Leading Nursing Practice
Global health systems face a host of complex and multifaceted challenges to deliver quality, safe and cost-effective healthcare in the future. Some problems that need to be resolved include the ever-evolving systems, the increasing understanding of patients, innovation in technology, and the increasing costs of healthcare. Therefore, quality care provided is compulsory to be preserved and improved, leading to a change in the provision of care, a shift in health models, and the role played by all medical professionals. The continuum of care is critical to be a leader in the medical profession. Leaders are challenged every day to solve problems using critical thinking. Leaders make critical choices that can affect the lives of patients. In particular, health care leadership is a core skill that enables health care providers to navigate effectively and rapidly changing health care systems to solve problems and make decisions on issues ranging from cost to quality and accessibility of healthcare services. As a result, it is critical that leaders are well-equipped and prepared at the appropriate times to make the best decisions possible.
The concept of leadership is essential in the area of nursing. Nurses must develop practical leadership skills and fulfill various daily leadership functions so that they can provide high-quality care and thereby ensure patient safety. In addition, clinical practitioners should demonstrate leadership skills in cooperation with health teams during the delivery of direct client attention. For this reason, it is necessary to provide effective clinical leadership of the nursing group at all levels and in all areas of nursing practice so that the highest quality of care provided is guaranteed. Furthermore, the current leadership studies take a more holistic approach to management, examine the development of management processes and examine leadership in various ways, according to an integrative literature review. This essay defines leadership, nursing leadership, healthcare leadership, and quality care. It will also discuss the effects of the leadership of the nursing clinic, the properties of an effective clinical leader, and the aspects of clinical management. It also outlines the leadership capacity of caregivers to lead patient care and improve patient safety.
Technological innovation has increased globalization, which has had profound economic, political, and social consequences in every corner of the world (Seloilwe, 2005). It can benefit your health in a variety of ways. However, it can endanger one's health by modifying and harming social and environmental conditions, such as increased transportation and the resulting pollution. Because of the rise in interconnections of the world, health problems have become globalized; nurses should be well informed of the notion of globalization and its effects on health. As a result, in today's culture, what happens in one country has ramifications for the rest of the world. Whereas it used to be enough for a country to look for itself, this is no longer the case because a growing number of health challenges transcend national borders (Kickbusch et al., 2007). Global cannot ignore these innovations, and the nursing profession should seize the opportunities they provide (Seloilwe, 2005).
But due to globalization's impact on the world's poor, population health tends to be significantly worse than better, as poverty is intrinsically linked with health and expectations. An increase in international trading is a direct cause of the spread of hepatitis B virus diseases through the global trade in blood products, food intake diseases, bovine spongiform encephalopathy, and human diseases, all linked to globalization. Globalization can be seen as damage to the environment, caused mainly by excessive rates of consumption in developed countries. A severe loss of social, environmental quality has been caused by the degradation of the environment, with considerable effect on population health. Without a deliberate health development program, it would be impossible to achieve a global future. The health effects of globalization are undoubtedly a complex and multifaceted process. Silva (2008) says that health is an essential human right and that achieving the highest level of health is one of the world's central social objectives, a challenge which, aside from the health sector, requires actions from many other social and economic sectors.
Healthcare organizations and risk managers must identify risks to navigate the healthcare risk continuum. Because risk management entails managing the unknown certainties, and a new threat is continually emerging, it is difficult to understand all of the risks that a healthcare business confronts. Risk management allows healthcare businesses to protect patient safety, and their assets, market share, accreditation, reimbursement levels, brand value, and community status, in a proactive and systematic manner. The function of risk management in healthcare is continuously evolving due to its dynamic and varied nature. The health-related risk manager has only a few of its current tasks to communicate, document, and report on risks and adverse conditions with stakeholders and develop processes, reacting and managing risk and uncertainties policies and procedures. Risk managers must also monitor the ever-changing health risk landscape.
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Healthcare businesses must have a risk management plan in place that is designed and updated on a regular basis. The Risk Management Plan serves as a blueprint for how a business will identify, manage, and mitigate risk in the long run. The plan's development and ongoing review should be shared with hospital administration and all department heads. The risk management system's goal, scope, and goals are communicated in healthcare risk management plans. The roles and responsibilities of risk managers and other risk mitigation staff are also described. Risk and uncertainty are inevitable in the healthcare industry. All of them guarantee that health care organizations experience adversity by providing complex and diverse care and a very complex system. Risk management tools, on the other hand, are being used to mitigate these occurrences.
Influential health services leaders continually highlight the top priority of safe, high quality, and compassion. They ensure consistently listening to all levels to the patients' voices; positive and negative experiences, concerns, needs, and feedback are constantly addressed. They offer leadership with support, availability, empathy, fairness, respect, compassion, and empowerment. They promote engagement and participation as an essential leadership strategy. They ensure employees' hearing, valuation, and action throughout the company and provide practical support for employees to innovate within certain limits. They ensure everybody knows what to do and provide constructive and positive feedback, including praise for the performance. Because of misconceptions, significant occurrences, complaints, and concerns, they demand transparency and see errors as learning opportunities. They respond to poor performance quickly and proactively address employees' or patients'/caregivers' aggressive, inappropriate or unwanted behavior. It encourages staff to improve the quality, safety, compassion, and experience of the patient's knowledge, skills, or talents. It constantly supports, motivates, and rewards innovation and introduces new and better work practices.
A variety of functions are linked to effective clinical management. It is integral to the health system, which is necessary for the treatment of hospitals. It includes system performance, health reform goals, and timeliness of care delivery, system integrity, and efficiency. Clinicians, which are defined as any primary health practitioner, now have the chance to take the lead. Many people believe that good clinical leadership is necessary for patients to obtain optimal health outcomes and receive optimal hospital care. A good nursing clinician is a critical thinker, experienced, and open to ideas. All qualities are critical. The nursing clinic leader must continue to improve and be up-to-date on the field with a good deal of knowledge. The relationship between nursing management and patient outcomes has been established by Wong et al. (2013). They found that effective leadership was linked to decreased stay time, decreased drug error rates, patient fall, urinary tract infection, and pneumonia.
Burns (2009) reports that transformation leadership is a partnership that motivates the leader and follower to higher levels and thus results in the alignment of the two values system. Burn believed that transformational leaders had a strong vision and personality. In addition, he inspires his supporters to change their expectations, ideas, and inspirations so that they can achieve a common objective. Four features of transformative leadership have been emphasized: optimum impact, high incentive, intellectual stimulation, and personal regard. In such a case, according to transformation leadership theory, the nurse director should set aside time to designate a space for one person's conversations with the nurse to reassure the manager of his consideration and confidence. At this point, it's critical to emphasize that this is merely a conversation akin to the process of telling a narrative rather than a process of critique. Secondly, the nurse manager should be very careful when talking to her as it is important to understand the needs and concerns of the nurse. At the same time, the unit manager has to inform both the nurse and the unit of his expectations which can encourage the nurse to continue further training and progress. The behavior of the nurse can be changed through the conduct of transformation. Furthermore, the organizational engagement of the nurse will improve and will more likely achieve the goals of the organization.
Kurt Lewin, a behavioral scientist, did research and discovered the importance of participative leadership in businesses. He summarized that participatory leadership was the most popular among subordinates in the corporate setting, based on talks with business executives and employees. Incorporate contexts, such as information technology corporations, hospitals, pharmaceutical companies, universities, and so forth, this leadership style is common. Leaders that behave as facilitators rather than dictators encourage the exchange of ideas and information in order to reach a decision. In addition, evidence suggests that nurses who practice participative leadership are more likely to carry out team functions and individual obligations. As a result, the participative leadership philosophy is also appropriate in this situation.
Although the two theories effectively resolve this problem, transformative leadership is more critical in the current situation. It has a favorable impact not just on corporate dedication but also on employee performance. This could help the childcare professor to change her mind and action in this situation transformation leadership. The unit manager may keep the communication lines open so that the nurse can freely share his thoughts. Furthermore, the leader can support and encourage the nurse to increase unit engagement. Transformational leadership influences behavioral changes more because it can stimulate and inspire nurses.
On the other hand, participatory leadership is motivated poorly and takes a long time to make decisions. More importantly, this approach to leadership fails to address the specific issue of the situation. In this leadership style, the nurse who has slept on her night changes is not likely to be inspired or motivated. The unit director will be unable to understand the thinking of the nurse if partial leadership is used alone. The source of the issue is unknown. As a result, transformational and participatory leadership approaches are crucial to this situation.
Continued professional development is a vital aspect of the caring role in the National Health Service. Health policy is based on the idea that the roles of nurses can expand by developing their careers, which is also seen as a crucial part of care in the UK. Professionals view participation in workplace courses as a primary source of progress, according to NI et al. (2014). This information underscores the need for a new mindset among managers and health care providers, who should act as a source and facilitator of team engagement in continuing education programs (Gould; Drey; Berridge, 2007), allowing knowledge and expertise to be deployed in health care. As a new nurse, own learning and development presenting an action plan for continuous professional development will help cope with the emerging trends in the health sector.
Front-line nurses and midwives can benefit from in-house leadership programs by enhancing their professional identity and expanding their abilities in many ways. According to Stoddart et al. (1996), changing is the role of the senior nurse in charge of clinical leadership. Experiences of senior charge nurses with the adoption of a national clinical leadership policy. From a senior management perspective, this policy appears to be a significant advance in developing clinical leadership, the performance of the clinical team, and improved care delivery. The results demonstrate that simulations are helpful and should more commonly be used in nursing, such as solving power conflicts and establishing authentic leadership. The leadership experiences of modern matrons in the United Kingdom are described by Lawrence and Richardson (2014). Although modern matrons were reintroduced to the National Health Service in 2002, there has been little research on how they experience good leadership. Matrons prioritize adjusting their leadership style and demonstrating their leadership credibility by "doing the walk." The findings suggest that current senior leadership roles are complicated, necessitating leaders who can modify their leadership style to suit various global concerns.
In conclusion, as a nurse, you must have a well-organized, ongoing professional development program to centralize, operationalize, and coordinate quality standards. As a result, allocating adequate resources for lifelong learning is critical. This includes dedicated professionals to analyze and address the needs of nursing staff for the professional development of their effort and aim, especially in times of great stress, such as the COVID-19 pandemic. Healthcare businesses differ in size and ability to devote resources to professional development across the care continuum. Professional growth is no longer an option but rather a requirement in today's healthcare environment. A professional development practitioner can make a difference for the company's strategic objectives when ensuring that personnel provide safe and efficient care and are well adapted to the needs of the organization.
With an engaged Senior Leadership team, you can lead a successful professional development effort. In this process, the involvement of the professional development practitioner is crucial. To acquire buy-in and support, they must be able to present a business case that generates value and ROI for the allotted time and resources and aligns with the organization's strategic priorities and goals. Nursing executives and front-line workers across the organization can be engaged in the journey to embrace the evidence-based practice and improve clinical outcomes by professional development leaders.
References
Bass, B. M., & Bass, R. (2009). The Bass handbook of leadership: Theory, research, and managerial applications. Simon and Schuster.
Gould, D., Drey, N., & Berridge, E. J. (2007). Nurses’ experiences of continuing professional development. Nurse education today, 27(6), 602-609.
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Kickbusch, I. (2003). The contribution of the World Health Organization to a new public health and health promotion. American journal of public health, 93(3), 383-388.
Lawrence, N., & Richardson, J. (2014). To explore and understand the leadership experiences of modern matrons within an acute NHS Trust. Journal of Nursing Management, 22(1), 70-79.
Lewin, K. (1948). Leadership styles; selected papers on group dynamics.
Ni, C., Liu, X., Hua, Q., Lv, A., Wang, B., & Yan, Y. (2010). Relationship between coping, self-esteem, individual factors, and mental health among Chinese nursing students: A matched case-control study. Nurse education today, 30(4), 338-343.
Seloilwe, E. S. (2005). Globalization and nursing.
Silva, A. L. D. (2008). Nursing in the era of globalization: challenges for the 21st century. Revista latino-americana de enfermagem, 16, 787-790.
Wong, C. A., Cummings, G. G., & Ducharme, L. (2013). The relationship between nursing leadership and patient outcomes: a systematic review update. Journal of nursing management, 21(5), 709-724.
