Leadership and Managerial Approaches to Magnet Status Essay examples

Nurse Outcomes in Magnet® and Non-Magnet Hospitals uniquely address that the Magnet hospitals have their class of performance which sets them apart from non-magnet facilities that can also influence the nurse satisfaction and retention issues (Kelly, McHugh & Aiken, 2011). The study specifically addresses nurse work environments as the cause of retention that leads to improved patient outcomes (Kelly, McHugh & Aiken, 2011). Hospitals

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.

In healthcare it is very important to have strong leaders, especially in the nursing profession. A nurse leader typically uses several styles of leadership depending on the situation presented; this is known as situational leadership. It is important that the professional nurse choose the right style of leadership for any given situation to ensure their employees are performing at their highest potential. Depending on which leadership style a nurse leader uses, it can affect staff retention and the morale of the employees as well as nurse job satisfaction (Azaare & Gross, 2011.) “Nursing leaders have the responsibility to create and maintain a work environment which not only promotes positive patient outcomes but also

In today’s world, healthcare is under a microscope. Surveys are done, standards are set, and patients have the option to choose where they receive their care. Research is conducted on physicians, quality of care, and cost of care are becoming the main thoughts when choosing a hospital. When you hear “Magnet Status Hospital” (MSH) it immediately grabs your attention. What exactly sets an MSH on a higher level than one that’s not? More importantly, how does this affect the nurses? The purpose of this paper is to explain the increasing rise of MSH ‘s, why healthcare, specifically nursing, is trending in this way, how it affects nurses, and the benefits of attaining magnet status.

Effective nurse leaders are often flexible and are able to change style of leadership to suit changing circumstances. They ensure that their people are regularly being challenged to grow and learn. Nurses show leadership by giving feedback and empowering others to bring out their best and the opportunity to grow. I believe that good leaders help people to see that what they do makes a difference. Nurse further their education to expand and gain knowledge so they can render excellent quality care that patients deserve. Also, the leaders would also help other nurses to work as a team to help the facility run to deliver high-quality care. A leader, “should think and talk about future trends that will affect the team's work, and make sure you communicate your vision to your team regularly” (Pearce, 2007, p. 25). I vision a leader as someone who can move others in achieving their goals and mission. For instance, our nurse supervisor addresses the

The Magnet Recognition Program symbolizes the highest level of nursing excellence, quality patient care, and innovations in professional nursing practice. Magnet Recognition has become the “gold standard” for nursing excellence, making more hospitals aspiring to achieve this status. A Magnet hospital is said to be one where nurses deliver excellent patient outcomes, there is a low nurse turn over rate, and a high level of job satisfaction in nurses. Healthcare organizations have been able to gain ample opportunity and reflection through the process. Yet, Magnet Recognitions has its own limitations and benefits. The Magnet Recognition Program strengthens the institution in which it represents their opportunities for advancement, team building, and quality improvement.

The ANCC recognizes that being Magnet recognized will entice and keep talented nurses. Nurses in Magnet facilities are encouraged to work in collaborative environments and lead with effective communication for the common goal of using evidence-based practice to focus on the patient. In addition, when nurses are pleased and a facility is advancing nursing practices, patient care and satisfaction are improved as well. The MRP is an excellent motivator for emphasis on quality patient care rather than focusing on the quantity of patients treated. Finally, in terms of looking at the benefits from a business standpoint, the MRP will grow a business when it is nationally recognized, which would lead to greater financial success as

Magnet status of hospitals attracts nurses who are looking for an institution that provides quality patient care, nursing excellence, and innovations in professional nursing practice. The Magnet Recognition from the American Nurses Credentialing Center (ANCC), a subsidiary of the American Nurses Association (ANA), is the most prestigious merit recognition that a healthcare organization can receive for nursing excellence and quality patient care (American Nurses Credentialing Center [ANCC], 2015). Achieving this prestige distinction is the result of a commitment to nursing and patient care through quality and interdisciplinary collaboration. The idea of Magnet Recognition was first developed by ANCC after a research conducted in 1981 that explored the issue of recruitment and retention of nurses during the 1970s and 1980s nursing shortage crisis (Finkelman & Kenner, 2013). The results of the study identified 14 characteristics that enabled hospitals to recruit and retain nurses during the shortage; thus, making these 14 characteristics to be the basis for Forces of Magnetism. The 14 Forces of Magnetism include:

Not all nurses go into the profession with leadership ideas. The nursing profession must produce leaders throughout the health care system. Leaders must function as workers, and administrators with leadership qualities, while still meeting their budgets and running effective units with high functioning and happy staff members. They need to trouble shoot necessary and work with the medical faculty while pleasing their staff and the administers.

Nurse leaders are faced with issues or problems on a daily basis that are often expected and sometimes unexpected. It “comes with the territory” so to speak. If there were no issues to solve or hurdles to overcome the necessity of designating a leader would not seem quite as important. Nurse leaders can tackle issues that occur in their work environment using nursing theory to guide them. Nursing theory provides a framework that nurse leaders can use to implement interventions or changes to positively impact the staff they lead. This framework of the theory will set the standards for achieving the desired outcomes and is based on knowledge that is gleaned from practice and/or research.

Nursing has a huge impact on quality care when viewed through the magnet professional practice model because Magnet designated hospitals are aimed at prioritizing patient care using evidence based practices.New research and innovations in healthcare anre also prompting nurses to return to school and obtain advance nursing education versus Associates degrees because Magnet Hospitals have been noted to employ a vast majority of nurses with Bachelor of Science degrees.It is the belief that

from the University of Michigan found that if hospital units increased their proportion of baccalaureate prepared nurses by 10% that patient mortality rates would decrease by 10.9%. Nursing education also correlates into better patient safety rates for Magnet status hospitals as shown in the article Patient Falls: Association with hospital Magnet status and nursing unit staffing, (Lake) discussed that magnet hospital fall rates were 5% lower than non-magnet hospitals. Another important distinction that establishes quality within a Magnet organization, besides higher nursing education is the organizational structure itself, demonstrated by a functioning and productive system of shared decision making. From the leadership, to the management,

In the early 1980s there was a significant nursing shortage and high turnover at hospitals. Research by the American Academy of Nursing recognized forty-one hospitals that attracted nurses to work at their location because of their more collaborative and supportive work environments. These hospitals were more effective with filling nursing job vacancies compared with similar hospitals. The American Nurse’s Credentialing Center (ANCC), an organization of American Nurses Association developed a voluntary recognition program to formally credential Magnet hospitals, and the first Magnet hospital was credentialed in 1994 (Kelly, 2011). ANCC review certain criteria that are design to measure the quality and strength of nursing practice at the hospital. Nurses who work at these Magnet hospitals have higher job satisfaction and reports that they have better communication between the nurses and other healthcare team. Most importantly, Magnet hospitals have high quality nursing care, better patient outcomes, and high patient satisfaction.

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.

Before I started this leadership/management coarse I had no idea what qualities a good leader manager needs to hold. I had no idea a registered nurse was considered a leader/manager. Now that I have reviewed all the chapters in the Leadership Roles and Management Functions in Nursing (Marquis & Huston, 2015) I have a full understanding of how important leadership/management functions play in a nurse’s career. Chapters 12-25 describe roles and functions that are needed for a nurse to become a successful leader/manager. These chapters discussed the roles and functioning of organizing, staffing, directing, and controlling.