A Research Study On The Nursing Leadership And Management Team

Observing and analyzing my leader opened my eyes to the amount of responsibility and knowledge one needs to be a great leader. These responsibilities that were witnessed during the shadowing project included aspects of role modeling, mentoring and educating fellow staff and colleagues alike. My leader possessed a well-rounded amount of experience, skills and knowledge about nursing and her management role. All of these aspects we observed and I feel my leader is not only strong nurse, manger and mentor; all these aspects contribute to making her a fine and valuable assets to our organization.

This paper aims to address and discuss about the leadership and management of the nurse leader interviewed. This experience was a great opportunity to witness first hand how a nurse leader cultivate and manage their staffs in real life setting. Moreover, it provides a great access to gain insight and knowledge about nurse leaders’ vital responsibilities and role diversities in the organizations they work with. Nurse leaders pay more specific and close attention in handling the staffs and most importantly, patient care.

Alarm fatigue is a growing national problem within the health care industry that links medical technology as a serious hazard that poses a significant threat to patient safety within hospitals across the country. Alarm fatigue occurs when nurses encounter an overwhelming amount of alarms thus becoming desensitized to the firing alarms. Alarm desensitization is a multifaceted issue that is related to the number of alarming medical devices, a high false alarm rate, and the lack of alarm standardization in hospitals today (Cvach, 2012). Desensitization can lead to delayed response times, alarms silenced or turned off, or alarms adjusted to unsafe limits, which can create a dangerous situation for the patient. Alarm fatigue

In this essay I will discuss the leadership style of 3 nursing leaders, which I chose from Nursing Leadership DVD (Orazietti & Singh, 2014). I will then describe impact the leaders ' style has on improving nursing care, organizational processes, and inter-professional collaboration. In addition, I will provide some examples of a change process or difficult situation which leaders encountered. Finally, I will explain how I have dealt with difficult situation involving my colleague and one of physician in the hospital department where I worked. Throughout this essay I will analyze what leaders should have done differently. 3 Leaders which I have chosen were Debra Bournes from group 1 because of her political and administrative success, Mina Singh from group 2 because she is renowned for her educational style at York University, and Esther Green from group 3 because she is the sound and knowledgeable practitioner.

Nursing guidance is a complex but essential part of the nursing workforce. Guidance can come in the form of management and in the form of leadership. The two terms are often used interchangeably, but do not always mean the same thing. The nurse manager is often someone who has authority from the facility to be in management. The nursing leader may not have authority over other nurses, but may be a strong guide in the workplace for other nurses and nursing staff. Nursing as a profession is ever-changing and increasingly challenging. Nurse managers are tasked with an enormous variety of functions in their respective workplaces, budgeting, scheduling, hiring, disciplinary actions, implementing facility policies and procedures, and the

Leadership is encountered in every occupation and in everyday life. In nursing, leadership is not only prevalent; it is crucial to patient care and employee satisfaction. The nurse leader that was interviewed was a nurse at the Newport Hospital in Newport, Washington. This is a small hospital in a rural community. She is a charge nurse in the acute care unit, as well as in charge of leading infection control in the hospital. With these roles comes a lot of responsibility, and tasks that must be completed in a timely manner to create a workflow for the rest of the staff. There is a lot of juggling and balancing everything that is included in all of those positions.

Leadership at times can be a complex topic to delve into and may appear to be a simple and graspable concept for a certain few. Leadership skills are not simply acquired through position, seniority, pay scale, or the amount of titles an individual holds but is a characteristic acquired or is an innate trait for the fortunate few who possess it. Leadership can be misconstrued with management; a manager “manages” the daily operations of a company’s work while a leader envisions, influences, and empowers the individuals around them.

In Cvach’s (2012) article, an integrated review synthesized research and non-research findings of seventy-two articles, published between 1/1/2000 and 10/1/2011. The author used the John Hopkins Nursing Evidence Based-Practice model to measure and evaluate the articles for this review. The data collected were categorized into 5 main themes: excessive alarms and the effects on nurses, nurse's response to alarms, alarm sounds and audibility, technology to reduce false alarms, and alarm notification system (Cvach, 2012). The purpose of this integrated review was to find out if the volume of noise (false alarms vs true alarms) disrupts the nurse’s response and perception to physiologic clinical alarms. The 3 main recommendations provided by the researcher were to implement the use of smart technology, generate change within the hospital's environment and protocols, and use of precautionary measures by healthcare staff in order to reduce monitor alarm fatigue.

Alarm fatigue in health care has grown to be an ever-growing concern in the health care arena, especially when looking at patient safety concerns. There must be an understanding of the problem before we can develop policies and effective strategies to counter this problem. The concept of alarm fatigue in health care will be evaluated utilizing the method developed by Walker and Avant (2010) that identifies and gives the significance of the attributes, antecedents, and end-consequences of alarm fatigue in health care. This will be developed based

Having effective leadership and management is essential for any health care facility to operate. Both leadership and management are an essential part to delivering quality healthcare to the patients that they serve. The foundation to any facility is nursing which must be led by the best leadership and management available for its continued success. This is the key to helping that facility to achieve a high level of patient and employee satisfaction. Having adequate staffing for any facility is an issue that many facilities face due to the shortage of nurses. This paper will compare and contrast nurse leaders and managers thoughts with the use of contract employees to assist with the shortage of nursing staff. It will also show support with theory, principles, skills, and roles of the leader versus the manager. It will also identify the writer’s personal philosophy of nursing as well as explain her own personal style of leadership.

This paper examines this culture of alarm fatigue among nurses in clinical care areas and the resulting potential for harm among the patient population. Although alarm fatigue may happen in any clinical area with frequent or repetitive alarms, this paper focuses on the phenomenon in critical care. The broad scope of this issue coupled with the high risk of patient harm demands insight and action from the nursing profession. By discussion and review of contributing factors such as repetitive alarms, noise level, lack of individualized settings, poorly configured devices, and desensitization of nurses, healthcare providers can strategize methods to prevent patient harm resulting from alarm fatigue. These measures also promote efficiency

There are many skills, traits, and behaviors one must possess in order to be an effective leader. The American Organization of Nurse Executives (AONE) has compiled a list of competencies and skills that nurse leaders should be proficient in. The five competency domains identified by AONE (2011) are “communication and relationship building, knowledge of health care environment, leadership skills, professionalism, and business skills” (p. 3). The competency domain I believe is essential for one to possess in order to be an effective executive nurse leader is communication and relationship building. The competencies AONE (2011) listed under the domain communication and relationship building are “effective communication, relationship management, influence of behavior, ability to work with diversity, shared decision-making, community involvement, medical staff relationship, and academic relationships” (p.3). I will discuss how Tom (nurse manager of a psychiatric unit) did not meet these specific characteristics under that domain.

When one thinks of leaders, they think of those who hold a high profile position or someone who is highly visible in the public eye. A leader, regardless of prestige is someone who can easily influence and inspire the actions and goals of others. The definition of a leader in Nursing Leadership and Management in Nursing states, “leadership is commonly defined as a process of influence in which the leader influences others towards goal achievement (Kelly, 2012 p.2). Leaders are needed at all levels and nurses take a leadership role by being advocates for their patients. There are many leadership theories and styles in nursing but this paper will focus on transformational leadership and its application to nursing. Transformational leadership is important in nursing, due to its ever changing and ever evolving healthcare methods and technology.

According to the Joint Commission 2014, clinical alarm systems are designed to alert staff for any potential patient problems, but they can jeopardize the patient safety, if they are not managed and responded properly. Nurses are known for their ability of multitasking, but everything has a limit. Due to multiple interruptions and distractions, including alarms systems, nurses develop alarm fatigue and try to tune them out and ignore them. "Alarm fatigue occurs when clinicians become desensitized and nonreactive to the sensory overload created by an overwhelming number of alarms, many of which are nuisance or non-actionable alarms” (NACNS 2013-2014).

Hospitals are chaotic and can be difficult places to maintain safety if precautions aren’t taken. One-way that healthcare providers attempt to combat safety issues is by using different alarm systems to alert staff to issues in patient rooms. The many different alarms can be beneficial but can also cause a phenomenon that is referred to as alarm fatigue. Alarm fatigue is defined as a condition of sensory overload for staff members who are exposed to an excessive number of alarms (Blake, 2014). It is a national problem and the number one medical device technology hazard in 2012. The problem of alarm desensitization is multifaceted and could be attributed most heavily to high false alarm rates. Studies have indicated that the presence of false and/or clinically insignificant alarms ranges from 80-90% (Cvach, 2012). The constant alarms make it difficult for nurses to discern the difference between emergent and annoying alerts and can cause many to not respond as urgently as necessary.