Leaders are people who are able to express themselves fullythey know who they are, what their strengths and weaknesses are, and how to fully deploy their strengths and compensate for their weaknesses. They also know what they want, why they want it, and how to communicate what they want to others in order to gain their cooperation and support. Leadership is a difficult task, by which a person impacts others to accomplish an objective.

While this is a challenging situation in any field, it is of extreme significance in the healthcare setting, where quality of service, trust, and ultimately people's lives are dependant. In addition, leadership whether it be positive or negative will have a direct implication on staff interactions, continuous quality improvement, and risk management. Thus the ability to establish oneself as an effective leader involves a process of successfully employing characteristics such as communication, trust, guiding vision, knowledge, equity, and ethics. Communication is the transmission of information and views from one person to another. The ability to communicate a vision ranks among the key tasks of a leader, and all organizations depend on the existence of shared meaning and interpretations of reality to facilitate coordinated action leadership advisory commission, 2003.

The act of communication begins with a thought within the intellect of the transmitter. The recipient then interprets these actions and statements into an abstract idea. Listening is the key to communication and the information is useless if it is not expressed in the right manner, making the ability to communicate a clear and shared vision is an essential task of a leader. The combination of a compelling vision and effective communication skills inspires people to take action leadership advisory commission, 2003. Trust is another component of effective leadership, and is built on consistency, dependability, and reliability.

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If people are going to follow someone willingly, whether it be into battle or into the boardroom, they first want to assure themselves that the person is worthy of trust leadership advisory commission, 2003. People may be enticed to a vision, persuaded by operating communication, but they must trust a leader to uphold their dedication to a system or a task. Without the establishment of honesty and follow up, it is impossible for a leader to maintain a functional level of commitment to an organization or project leadership advisory commission, 2003. Leaders must also be able to provide the members of their team with a guiding vision, a purpose for what they are doing and strength in adversity ingram, 2004. Their vision is a distinct view of the team's intention and the implementation of well communicated objectives that connect to this vision. Leaders need to express a target that beckons , and for an association to develop the leader needs to think outside the box and break the mold leadership advisory commission, 2003.

The leader needs to constantly have a clear view of the group's purpose and develop mutually agreed upon and challenging goals that clearly relate to this vision leadership advisory commission, 2003. The health care environment is constantly changing and producing new challenges that the competent nurse manager must work within jooste, 2004. Powerful leadership skills are needed by all nurses – those providing direct care to those in management positions. Anyone who is looked to as an authority or who is responsible for giving assistance to others is considered a leader mahoney, 2001. This assignment provides an avenue for competent nurse managers who also must have the necessary leadership skills to inspire and empower followers and team members.

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Concepts such as management and leadership will be defined as well as the differentiation between them. We are not all born leaders – leadership skills are developed and the principles are described by self examination jooste, 2011: 31 32. Competent nurse managers are not merely those who control others, but they act as visionaries who help followers and the team to plan, organize, lead and control their activities. 1 management and leadership as consepts management and leadership are not synonymous terms.

Leaders are not automatically good managers, and managers are often not effective leaders jooste, 201 27. The main aim of a manager is to maximize the output of the organization through administrative implementation. According to blagg and youngh 2002:1 , managers are thought to be the budgeters, the organisers and controllers. To achieve this, managers must undertake the functions of planning, organisation, staffing,directing, and controlling.

A manager facilitates the effectiveness of leaders and it is also believed that managers rule! jooste, 2011: 26. ��leadership is a complex process by which a person influences others to accomplish a mission, task or an objective and. Good leaders develop through a never ending process of self study, education, training, and experience. To inspire your workers into higher levels of teamwork, there are certain things you must be, know, and do.

Good leaders are continually working and studying to improve their leadership skills. Effective leadership is essential in health care organisations as in other organisations. It is necessary for driving innovation, effective patient care, patient safety, improving working within clinical teams, sorting out issues within emergency context and other aspects necessary for effective and efficient running of healthcare organisations. Transformational leadership has often been prescribed as the lsquo gold standard' of healthcare leadership gopee and galloway 2009.this essay sets out to: l eadership has been described as the behavior of an individual when directing the activities of a group toward a shared goal. The key aspects of the leadership role involves influencing group activities and coping with change.

A difficulty when considering leadership of healthcare professionals is that most theories were not developed within a healthcare context but were usually developed for the business setting and then applied to healthcare. Published researches provide little evidence that such leadership initiatives are associated with improvements in patient care or organizational outcomes when applied in the healthcare setting. The early great man theory assumed that certain people have characteristics that make them better leaders. Various behavioral theories were developed between 1940 and 1980 describing common leadership styles such as authoritarian, democratic and laissez fair. Situational and contingency theories between 1950 and 1980 recognized the importance of considering the needs of the worker, the task to be performed, and the situation or environment. Interactional leadership theories 1970 to the present focus on influence within the specific organizational environment and the interactive relationship of the x02018 leader x02019 with the x02018 follower x02019. An emerging theory involves supportive leadership, which states that supporting and building relationships with employees will increase the likelihood that they will be positively influenced and motivated to work towards goals.

The theory is founded on organizational behavior studies that suggest that people are happier and more satisfied in their work when they have supportive leaders who empathize at a personal level.1. 2 healthcare systems are composed of numerous professional groups, departments, and specialties with intricate, nonlinear interactions between them the complexity of such systems is often unparalleled as a result of constraints relating to different disease areas, multidirectional goals, and multidisciplinary staff. Within large organizations such as healthcare systems, the numerous groups with associated subcultures might support or be in conflict with each other. Leadership needs to capitalize on the diversity within the organization as a whole and efficiently utilize resources when designing management processes, while encouraging personnel to work towards common goals. A number of leadership approaches can be adapted to the healthcare setting to optimize management in this highly complex environment.3 the transformational theory goes beyond the more traditional style of transactional leadership which focuses on supervision, organization and group performance and emphasizes that people work more effectively if they have a sense of mission. The transformational theory requires leaders to communicate their vision in a manner that is meaningful, exciting, and creates unity and collective purpose the manager who is committed, has vision, and is able to empower others can be described as a transformational leader.