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Democratic leadership style.

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Democratic leadership style.

Introduction

My name is Ben Emaruwa, but I prefer being called Mamie. I reside in Los Angeles, CA, Pacific time zone, and my phone number is 714 476-8156. I currently work with inmates who are incompetent to stand trial. I have worked in the same department for 18 years with the state hospital. Now, I serve as the unit manager. I am a psychiatric mental health nurse practitioner. Besides this, I work at a doctor’s clinic once weekly as a family nurse practitioner, but I am passionate about mental health. I have two sisters and three brothers, whom I love dearly. I also have lots of nieces and nephews. My hobbies are listening to music and dancing and hanging out with friends. Currently, I am pursuing a doctorate in nursing practice- psychiatric mental health nurse practitioner. My goal is to finish this program with less stress, and I look forward to opening a mental clinic someday around the world.

As a leader, I use democratic leadership style. In this approach of leadership, I involve all my team members in decision-making processes. When all team members are involved in decision making, often, there is less resistance in implementing decisions arrived at (Burnes & Bargal, 2017).).Besides, participative leadership ensures that employees’ creativity is enhanced, high job satisfaction, and definitely, high production.

However, the advantages of this leadership style, it takes a lot of time to arrive at decisions because each member’s decision should be considered and critiqued. Therefore, the democratic leadership style can be inadequate in times of emergencies. Besides, it can be a challenge to advance alone because each member must be heard, and sometimes not all decisions can be implemented. When this happens to one team member many times, they will tend to think that their decisions are ignored, and may bring about resentment, where some team members could even resign.

Reference

Burnes, B., & Bargal, D. (2017). Kurt Lewin: 70 years on. Journal of Change Management17(2), 91-100.

 

 

 

 

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