Stress Of Nursing Leadership And Management

In the nursing profession stress is encountered daily. Stress is managed differently by all nurses. The way nurses manage stress determines the impact of stress on nurses. There are some nurses who use stress as a positive way of learning and others handle stress negatively. There is more research that supports nurses handling stress in the workplace more negatively than positively. The purpose of this paper is to provide scenarios of how nurses handle stress from the workplace in a negative, positive and borderline way.

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.

Workload was described to be heavy, stressful, increase in intensity and overtime hours. As a result 25.8% consider resigning, 20.2% consider retiring and 25.6% consider leaving profession. Another problem that was observed at individual level was poor commitment to care. One of the factors that often limited nurses to provide therapeutic care was the change in nurse to patient ratio. As nurses assignments increase with the increase in the number of patients (i.e. 1 nurse to 6-8 patients) the quality of care provided decreases. Nurses’ ability to maintain safe environment became challenging. As part of caring, nurses also showed decreased amount of time spent with their patient. This eventually led to nurses being less satisfied with their current job. Self – efficacy was often low. Nurses felt that they did not have enough knowledge and skills required for professional practice (Newhouse, Hoffman, & Hairston, 2007). This often led into stressful transition and the ability to care for a patient even harder. New graduate nurses often had difficulty maintaining leadership role. They often felt that they did not have the ability to self advocate and raise their voice to be heard by others. They often feared that they would be over heard and that no one would listen to them (Mooney, 2007).

The profession of nursing is usually described as high-demand job, as well as stressful. The American Association of Critical-Care Nurses believes that nurses can empower their work environments and truly make a difference (AACN, 2016). Although nurses have the ability to join committees and help make changes slowly, there are many factors in the nursing that cannot be changed by nurses. “The global increase in the aged population, the intensity of health care problems, the incidence of chronic illnesses and advanced technology, nurses are faced with a variety of work-related stressors” (Lambert & Lambert, 2008, p. 38). Regardless of nursing communication and social aspects of units, nurses need to accept some stressors as they are and

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

If staffing has that big of a negative impact on the residents, then why is the nursing turnover rate so high? This article suggests there are “workplace and organizational factors associated with the nursing turnover” including “professional development opportunities, employee benefits, human resource retention strategies, leadership practices, supervisory support, work environment and nursing staff burnout” (Chu, Walter, McGilton, 2013). In order to address this problem, researchers utilized the ‘stress process model’ to address the causation of stress for nurses to try and eliminate the source, which would decrease the negative outcomes it presents for the residents and other staff members. This model focuses on individual

Due to the ever changing health care system and the reduction of resources, nursing demands are greater which has led to work related stress and ultimately nursing burnout. Nursing burnout has had a significant impact on nurses not only personally, but professionally in addition to impacting the delivery of quality care. Sadly, "we are facing an unprecedented crisis in the profession of nursing; many would be (and should be) nurses are choosing other careers, many wonderful nurses are leaving nursing, and many of the nurses who are staying in the profession are not happy" ( Todaro-Franceshi, n.d., para 3). As a nursing leader, the first step is recognizing that your staff may be potentially suffering from burnout and act upon it immediately, thereby, preventing job dissatisfaction and burnout. Literature continues to reveal that care providers, especially nurses and physicians struggle with this pervasive issue "which impacts their ability to relate to patients and focus on work in a way that avoids medical errors" ( cited by Rousell, 2016, Shandafelt et al., 2012, p. 51). The strategies in creating a positive work environment for nurses would be the

Working in health care is connected with a higher degree of stress than working in other professions. Nursing includes both non-specific stress and specific factors. Many hospital are experiencing increase patient workload. Changing Registered Nurse (RN) to patient ratios are affecting both nurses' job satisfaction and patient satisfaction alike. As healthcare reform pressures hospitals to cut costs and nursing shortage continues, increased patient loads are becoming a stressor in the acute care setting. RNs suffer as they feel the stress of needing to be in multiple places at one time, an unrealistic goal, while patients suffer as they see their primary nurse less often as desired, usually during times of medication or treatment administration.

The nursing role has evolved over the last fifty years from being one of a subordinate style to that of a leader and valued member of the interdisciplinary healthcare team. It is important to know your own sense of leadership style and to know the leadership style that you may be working under in order to know if you are a good fit or not and if you are able to impact positive change and improved patient outcomes. One’s leadership style can make or break the nursing team and greatly impact the organization system either positively or negatively. We will look at the leadership styles and the impact as well as Supervisor Nurse A’s leadership issue.

RCN (2010) identifies increase work load, increased number of patient for a nurse causing stress during work. Therefore, there is a need for balancing work load and assigning patients as per ability to reduce pressure and promotes positive attitude for nurses.

Most people may experience some stress at some point in their lives due to various reasons. According to Nazari, Mirzamohamadi, and Yousefi (2015), occupational stress is the main cause of stress in a person’s life, and the study showed that more than 80% of nurses reported having higher levels of stress compared to other occupations (Nazari, Mirzamohamadi, & Yousefi, 2015). Some research showed ICU nurses are more prone to occupational stress and burnout than nurses who work at different wards (Nazari et al., 2015). The purpose of this paper is to find out why ICU nurses experience more stress and burnout than nurses in other areas, such as Med-Surg unit, and to find out possible coping mechanisms to prevent them.

In the past week 's discussions, we have discussed so much on the importance of different leadership and managers; likewise, different authors have also emphasized on effective leadership in health care setting. Nursing leadership is the essential, as we nurses have formed the largest discipline in the health care sector. In nursing, leadership is associated with positive patient safety outcomes; it

There are numerous elements that contribute to stress in the healthcare setting. Nurses’ days are full of physical, mental and emotional demands. There are societal demands and workplace demands created by the shortage. These stressors can become increasingly overwhelming and if there is no stress relief, job performance can and will be hindered. When fatigue and stress combine there is potential for “performance decrements”. This can include diminished capacity to manage a specific level of workload resulting in errors in the delivery of nursing care. This can produce damaging effects on the safety and advantageous outcomes for both the nurses and patients. (Reese, 2011). Therefore, finding a balance between lowering stress levels of

Nurses are especially vulnerable to several related effects of stress, such as burnout, job dissatisfaction, increased interpersonal problems, increased health complaints, disturbances in sleep patterns, as well as clinical depression and anxiety (Villani, Grassi, Cognetta, Toniolo, Cipresso, & Riva, 2013). The potential for stress can be reduced by resolving difficulties in the workplace promptly, addressing staff shortages, turnover and absenteeism, and developing clear objectives and plans (McIntosh, & Sheppy, 2013). Learning to manage and reduce stress by developing insight and coping strategies will help to maintain and promote nursing integrity and consistent patient care (McIntosh, & Sheppy, 2013).

The nursing shortage also causes conflict between nurse managers and their staff nurses. Because of the burden of the heavy workloads of the unit during the nursing shortage, nurse managers feel stressed and burnt out too. Since they have to work more than 14 hours per day. They also have to be responsible and accountable for their department for 12/12 hours. Therefore, they don't have enough time to support their staff nurses for handling their heavy workload or give them opportunities for career development. Also, they don't have time to resolve conflicts between staff nurses or give staff nurse their recognition of their accomplishments. As the result, shese drawbacks cause the conflict between nurse managers and staff nurses (Hunt, 2009).