LN001 Leadership Models and Styles

Student Name

Walden University

NURS 6053 – Interprofessional Organizational and Systems Leadership

Prof. Name:

Date

Leadership for Implementation of Patient Tracking System

Implementing a new patient tracking system in the Emergency Department (ED) requires a leadership approach that is adaptive, supportive, and sensitive to staff readiness. This paper describes leadership strategies rooted in situational leadership theory, emphasizing how leaders can guide diverse team members through a structured transition to a new software system. The goal is to create a thoughtful implementation plan that accounts for varying experience levels, learning preferences, and motivational needs.

To initiate this change, ED staff will be notified well in advance about the new tracking system so they have adequate time to prepare. Early communication ensures transparency and reduces uncertainty, which is essential in fast-paced clinical settings. Educational sessions will be implemented to highlight the benefits of the new software, focusing on improved workflow efficiency, enhanced patient visibility, and reduced documentation delays.

Recognizing that not all staff members learn in the same way, training will be offered through multiple modalities. Three comprehensive education formats—online learning videos, live in-person demonstrations, and blended practice-oriented sessions—will be made available. Staff can choose the format that best fits their individual learning preferences, promoting inclusivity and engagement.

As the transition continues, a phased implementation method will be adopted. This is particularly important given that approximately 55% of staff have used the existing tracking software for over two years, making familiarity a potential barrier to adopting a new platform. Newer employees will be paired with experienced superusers for individualized coaching, while seasoned nurses will participate in individualized competency assessments to ensure mastery of advanced features. Leadership throughout this process will prioritize a balance between maintaining motivation and allowing autonomy, empowering staff to feel confident during the change.

Strength Report Alignment and Rationales

The leadership strength report identifies optimism, catalytic thinking, coaching ability, empathy, and strong self-belief as the leader’s top characteristics. These attributes align closely with the demands of the implementation plan. Optimism helps establish a positive tone during organizational change, while empathy supports understanding of staff anxieties or resistance. Coaching abilities are essential for offering hands-on guidance, and a catalytic nature helps initiate innovation and problem-solving within the team.

LN001 Leadership Models and Styles

Maintaining an encouraging outlook is essential for empowering staff during periods of organizational transformation. Leaders who tailor training support based on individual needs increase staff engagement and comprehension. This personalized support helps foster trust and reduces resistance to change—both of which are essential elements of high-quality leadership.

Selection of Situational Leadership

Although transformational leadership may be the leader’s preferred style, situational leadership is more operationally effective in this context. Situational leadership acknowledges the diversity of staff skill levels and experiences, particularly in environments like the ED where team composition varies across generations and professional backgrounds. According to previous research, successful implementation strategies often require leaders to modify their style based on follower readiness and the complexity of the change initiative (Sherman, 2006; Harrison et al., 2021; Specchia et al., 2021).

Importance of Implementing Situational Leadership

Situational leadership offers a flexible framework that aligns leadership strategies with staff competencies, task demands, and emotional readiness. This approach allows leaders to shift between directing, coaching, supporting, and delegating, depending on what each team member requires at a given time. When leaders adjust their strategies to meet staff where they are, productivity improves and organizational goals become more attainable (Onaca & Fleshman, 2020). This flexibility is especially critical when implementing a technology-based change in a clinical environment.

Training and Support Options

The table below summarizes the training options available for staff during the rollout of the new patient tracking system.

Table 1

Training Formats for Implementation of Patient Tracking System

Training Method	Description	Ideal For	Expected Outcome
Online Video Modules	Self-paced digital tutorials covering system navigation and key features	Staff who prefer independent learning or flexible schedules	Baseline understanding of system functions
In-Person Demonstrations	Live demonstrations led by superusers or educators	Visual or hands-on learners; staff unfamiliar with new technology	Real-time interaction and immediate clarification of questions
Blended Practice Sessions	Combination of demonstration and practice in a simulated environment	Staff needing extra hands-on time or confidence building	Increased proficiency, reduced anxiety during rollout

Conclusion

Successful leadership during organizational change requires a holistic understanding of the situation, including team composition, learning needs, task complexity, and overall readiness for transition. Situational leadership offers the adaptability needed to guide staff through the implementation of a new patient tracking system, fostering an environment of continuous learning and improvement. By considering staff diversity and offering tailored support, leaders can facilitate a smooth and effective transition that enhances both care delivery and operational efficiency.

References

Harrison, R., Fischer, S., Walpola, R. L., Chauhan, A., Babalola, T., Mears, S., & Le-Dao, H. (2021). Where do models for change management, improvement and implementation meet? A systematic review of the applications of change management models in healthcare. Journal of Healthcare Leadership, 13, 85–108. https://doi.org/10.2147/JHL.S289176

Onaca, N., & Fleshman, J. W. (2020). Types of leadership and how to use them in surgical areas. Clinics in Colon and Rectal Surgery, 33(4), 228–232. https://doi.org/10.1055/s0040-1709457