Observation Of The Director Of Surgical And Cardiology Services For A Community Hospital

The most common styles she employs are democratic leadership, laissez-faire leadership, and shared leadership. Her position as a liaison between upper management and the nurse leads contributes to her need to regularly switch from a position of leader to follower and back again, keeping her not only extremely busy, but out of the office for most of the day. To lead her team, she must change tactics all day long, from one task to another. The leadership styles democratic leadership, laissez-faire leadership, and shared leadership all have one thing in common, these styles allow for the nurse manager to permit her team of nurse leads, the power to lead themselves. The nurse manager is capable of putting large amounts of responsibility in their subordinate’s hands, knowing that they are skilled and qualified to make decisions without interference (Giddens, J., 2013, p.376). These styles tend to work effectively for the Surgical Services Nurse Manager because her team of nurse leads are experienced and capable of performing their jobs with little to no feedback. While each of these three leadership styles: democratic leadership, laissez-faire leadership, and shared leadership, share some similarities, they are all slightly different, with some being more effective than others. Of the leadership styles she engages in, her use of shared leadership is most effective, while her use of the laissez-faire

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.

* Personnel Issues: One of the key barriers to effective interaction for the pre-op nurses is that they are not getting any information from the registrar or the surgeon related to the patients unique circumstances. There is not a communication process in place for the pre-op nurse to actively communicate with the surgeon or his office regarding a patient’s care during their day of surgery. An additional factor in this situation was the pre-op nurse documented the mother’s contact information in her notepad, but not on the

Slide 2: A Nurse Executive is a master’s educated individual who is knowledgeable and has developed strong interpersonal relationships with the interdisciplinary team. This individual is accountable and compassionate, showing respect and excellence in their practice. The nurse leader is able to adapt to change especially in regards to technological advances and innovative methods of caring for patients. A driven leader empowers their staff to create an environment that is inclusive and ultimately productive using the team-nursing concept. Individual weaknesses are noted and built upon using team training and consistent educational in-services. This

The nursing director, chief of surgery, and medical director for the O.R. are responsible for developing a policy that meets the needs of the current facility. Nursing, anesthesia, and surgical staff should have input into the policy. The policy change should be approved by hospital administration.

The providers of Sunnyside Hospital will be contacted next in the form of a series of town hall meetings if hospital space is available or mailers. It is essential that we reassure our participating providers that their service is invaluable and patient care is our priority. We need to be sure that the providers have confidence in the service that our company supplies. We will also reassure the providers that we value their expertise in providing comprehensive patient care and it is our role at Southside HMO to coordinate that care while maintaining costs at an affordable level for

Analyzing case study 16, multiple patients with peripheral vascular disease need to be delegated to staff on a vascular surgery unit depending on the care and responsibilities that each patient requires. The RN team leader has the authority to delegate tasks and will distribute the workload according to each staff member’s position, scope of practice, education and experience. Another factor to consider before delegating is that the RN team leader should consider the following: risk for harm, complexity of task involved, and level of patient interaction involved.

Paula, it is astounding that Mr. McDonald, at his level, has the ability to make an impact at the bedside. It is essential that leaders’ exhibit competencies in ensuring systems are in place to monitor and maintain quality patient care. In addition, it is imperative that the principles of the leader are such that they inspire a shared vision and a commitment to excellence. Furthermore, the behaviors, theories, and techniques a person exhibits define their success as a leader to a higher degree than their power position (Billiam & Siriwardena, 2013). Clearly, Mr. McDonald is a transformational leader who inspired the emergency department (ED) manager to resolve the overcrowding and wait time issue that is

The intention is not about gaining independence and rejects patient care provider’s hierarchy, but rather to develop a collegial and shared patient advocacy. Clearing the blurred lines and respecting boundaries cultivates confidence and unanimity that would resonates into an exceptional performance from the surgical technologist and the perioperative nurses

Ms Shannon presents leadership skills that take great pride not only in meeting goals but in surpassing them. She serves as service level expert in Vascular, Cardio and Thoracic Services. Whenever there is a need to evaluate product update and seek equipment recommendations, Ms Shannon has been identified by surgeons for resource. She have worked with new Vascular and Cardio-thoracic surgeons in streamlining instrumentations and prioritizing resources availability and needs. This has lead to improved IR-surgical utilization into 20% and increase overall patient-surgeon-service trust and satisfaction. In most cases, Ms Shannon unselfishly places work and patient priorities over personal priorities. To assist newly hired nurse cope with the complexity and high acuity of vascular/cardio-thoracic populations, she willingly stays beyond work hours to provide continuity of staff mentorship. This dedication and level of

Certified Director of Nursing Administrator, (CDONA) with greater than ten years in leadership and professional experience in acute rehab and skilled care nursing in the health care industry. I have experience to function in the leadership role and steward of service utilizing critical thinking skills for decision-making, enforcing system process, policy and procedures, and evaluationing the effective outcomes in all aspects of clinical services. Professional experience in using actve listening skills to determine of the engagement for effective communication outcomes. Provide excellent leadership skills in clinical practices ensuring system processes provides safe patient –centered care of adults, adolescent, and geriatrics for best practices in the health care

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.

Healthcare changes occurring today along with shrinking budgets and reimbursement rates for hospitals has forced institution CEOs to do more with less. Changes and restructuring of various health facilities require nursing leaders with flexibility and adaptability. Nurse leaders must also consider budgetary constraints, cost effectiveness, patient safety, and quality care while maintaining focus on improved patient outcome. The responsibility of ensuring patients receive safe and high quality care belongs to every employee in the hospital, including support staff such as IV therapy. In this hospital, this led to the development of a nurse director position to oversee the

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.

The Southern Region has two Public Hospitals, fourteen Health Centers and twelve Health Posts and the Region serves an estimated of 61,000 persons. The two public hospitals are Southern Regional Hospital formerly Dangriga Hospital, which has 52 beds and Punta Gorda Hospital, which has 30 beds. The Southern Regional Hospital provides both Primary and Secondary Care Services. With four basic Specialties are offered, Gynecology, Surgical, Pediatric and Internal Medicine. The Punta Gorda Hospital provides services in General Medicine, Maternity and delivery. Specialist clinics are carried out by visiting specialists from the Southern Regional Hospital. Primary Care services are also provided. In their