...Effective Leadership and Management in Nursing Shirley J. Mitchell University of Phoenix HSC 492 Instructor: Linda Westermann March 12, 2012 Effective Leadership and Management in Nursing According to Sullivan and Decker (2009), leadership is influencing others into working toward accomplishing a common goal. Some people are born with an innate leadership quality within them. Others require learning leadership and management skills. It takes a certain personality trait that makes them a natural leader. Intelligence, personality, and abilities are three categories of the trait theory that is a part of the profile of successful leaders (Sullivan & Decker, 2009). I will discuss my personal views of leadership. It will describe how leadership differs from management. Finally, the characteristics of an effective leader will disclose. What are your personal views of leadership? Everyone is a leader at one time or another. A good leader is one that knows just when to pull back from the leadership role and let the team proceed on his or her own. These leaders have a natural ability to guide their team effectively with his or her charismatic approach that the team believes they are well supported. They know when to lead, when not to lead, when to let the team lead, and they know just when to dance. How does leadership differ from management? There is not much difference with leadership and management. In most situations, the terms are used interchangeably...
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...APPROACHES IN LEADERSHIP AND MANAGEMENT Effective Approaches in Leadership and Management: Nursing Staff Ratio Yu Chen Grand Canyon University: NRS-451V Nursing Leadership and Management October 11, 2015 Effective Approaches in Leadership and Management: Nursing Staff Ratio Introduction Identifying and maintaining the appropriate number and mix of nursing staff is critical to the delivery of quality patient care (American Nurses Association, 2015). Staffing issue is very important simply because this ongoing concern affects the quality of health care service, the safety of both patients and nurses. Many research shows that adequate staff ratio has close relationship with patients’ safety and recovery time of period. In this paper, different nursing leadership and approaches are discussed. Skills and methods employed by leaders and managers to address staff issue are described. My preferred approach is also presented. The Importance of the Issue The benefits and importance to maintain s safe staffing ratio is never underestimated. • Relieve nurses from overload, fatigue and burnout so that they can focus on work to reduce medical and medication errors • Plenty of nurses can provide better service and attention to patients so that complications will be decreased • Mortality could be decreased due to more frequent monitoring of patients’ health condition and prompt response from on-duty nurses and doctors Different Nursing Leadership and Styles ...
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...and managers at some point in our lives. There are many opinions about the differences in leadership and managerial styles of leading. There are those who use the terms interchangeably and believe they are the same, those who believe that “leaders” and “managers” are opposites, and those who are in between. Although there are fundamental differences, individuals can be successful in both roles, and organizations need both to be successful. The purpose of this paper is to define and discuss the approaches in leadership and management styles in relation to the nursing shortage and nurse turnover using theories, principles, skills, and roles of the leader versus manager, and to identify this student’s professional philosophy of nursing and personal leadership style. In regards to offer quality and modest care, the plan of health care system has been a fair exchange. The treatment of health care facilties have the variablity on different levels in speciality care and acute illness to defensive health plan. The changes have siezed effective direct approaches and delivery care. With the effect to balance the demand of patient needs in health care, many considerations are made including adjustment with budgets, decreasing excessive costs, and practicing effective means of delivery care. Nurses are challenge to keep up to a work environment that requires continual changes. The nursing industry today faces shortages, as many nurses have low job satisfaction, high compassiate...
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...Leadership & Management in Nursing Shortage & Nurse Turnover We are all leaders and managers at some point in our lives. There are many opinions about the differences in leadership and managerial styles of leading. There are those who use the terms interchangeably and believe they are the same, those who believe that “leaders” and “managers” are opposites, and those who are in between. Although there are fundamental differences, individuals can be successful in both roles, and organizations need both to be successful. The purpose of this paper is to define and discuss the approaches in leadership and management styles in relation to the nursing shortage and nurse turnover using theories, principles, skills, and roles of the leader versus manager, and to identify this student’s professional philosophy of nursing and personal leadership style. Definitions of Leadership & Management Styles Leadership and management are two terms that are frequently compared. They are not the same, but they are linked. Some people have one or the other skill sets while others may have both. According to the Educational Business Articles (EBA) (n. d.), leaders focus on achieving tasks by keeping the team inspired, motivated and empowered (transformational leadership). It also involves expecting the best out of everyone for the benefit of achieving the team’s goal (EBA, n. d.). Some effective leadership characteristics are: vision, motivation, inspiration, persuasion, teamwork, building relationship...
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...Medical Errors Worksheet NUR 4828- Nursing Leadership and Management Role Transition Project Team 2: Ankita Patel, Kailanie Perez, Molly Plude, Sandy Rivera, & Heather Ryan 2. Problem: According to a recent study (www.nejm.org/doi/full/10.1056/NEJMsa1103053?query=featured_home (Links to an external site.)), warfarin, insulin, oral antiplatelet agents, and oral hypoglycemics accounted for more than two-thirds of the drugs tied to hospitalization for adverse drug events in older adults. Most events were associated with unintentional overdoses at home. Medication errors can occur in clinical settings or at home because humans are not perfect and therefore, they make errors too and so do the man-made machines. The patients are more likely to experience medication errors at home than a hospital because a health professional is not present to double check medications, no standard process to follow like the hospital does, no set schedule take them, and no alerts before taking them. The patients have to be more cautious when taking high-alert drugs such as warfarin, antiplatelet agents, insulin, and oral hypoglycemics because these can lead to serious and even life-threatening situations....
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...Poisonous Management in Nursing American Sentinel University Poisonous Management in Nursing In today’s nursing world people in a management position can abuse their authority. A prime example is the case study “Nurse Manager Power” that is described in our text (Grohar & Langan, 2011). The case study describes Mrs. Jackson, the nurse manager, as a negative and abusive person. Mrs. Jackson publicly degrades, humiliates, and segregates her staff by showing favoritism. Overall, unit morale decreases because of the stigma in the unit. Upper management will now have to intervene to resolve the issue. There are several different types of power listed in our text. In this particular case, Mrs. Jackson uses coercive power. Coercive power is defined as “the use of fear to ensure compliance from subordinates” (Grohar & Langan, 2011). The staff fear repercussions if they bring their issues to Mrs. Jackson and staff members have their schedules created according to favoritism. There is also the use of legitimate power in this case. Legitimate power is defined as “the officially sanctioned right of the superior to exact rights and obligations from subordinates” (Grohar & Langan, 2011). Mrs. Jackson’s legitimate power comes from her position as nursing manager. She is responsible for controlling and running the coronary care step-down unit and with that comes power. Reward power is also apparent and is defined as “when a leader or manager uses their position...
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...Elizabeth A. Curtis, Jan de Vries, Fintan K. Sheerin This article provides an introduction to the issue of nursing leadership, addressing definitions and theories underpinning leadership, factors that enhance leadership in nursing, and the nature of leadership content taught in undergraduate programmes. Highlighted are differences between leadership and management, and the notion that leadership can be ‘learned’. The authors also point out that there is a discrepancy between how leading undergraduate nursing programmes prepare students primarily in the transition of education to practice, and the suggestion from a number of nursing publications that leadership in nurses should be fostered throughout their education. Key words: Nursing leadership n Management n Factors that enhance leadership n Undergraduate programmes he importance of effective leadership in health care has been emphasized by a number of authors (Dunham and Fisher, 1990; Hewison and Griffiths, 2004; Carney, 2006; Greenfield, 2007; Sutherland and Dodd, 2008), and nursing leadership is pivotal to this as nurses represent the largest discipline in health care (Oliver, 2006; Marquis and Huston, 2009; Roussel et al, 2009; Sullivan and Garland, 2010). Research on leadership has demonstrated a positive relationship with improved patient safety outcomes (Tregunno et al, 2009); healthy work environments (Shirey, 2009); job satisfaction (Heller et al, 2004; Sellgren ...
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...Leadership and Management in a Magnet Hospital XXXXXXXXXXNAMEXXXXXX XXXXXUniversity Name hereXXXX Nursing Leadership and Management March 5, 2016 Leadership and Management in a Magnet Hospital The purpose of this paper is to compare and contrast traditional hospital management and the current magnet model hospital. According to Margaret McClure, a professor at New York University and president of American Nurses Association, Magnet Credential program has developed as a result of a collection of nursing leaders discussing nursing shortages, thirty years ago in the 1980’s. The term Magnet Hospital is used in reference to the particular certification and standard of nursing practice that has been established by the American Nurses Credentialing Center (ANCC). The ANCC, is a division of the American Nurses Association (ANA) and is delegated with the task of advocating for excellence in nursing care around the world. ANCC’s credentialing acknowledges and endorses specialized nursing certification in the individual nurse while promoting a safe and positive working hospital culture, (Summers, S. & Summers, H.J., 2015). Magnet status, at its core, encourages and supports leadership that has a goal of creating change while building strength, and honoring exceptional professional practice as well gaining knowledge through empirical study. Established on the premise of 14 forces of Magnetism nursing was assessed in 163 hospitals according to this criteria. The task...
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...Future of Nurse Leadership A paper submitted in partial fulfillment of the course MHST/NURS 604 Leadership Roles in Health XXXXX February 28, 2013 Abstract Canada’s healthcare environment faces dynamics of change and elements of uncertainly. However, change and uncertainty need not be met with prospects of a dismal future. The framework of healthcare faces distinct challenges, potentially providing the opportunity for nurse leadership to provide a pathway for the future. One concern is the capacity to prepare the next generation of nurse leaders, both formal and informal, to become effective leaders, contributing to the future health of the workplace. This study is an analysis pertaining to the development of future nurse leaders. The analysis seeks to uncover the challenges of developing nurse leaders, and the necessary requirements for the next generation of leaders within healthcare. The findings suggest that the development of nursing leadership is vital in relation to healthy workplace environments, and quality patient care. Furthermore, a new paradigm and set of competencies necessary to lead nursing into the future. Keywords: leadership, nursing, development, future ...
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...Leadership Styles in Professional Nursing Nursing 351 November 20, 2010 Transitions to Professional Nursing Leadership Styles in Professional Nursing Leadership is a very important aspect within the realm of Nursing. With constantly evolving technology, poor economics leading to major hospital cutbacks, and healthcare reforms, strong nursing leadership has never been more important or necessary. Hood (2010) defines leadership as a process of influencing others to attain mutually agreed upon goals. We will discuss the differences between leadership and management. In addition, we will examine 2 types of leadership styles: Transactional and Transformational and address the effectiveness of both styles in achieving high quality of nursing performance. Leadership vs. Management Many people think of management and leadership as interchangeable. However, there is a stark difference between the two. In defining leadership and management, the one crucial difference is that a person with leadership has the ability to persuade/influence others into following their vision and putting the needs of a group ahead of an individual’s own personal needs (McGuire & Kinnerley, 2006). Leaders have this ability to inspire by employing enthusiasm, hope, optimism, and innovative methods. Leadership does entail having some management characteristics, but lacks the positional power to bring their visions to life. Management is usually an appointed position within a company (Hood, 2010)...
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...TOPIC: LEADERSHIP STYLES CONTENts page INTRODUCTION 3 UNDERSTANDING ON LEADERSHIP STYLES 3-9 DISCUSSION ON LEADERSHIP STYLE OF A LEADER 10-11 THAT IS APPARENT IN THE EFFECTIVE PROVISION OF HEALTHCARE DISCUSSION ON LEADERSHIP STYLE OF A LEADER 11-12 THAT FACILITATES POSITIVE STAFF DEVELOPMENT CONCLUSION 12-13 INTRODUCTION in today ever rapid changing and challenging healthcare environment, nurses are required to develop their leadership skills where effective leadership styles they choose to deliver high quality care with improved patient safety outcome (Treguno et al, 2009); healthy work environments (Shirey, 2009): job satisfaction (Heller et al, 2004; Sellgren et al, 2007); lower turnover rates (Gelinas and Bohen, 2000); and positive outcome for organization and patients (Wong and Cummings, 2007) and healthcare providers (Cummings et al, 2005). It must be emphasized that leadership should not be viewed as an optional role or function for nurses. Nurse leaders nowadays confronting challenges like new roles, new technology, financial constraints, greater participation...
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...Running head: LEADERSHIP STYLE AND TODAY'S NURSING LEADERS Leadership Style and Today's Nursing Leaders Trends and Issues NRS 440V Leadership Style and Today's Nursing Leaders Nursing leadership in health care today is a fast-paced, demanding and very challenging with shifting and competing priorities. Nursing leaders are receiving more scrutiny than ever as the performance expectations continue to rise at all levels of leadership in an effort to move health care organizations forward. Moreover, a managers’ success will largely depend upon their ability compare and contrast leadership styles, identify a leadership style that best fits their philosophy, in addition to that of the organization represented. Although there are at least fifteen different defined management styles, ranging from the very classic to the very creative, it has been determined that no one style is neither right nor wrong, only that different styles are needed for different situations (Marquis & Huston, 2008). The classic styles of management include autocratic, bureaucratic, laissez-faire and democratic. These are often considered the most basic of leadership styles. The article featured in Nursing Management focuses on Transformational leadership. Transformational leadership is a more creative, non-traditional management style (Raup, 2008) fits the writers leadership style and philosophy. The article further describes transformational leadership as a dynamic process...
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...head: LEADERSHIP STYLE AND TODAY'S NURSING LEADERS Leadership Style and Today's Nursing Leaders Trends and Issues NRS 440V Kowanda Robinson Leadership Style and Today's Nursing Leaders Nursing leadership in health care today is a fast-paced, demanding and very challenging with shifting and competing priorities. Nursing leaders are receiving more scrutiny than ever as the performance expectations continue to rise at all levels of leadership in an effort to move health care organizations forward. Moreover, a managers’ success will largely depend upon their ability compare and contrast leadership styles, identify a leadership style that best fits their philosophy, in addition to that of the organization represented. Although there are at least fifteen different defined management styles, ranging from the very classic to the very creative, it has been determined that no one style is neither right nor wrong, only that different styles are needed for different situations (Marquis & Huston, 2008). The classic styles of management include autocratic, bureaucratic, laissez-faire and democratic. These are often considered the most basic of leadership styles. The article featured in Nursing Management focuses on Transformational leadership. Transformational leadership is a more creative, non-traditional management style (Raup, 2008) fits the writers leadership style and philosophy. The article further describes transformational leadership as a dynamic...
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...Building a Personal Framework I have spent most of career practicing nursing in the surgical setting. I was a staff nurse on an orthopedic surgical unit for the first two and a half years after graduating from an associate’s degree nursing program. I then went back to my home of the Operating Room (OR), previously working as an OR Assistant prior to going to nursing school. I joined the cardiovascular team in the OR during my orientation period and absolutely loved it. Four years later I began my journey in nursing leadership. My first leadership position was the supervisor of an operating room, and was promoted to a nurse manager a few years later. Looking back, I’m not sure how I remained in management, I had little to no mentorship or guidance. Since then I have developed a passion for mentoring nurses and helping them be successful in both staff and leadership roles. Performing both inpatient and outpatient procedures, I get to be involved in the care of healthy and ill adult patients undergoing surgery, endoscopic procedures, and pain management procedures. I have a holistic approach to nursing care, and place the patient in the center of the care they receive during their stay. Of course, there are times during a patient’s stay, the focus must be placed in a particular area, such as patient safety in the operating room. Another important focus while the patient is undergoing surgery is the patient’s family and loved ones. We adopted a standardized process for...
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.......................................................................................3 IOM Recommendation Seven...............................................................................................................................3 Content of Recommendation.............................................................................................................3 Leadership and Management....................................................................................................................4 Recognition of Leadership.......................................................................................................................6 Characteristics of Leadership.......................................................................................................................7 Education and Preparation for Leadership......................................................................7 Vision and Goals.............................................................................................................9 Future of Nursing............................................................................................................10 Final Thoughts...............................................................................................................10 References......................................................................................................................11 ...
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