According to the result of questionnaire, my current leadership style is democratic leadership. This style provides an opportunity for all employees to voice concerns about various issues at the workplaces without any form of limitation or risks (Giltinane, 2013; Kallas, 2014). In addition, decisions in the clinical settings are made after consulting majority of nurses, as well as other key stakeholders who play a crucial role in daily operation of the hospital, including non-treating staff and patients. Democratic leadership is also considered as a participative form of leadership where decisions are made after collecting views from the workers of all levels of the hospital setting (Giltinane, 2013). For example, nursing decisions on various issues are made by an authorized representative after listening and taking the views of the nurses into consideration. This way, nurses feel represented at all stages of the decision-making process. However, this system is not only limited to nurses but also to other stakeholders. Lastly, the top management practicing democratic leadership has an open door policy to all nurses at the workplace. It reduces negative practices related to confidentiality issues, especially in regard to the management of nursing operations in the clinical setting.

Assessment The assessment clearly supports my type of leadership at the workplace. First, I prefer not to micromanage my other workmates, since they are equally qualified for their roles and in most cases they perform their duties diligently without having being forced to report to the nurse in charge. In most cases, I only give the required instructions to the nurses when they need professional piece of advice related to specific aspects of treatment regimen and the management of the patients, which seems unfamiliar or new to them. I allow for consultations with already written essays and provide the required assistance to my workmates so they could perform their duties without facing restrictions. I have learnt that in most cases, providing the best working environment for my colleagues results in the best working outcomes. On the contrary, attempts to control them in most leads to poor results, which ultimately affects the provision of services within the setting. Nonetheless, my democratic form of leadership is limited to specific aspects not related to patient management and treatment. Although, I prefer providing my workmates with freedom to conduct their duties, I also tend to limit such freedoms when it comes to management of patients in critical situations. For example, I rarely practice this form of leadership when dealing with critical patients in the Intensive Care Unit (ICU).

Situations Democratic leadership would be most effective in implementing specific policies at the workplace, which require contribution of all involved parties (Giltinane, 2013; Kallas, 2014). Essentially, implementing any form of policy in clinical settings requires that all members take part in the discussion. It also entails listening to all parties within a clinical setting and assigning a representative who could implement such policy. Some key policies that would help alleviate the quality of processes within clinical settings include policies dealing with patient safety, nurse to patient ratio, patient education and remuneration of all workers within the clinical setting. However, by incorporating all stakeholders the instances of resistance may occur during the entire period of policies implementation (Giltinane, 2013; Kallas, 2014). Democratic forms of leadership could also be used in incorporating junior officers within the clinical setting (Giltinane, 2013; Kallas, 2014). It also could be used in collecting information and providing appropriate feedback on specific issues affecting nursing institutions and organizations. This form of leadership makes more employees feel valuable within the clinical settings and, as a result, maximum input is produced in the achievement of specific goals and objectives set forth by the organization.