Leadership style is of the utmost importance to the success of an organisation in light of the increasingly complicated and multidimensional nature of modern healthcare. The kind of leadership style that is used can have an effect on the outcomes for the organisation as a whole, such as the rate of employee retention and the level of medical treatment provided to patients (Sfantu et al., 2017). One form of leadership that every leader ought to possess is called moral leadership, for example. Studies have demonstrated that moral leadership results in healthier working environments, increases employee work engagement and organisational commitment, improves job satisfaction, and leads to an overall improvement in job satisfaction (Engelbrecht & Heine, 2017; Prottas, 2013).Essay writing Services of Academic Master is providing help to world wide people in their works for increasing performance.
Leadership with Integrity
"forming the moral judgement of followers on what is, in fact, good and evil, right and wrong," as stated by Spector (2017), is the central component of moral leadership (p. 2). According to Messinger (2013), leaders who exhibit a moral leadership style are those who uphold strong moral ideals and principles. They adhere to the principles, beliefs, and ethical standards set out by the company. They consistently act in accordance with high moral standards, and they teach their followers to behave in an ethical manner. Their followers look up to them as role models, and they instil a sense of meaning and purpose in those followers; they motivate those followers to perform to the best of their abilities; and they promote creative thinking and technological advancement (Gu, Tang, & Jiang, 2015; Vinkhuyzen & Karlsson-Vinkhuyzen, 2014). Moral leaders are characterised by a number of characteristics that contribute to the flourishing of an organisation. One of the qualities that moral leaders possess is moral competence, which may be defined as the capacity to consistently act in accordance with their values and principles, as well as the ability to assist others in determining actions and choices that are morally sound and appropriate (Kiel, 2015; T.Y. Kim & Kim, 2013). Integrity, compassion, responsibility, and the ability to forgive others are the four pillars that make up moral competence. To be a moral leader with integrity means to act in accordance with one's values, principles, and beliefs; to tell the truth; to stand up for one's beliefs; and to keep commitments, which implies that one's actions are congruent with one's words. These leaders are trustworthy because they are honest, ethical, and fair. It is much more likely that followers will respect, believe in, and trust their leaders when the leaders act in accordance with their own moral ideals and principles (Kiel, 2015; Kim, et al., 2013). Compassion is another trait shared by moral leaders. They express respect for all individuals and treat them with dignity, and they show worries for the well-being of their followers. They care about other people, attend to the needs of other people, and support the decisions that other people make (Kim, et al., 2013). (Hutchinson, Jackson, Daly, & Usher, 2015). Those who hold positions of moral leadership are conscientious. They own their own shortcomings, accept responsibility for the decisions they have made, and consider it their moral obligation to assist those who are less fortunate than themselves. Finally, the ability to forgive others is a necessary moral competency for moral leaders. They are able to acknowledge and accept not only their own failings but also those of others. They are able to grow and develop as a result of the lessons learned from their errors (Kim et al., 2013). Researchers Kim et al. (2013) discovered that having morally competent leaders increased the work performance of their staff. In a similar vein, Kiel (2015) discovered in his research that financial outcomes are improved when leaders possess moral characteristics such as honesty, responsibility, compassion, and forgiveness.
According to Hutchinson and colleagues (2015), moral leaders are able to demonstrate emotional self-awareness. When confronted with difficult circumstances, they are able to comprehend and control the feelings that arise within themselves. As a consequence, they would not let their feelings influence the decisions they made. They are able to arrive at conclusions by the use of logic and sound judgement (Hutchinson et al., 2015).
According to Vinkhuyzen and Karlsson-Vinkhuyzen (2014), moral leaders have the capacity for self-evaluation, which means that they are able to assess both their own strengths and faults. They are also able to cultivate better relationships with others around them. They communicate with their followers in an open and honest manner, are receptive to novel concepts, welcome the contributions of others, and include those followers in the decision-making process. They excite and inspire those who follow them to accomplish all that they are capable of (Vinkhuyzen et al., 2014). In addition to this, moral leaders are selfless and are not driven by the desire to further their own personal interests. They forego the opportunity for individual gain in order to advance the communal good and the welfare of the organisation. The altruistic efforts of the leaders in turn develop faith in the employees' leaders among the employees. As a result, they collaborate in order to maintain the values of the organization's leaders, which are congruent with those of the organisation (Schuh, Zhang, & Tian, 2013). They also have a visionary outlook. They articulate a distinct vision for the future, which in turn inspires and motivates the followers to work toward achieving that objective. Finally, moral leaders are concerned about the well-being of both individuals and society as a whole (Vinkhuyzen et al., 2014). They have a strong belief in equality, justice, and the protection of individual rights (Caldwell, 2016; Messinger, 2013). Their mission is to be of service to society for the sake of the common good and to motivate followers to work for the advancement of society (Caldwell, 2016; Vinkhuyzen et al., 2014).
Integrity is one of these attributes that should be possessed by every leader, and it is one of the most important qualities. One of the most important characteristics that guides nursing practise is honesty. A culture of ethics is fostered inside a company when its leader possesses integrity (Ridge, 2015). A trustworthy, honest, and sincere leader is one who upholds their own integrity. This leader always conducts themselves in a manner that is compatible with high moral standards and principles. Someone who believes in something strongly enough will fight for it. This leader is also trustworthy since they tell their followers the truth and interact openly with them. He or she respects the opinions of those who follow him or her by actively listening to them and taking them into consideration. As a direct consequence of this, followers show their leaders respect, trust, and loyalty in return (Engelbreacht & Heine, 2017; Martin et al., 2013). A solid working connection between a leader and his or her followers can be fostered through the leader's honesty and trustworthiness (Engelbreacht & Heine, 2017). According to the findings of Engelbreacht and Heine (2017), leaders that exhibit a high level of integrity are able to increase employee engagement. Employees that have a high level of work engagement report higher levels of job satisfaction and enjoyment, as well as a greater level of involvement in their work (Engelbreacht & Heine, 2017). In a similar vein, Prottas (2013) demonstrates that there is a positive connection between a manager's behaviour integrity, work happiness, and organisational commitment. The level of job satisfaction and organisational outcomes were negatively impacted when a manager exhibited a lack of integrity in their behaviour. For this reason, it is absolutely essential for leaders to possess a high level of integrity in order to cultivate a pleasant atmosphere in the workplace.
A Moral Leader Within the Context of the Current Workplace
At the hospital where I currently work, the Emergency Department is a place that is both very stressful and very hectic. There is one nurse for every thirteen patients in the facility. The facility is operating at maximum capacity, and there are no beds available for newly admitted patients. Patients have been asked to wait in the corridor. Because of this, both the staff and the patients are put in a risky atmosphere. Nurses have high levels of stress, have low morale, and are dissatisfied with their place of employment. As a result of this, a significant number of the nursing staff began to call out and eventually quit the department. The number of nurses who leave their jobs each year is shockingly large. In the past, nurses have expressed their concerns; however, nursing leadership has not taken any action in response to those issues. Since I started working here three years ago, I have had two different supervisors and nursing directors due to the high stress level of the setting. They did not make any improvements, thus the Emergency Department is still a setting that can be dangerous and distressing for patients.
A new nursing director was brought on board to run the Emergency Department at the hospital a year ago. She is trustworthy, compassionate, understanding, and empathetic, which are all attributes of a moral leader. She also exhibits integrity (Kim et al., 2013; Messinger, 2013). She acts in a manner that is consistent with her beliefs, ideals, and values. She is trustworthy, and she speaks openly and honestly with the members of her staff. She makes an effort to hear and consider the perspectives of others on her staff. For instance, on the same day that she introduced herself to the department, she also convened a meeting, during which she expressed her worries and the changes that she would do for the Emergency Department. She appreciated everyone, listened to what they had to say, and welcomed the various perspectives that her staff members had on how to make the department better. She had the intention of establishing a working atmosphere that was conducive to good health for both the employees and the patients. She remarked that the objective of our organisation is to provide patients with care that is both safe and as effective as possible while also treating them as if they were part of our own family. The nursing director instils a sense of purpose and meaning in her staff members by giving them meaningful work to do. She isn't afraid to speak out for the causes she cares about. Her behaviour is in line with what she says she believes. This nursing director is distinct from others who have served in the role, as previous directors of nursing have merely introduced themselves and rarely visited the department. She is dedicated to the work that she does. It has come to my attention that she arrives at work far in advance of the start of her shift and remains there well past the end of her shift. It seems as though she never leaves the Emergency Room. She is aware of how busy her nursing staff is, so she volunteers to assist them by answering the call bells, escorting patients to the bathroom, inserting IVs, and transporting patients to other departments. She has a heart of compassion for both her work and the patients she cares for. She exemplifies the qualities that should be present in an ethical and effective leader. She emphasises the significance of working together as a team.