leadership

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Nursing Leadership

Theoretical Perspectives of Change

The question of leadership in nursing education is one that has been examined extensively in the past literatures. In this paper, various dimensions and aspects related to change in nursing leadership will be discussed in the following assignment. After the discussion of principles related to change, it will be then followed with an analysis of actions and strategies used in a capacity building project aimed at developing novice nurse academics' research skills. Theories of transformational leadership, and contingency theory of leadership, highlighted, in relation to the processes used, thus illustrating the application of theory to the practice of nursing leadership in the academy. Kurt Lewin was one of the first social psychologists who developed a way to observe the change that has proven skilled for managers and action-oriented employees. His approach was called Force Field Analysis, and, said that any situation can be considered in a state of equilibrium resulting from the balance of force that pushes each other constantly. To initiate change someone has to act to change the existing balance of forces which are:

1. To increase the force for change

2. By reducing the intensity of the forces that resists and total removal of them becomes necessary.

3. With the change in the direction of a force that transforms a resistance to pressure for change (Courtney, 2004).

Strategies used in the planned change process

An important part of Lewin's approach to behavior change is to manage and lead this change through a three step process:

1. Defrosting: Includes reducing the forces that maintain the performance of the organization to its current level. It is sometimes achieved with the introduction of information showing discrepancies between the desired

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