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Time Management Self-Assessment
Implementation of time management finds manifests in various types of activity. For example, taking advantage of a learning time, finding strategies to learn better and faster, compiling a list of things to do, etc. All of these demonstrates that time management capabilities are well-developed and of a somewhat higher level. Furthermore, there is always a search for better and faster solutions, less time-consuming procedures, and tools to perform any task more efficiently and in shorter terms. Therefore, time management self-assessment scores a high result. However, further improvements are to be expected and implemented to make time management procedures even more useful.
The importance of time management is successfully recognized by nursing organizations. Leaderships of these agencies always try to apply innovative techniques and methods to decrease time consumption. This is important for them because nursing is one of the most active professions. This means that every nurse has to perform a vast amount of duties almost every ten minutes. One has to assess their time-saving capabilities professionally and, if the results are unsatisfactory, implement new means of negating time consumption. Saved time is then spread to cover a greater amount of tasks to perform, patients to take care of, etc. Therefore, time management plays a significant role for nursing organizations, which requires them always to pay attention to time management innovations and development.
Leadership Theory
There had been a number of theories of leadership across the decades. However, the science moves forwards, and new ideas emerge that present greater possibilities for organizations to improve their leaderships and make the overall performance far more efficient. As of late, two particular theories became a topic of interest for researchers. Odumeru and Ogbonna (2013) present an overview of these approaches in their research. Those theories or, rather, leadership styles are Transactional and Transformational style. Some researchers argue that the techniques and theories regarding them represent the same issue. However, the authors believe that the styles are different and present a number of factors that demonstrate the difference.
Transformational leadership represents a leader that tries to inspire his followers, hence the transformation. Followers are influenced by their leader and pushed to new limits and new perspectives with the help of the incentives that a leader creates. It is not hard to see why this form of leadership is recognized. In the modern era of corporate practices, the leaderships are expected to be efficient and innovative. Rather than having a harsh and dictatorial leader, organizations members would prefer to have the one that they are willing to follow. The main components of this style, according to the article, are charisma or idealized influence, inspirational motivation, intellectual stimulation, and personal and individual attention. These are the factors that the authors believe to be present only in Transformational leadership style.
Transactional leadership, on the other hand, focuses on the role of supervision, organization, and group performance; transactional leadership is a style of leadership in which the leader promotes compliance of his followers through both rewards and punishments (Odumeru & Ogbonna, 2013, p. 358). This type of leadership is considered to be the one that finds most effective ways of improving the current state of an organization. It is highly effective during crises and other low points in organizations history. Thus, unlike Transformational leadership, Transactional leadership is less dynamic and tends to choose stability over innovation.
Leadership and Management
The debate about differences and similarities of leadership and management is not something new. In fact, researchers argued about these two concepts for a very long time now. However, there is still no sure answer as to how the two concepts must be differentiated. According to Bârgu (2015), leaders and managers have tasks that are almost opposite in nature (p. 181). While leaderships goal is to push forward and develop, management tends to find faults in the present state of a system and fix them. Therefore, management preserves order and stability, which creates an environment in which a system is running efficiently, and present tasks are performed better and faster. Leadership, on the other hand, finds innovative approaches.
Although both concepts aim at improvements, the sources are entirely different. Both approaches have flaws and advantages. Ideally, an organization should implement both methods in different situations. As stated before, managements approach (stability over innovation) is more useful when there is a low point in the organizations life. Thus, if both methods are adequately applied, any organization would find both innovative and stable solutions to a vast amount of problems.
Leadership Implementation in the Working Environment
Klettner, Clarke and Boersma (2014) describe how the governance and leadership of an organization can transform organizational culture and overcome resistance to change (p. 4). Leaderships implementation, as it becomes evident, should be focused on providing innovations and modifications that would push an organizations limits further and improve its state through means of evolution and improvement. If leadership approaches are successfully implemented, any organization may find new ways to overcome obstacles and unexpected sources of performance improvements. Thus, this is the primary objective of any leader stimulate, provide incentives, motivate, and lead followers to new horizons of possibilities. This is why leadership is valued so highly.
References
Bârgu, M. (2015). Leadership versus management. Romanian Economic and Business Review, 10(2), 181-188.
Klettner, A., Clarke, T., & Boersma, M. (2014). The governance of corporate sustainability: Empirical insights into the development, leadership and implementation of responsible business strategy. Journal of Business Ethics, 122(1), 145-165.
Odumeru, J. A., & Ogbonna, I. G. (2013). Transformational vs. Transactional leadership theories: Evidence in literature. International Review of Management and Business Research, 2(2), 355-361.
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