Effective Management Of Organizational Standards Of Practice Essay

As a motivated workforce and role model in the dynamic and rapid changing of health care system, leadership skill is one of the most important competencies of advanced practice nurse (APN). This skill should be taught, practiced, nurtured and enhanced during APN education more than ever before. The Institute of Medicine (IOM) state that nurses are important full partners and leaders in the transformation of health care (Hamric, Hanson, Tracy, & O’Grady, 2014). According to Hamric et. al (2014), nurses should take on more leadership roles to have their voices heard. APNs not only have a stake in these efforts, but also have the clinical expertise and leadership that can ensure success (Hamric et. al, 2014). This paper aims to examine the

Leaders are the ones we turn to when life gets to be too much. Good leaders set examples and provide guidance through education (Huber, 2014). As a new nurse I can understand how important it is to have a leader you turn to when you are unsure. Furthermore, in the business of health care we are managing people 's lives and one wrong move can be deadly. Therefore, it is important to collaborate with other health care professionals to ensure a safe competent method of delivery. Ideally, the role of a leader in health care is one that is knowledgable, firm, and confident, with the ability to deviate from the plan to assist with an emergency. Consequently, the purpose of this paper is to reveal three key behaviors successful leaders exhibit, assess my personal leadership style, referencing theories, while determining an optimal work environment based upon the aforementioned.

Every day, a set team of nurses and nursing managers set out to ensure the health and well-being of their patients. To achieve this goal, a nurse manager must adhere to a specific style of nursing leadership. There are many different styles of leadership in the healthcare field. Bass and Barnes (1985) stated that the two most common are transformational and transactional (as cited in Frankel, 2008, p.24). This paper will define leadership, the two different styles, how each are executed, as well as pros and cons of each.

Nursing leadership plays an important role in the ability to improve the quality of care that is available to the patient, but in order to be able to reach this capacity of “change and innovation [it] requires a clinical leader mind-set that includes a strong personal awareness of one’s strengths and vulnerability, openness to other ideas, courage to challenge the status quo, and a highly developed comfort with rational risk taking” (Porter-O’Grady, 2013, p.71). The application of these leadership characteristics empowers the nurse to identify gaps in patient care, integrate evidence based research, and find alternate solutions to the problems identified in patient care (Committee, O. T. R. W. J., 2010).

Finkelman, A. (2012) Leadership and management for nurses: Core competencies for quality care (2nd ed.). Boston, MA. Pearson

Leadership and management are essential to any health care organization, balancing patient care, employees, physicians, and the organization. Nursing is founded on interpersonal relationships. As a people-oriented profession, nursing leadership styles are influenced by humanism. The mission, attitude, and behaviors of a health care organization begins with its leadership, which creates the direction and purpose of the organization. The purpose of this paper is to differentiate between leadership and management, describe views of leadership, and explain the

The purpose of this paper is to address and identify the best possible practice of nurse leaders in the nursing arena. When considering effective leaders in the nursing field nurses must acquire leadership skills in order to meet the steep demands of the positions held as advanced practitioners. The healthcare industry has mainly focused on meeting the continuing education requirements to keep advanced certifications of nurse leaders however an effective leader who is faced with a plethora of complex leadership challenges will focus on enhancing their personal arsenal of leadership techniques through seeking leadership development opportunities catered to the provision of safe and effective care for patients and their staff. Through the

The third and last section of the IOM report that will be discussed is on “transforming leadership” key message # 3 of the IOM report states, “Nurses should be full partners, with physicians and other health professionals, in redesigning healthcare in the United States.” The committee is calling for a new type of leadership, one that involves collaborating with others and working together as partners showing mutual respect. This style of leadership has been shown to improve patient outcomes, reduce staff turnover, and reduce medical errors. (Gardener, 2005; Joint Commission, 2008; Pearson, 2007) For the needed changes in the U.S. healthcare system to take place all nurses from nursing students through Chief Nursing Officers must develop competencies in leadership and become partners with physicians and others to improve our healthcare system and delivery of care.

Nurses can play a fundamental role in transforming the health care system. The IOM report already recognizes nurses as patients’ advocates and now must move forward to advocate for the entire care delivery system by speaking as a policy. The situations should be viewed as something they can shape and develop, rather than something that merely happens to them. In the old style of leadership, leaders give orders and expect them to be followed. In the call for a new style of leadership, this is not relevant. The IOM sets up “a style of leadership that involves working with others as full partners in a context of mutual respect and collaboration.” It sites that studies show that this style of leadership is associated with better patient outcomes, fewer medical errors, and greater staff satisfaction. However, it recognizes that transforming the current healthcare hierarchy into something more equitable won’t be easy. Group consultations, self-assessment, mentorship, and evaluation are essential parts to developing leadership. These will translate strategic vision into action, and implement managing and organizational

Changes are the only constant that is happening in healthcare leadership. Leaders are motivated to transform their organization to be more patient centered amid the complexity of regulations and policies that our health care leaders encounter (Rice, February 13, 2016). Our healthcare industry caters to a very diverse culture and ethnicity, whether in the C-suite or management position, the clients that we have in the hospital setting or in our community. I work in the Neonatal Intensive Care Unit (NICU); our leadership changed so much in the last two years. Nurses now are empowered to suggest changes on how we deliver and take care of our patients. Not only the physicians and management make the decision. Furthermore, we created a culture that everyone is involved and all parties give a better service to our patients and

Change is inevitable in healthcare. The purpose of this paper was to discuss and guide the facilitators of change through the process of implementing a future care delivery model. Leadership qualifications and roles were described in an effort to assist the leader in identifying and rectifying complications that can impede progress. Potential conflicts among the enablers of change were discussed as well as tools necessary to minimize these barriers. The Twelve Bed Hospital Model was reviewed in detail and recommendations for transitioning into this model were suggested. Transformation Leadership theory was utilized to build successful change leaders and followers and a democratic approach encouraged strong bonds between the nursing

Transforming nursing leadership is the third focus of the IOM report. According to the Key Message #3 of the report: “Nurses should be full partners, with physicians and other health professionals, in redesigning health care in the United States”. Nurses have proven that they have leadership abilities in their everyday practice. The IOM stresses the importance of developing of nursing leadership skill for the transformation of the health care system. Nurses are encouraged to collaborate and partner with physicians and other health care professionals which would make the transition to a new model of health care more efficient. New research would be smoothly translated from the nursing education to the practice with the help of competent nursing leaders. Partnering with physicians and other health professional would require all nurses to develop strong level of leadership skills and competencies. Developing and mastering nursing leadership would not be achieved effectively without the nurses collaborating with various health care professionals. The IOM report highlights that “…collaboration is a key strategy for improving problem solving and achieving innovation in health care” (IOM, 2010).

Leadership traits associated with nurse executives are honesty, credibility, supportiveness, visibility, and flexibility. Nurse executives analyze nursing functions and empower nurses through participatory decision making, shared governance, and employee involvement. Nurse executives share the vision and goals of the hospital and promote application of a nursing theory into the nursing care delivery system. They anticipate the future of health care and nursing and serve as monitor, role model, and preceptor to lower level management (Upeniecks, 2003). Nurse executives in the Magnet program are required to have advance practice degrees with certification in their specialty (ANCC). Understanding evidence-based management and enabling the use of evidence-based knowledge provides the nurse executive with the tools to improve patient outcomes. The transformational leader will remove barriers to improvement and encourage outcome based thinking. While nurse leaders are charged with questioning the status quo, nurse managers in the transformational approach to leadership are charged with maintaining the status quo.

In the healthcare field, nursing leaders and managers face consistent issues in their respective practices that force them to alter the way they work and the way they think. In taking on a role as a leader within the field, nursing leaders and managers also take on the role of ensuring that work within an organization runs smoothly regardless of new issues that may arise in the healthcare arena. For instance, in today's healthcare environment, the issues of nurse shortage and nurse turnover have the capacity to alter the healthcare field and many of its respective branches and organizations should these problems not be managed properly by the leaders in the field. In viewing the issue at hand and in discovering how nursing leaders and managers are expected to act, and do act, in order to approach this issues, along with pinpointing the best approach possible to aid this issue, one can better understand which leadership styles are necessary for leaders to function.

Without competent leadership change can have negative impact on both the employees and the patients. According to Wright (2010), lack of leadership in change management could lead to adverse outcomes such as resentment, rebellious attitudes, and could end up damaging the same people it intended to make better (p.20). Therefore, experts warned that it is very important to have competent leadership at the helm of change management (p.20). As the focus of providing leadership shifts to nurse administrators who are often in the frontline of change management, nurse administrator should use essential tools such as the American Organization of Nurse Executives (AONE) five domain of competence as a framework in change management.