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Topics About 'Nurse Leaders'.

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  1. endoNP

    Nursing Leadership

    Leadership Styles As a Doctor of Nursing Practice (DNP) student, I have been challenged by one of my professors to think more about my current leadership style. As nurses, this is not something we often think about. My current leadership style is more democratic in nature. I seek agreement and input from nursing and leadership in an effort to get them to buy into new processes. To me, it seems important that not only administration and providers support changes but also nurses as in most cases they are carrying out the practice change. As a program requirement, we must work on a DNP Scholarly Project throughout our studies. While the parameters are wide for what you can focus on, the goal is to see healthcare system changes. Developing educational interventions, new protocols, or new tools are some examples. In my DNP project, I will be required to lead an educational intervention with nurses. I oftentimes feel like I need to develop more of an authoritarian leadership style. With this style, my focus would be on mobilizing nurses to follow along with new processes and in a new, better direction (Goleman, 2000). These ideas around leadership and my personal leadership style led me to think about what changes I would like to lead over the next 10 years. I am lucky to say I thoroughly enjoy my current role and can see myself there long-term. But despite my love for my job, I do not want to see stagnancy in my nursing career. I want to help create and sustain long term positive changes in my profession. As I reflect on my current practice and healthcare organization, three goals come to mind. Over the Next Decade, I Would Like to See ... Goal Number One The creation of an outpatient diabetes center started at my current hospital. Many of our patients lack insurance, are underinsured, or have state programs not accepted at local endocrinology offices. Unfortunately, this often leads to poor follow up, re-hospitalization, and poor diabetic control. Seeking grant funding and establishing this center would help close a major gap in accessible care in the area. Goal Number Two Better discharge coordination for inpatient diabetic patients. As a consulting service, endocrinology is often last to know or not notified of patient discharge. This can lead to a delay in patients receiving needed supplies or sometimes the primary service sending incorrect insulin orders. Often patients’ inpatient and outpatient insulin needs are vastly different and require adjustments to avoid both hypo and hyperglycemia. Goal Number Three Increased endocrinology consultations for poorly controlled or new diabetics. Consultation of endocrinology is not mandatory for new or poorly controlled diabetics. The service has previously sought out this idea to improve glycemic control both inpatient and outpatient. In addition, there are resources available to the diabetic team such as free insulin vouchers and specialty knowledge that are not available to the primary service but prove valuable especially for new diabetics. Moving Forward In order to change current practice and institute these practice changes, I need to adapt a change theory. Cambell discussed Kotter’s change management model which is comprised of increasing urgency, building a guiding team, getting the vision right, communicating for buy-in, enabling action, creating short-term wins, not letting up, and making it stick (Campbell, 2008). While having a vision of change is great, I need to first start by creating urgency within my organization and gathering a team to help with these goals. As nurses, we should be challenged to reflect and determine what our leadership style is. How can we use this to create goals and system change over the next decade?
  2. Susan had been a nurse for ten years. She worked on the same unit for nearly five years as a staff nurse and a floating charge nurse. She was recognized on and off for stellar patient care and leadership skills. When the unit manager position became vacant, Susan applied and was hired. She received on-the-job training and was quickly given the reins to work independently. After a few months, Susan started feeling a bit overwhelmed. She noticed that nurses she was once friends with were no longer showing her the respect she had received from them in the past. Susan often felt ill-prepared to deal with budgetary and human resource issues, but she continued to try her very best. By the time she reached her first anniversary as the manager, Susan had wondered if management was for her. She considered asking for formal training or stepping down because she just wasn’t sure she wanted to continue. A Common Story Most nurses can think of someone who has been in Susan’s shoes. Alternatively, you might be living Susan’s life right now. Many nurses are quickly recognized not only for stellar clinical skills but leadership and administrative abilities that bode well for leaders. Possessing these skills can promptly lead to advancements into management positions. However, without training, could we be doing a disservice to future nurse leaders? Nurses as Leaders According to The Future of Nursing: Leading Change, Advancing Health, the public isn’t used to viewing nurses as leaders. Not all nurses start their careers with the intention of becoming a leader. However, nurses are leaders in every phase of their career in some capacity with patients and co-workers. As nurses transition into formal leadership roles, they must be ready to take on new responsibilities, learn policies, and work on committees. We must remember that leadership isn’t innate. Some nurses can learn on the job and fulfill leadership positions at various levels well. Other nurses need help developing their leadership skills by attending formalized training or going back to school for administrative or business degrees. Does Promoting From Within Work? A 2014 Becker’s Hospital Review article lists the pros and cons of promoting leadership from within the organization. They report that one survey found that two-thirds of respondents felt that promoting from within was a bad idea. The other one-third thought that it was a good idea to promote from within as long as there is a mentorship program to help the candidate be successful. The survey of 400 hospital leaders found the below list of pros and cons: Pros Loyalty and retention grow when you promote from within Morale among staff increases when they see opportunities for growth within the organization A manager promoted from within has relationships with other staff, which can help in their success Cons Transitioning from being a peer to being a manager is difficult An outside perspective may be better able to recognize issues and implement change Possessing good clinical skills does not translate into being a good leader A newly promoted leader might find it challenging to deliver criticism or negative evaluations to those they used to work beside Peers might have a hard time recognizing the person and their new authority Old peer networks can hold animosity toward new bosses Newly promoted leaders may have difficulty remaining objective when dealing with staff whom they consider friends From Great Nurse to Great Nurse Leader No matter if you’ve had good or bad experiences with internal promotions, it happens and we need to understand how to support one another in our roles from the bedside and beyond. Here are a few easy ways organizations and co-workers can help support nurse leaders. Recognize that being a great nurse leader is an entirely different set of skills than being a great nurse. Organizations and new leaders should seek training through an endorsed program such as the American Association of Critical Care Nurses or the American Organization of Nurse Executives. Provide a mentor program where successful nurse leaders train and support other leaders in their new roles. Mentoring could be through formal meetings and workshops or informal support that provides opportunities to share stories and ask questions. If you work with someone who has recently taken a leadership role in the same unit, offer support and understanding. Recognize that everyone will go through a learning curve as one of your own becomes part of the leadership team and learns to bridge the gap between an old peer group and a new one. Be open and honest with the new leader, while keeping in mind that they are now your boss. Do you support promoting nurses into leadership roles within the same unit? Is their success solely based on their skills or the unit and organizational support? Have you made the transition into leadership only to discover it wasn’t for you?
  3. madwife2002

    Nurse Management

    Nursing Management is the leadership who performs governance and decision-making within a nursing environment. Managers have the responsibility to guide staff towards achieving goals by assigning responsibilities and expectations to the right person, in the right role and the right job. Making sure excellent, high quality health care is delivered. Ensuring that the organization goals are achieved is one of the main functions of the role, discouraging performance, which does not achieve these goals. Management Encourages staff to work together as a team, and discourages individuals who are work to their own agenda, which can hinder organization goals. Management is considered the art of getting things done through people. Management is the science of systematically studying individual behaviors and their approach to problem solving, time management and critical thinking within the nursing environment. There are different levels of managements, top-level managers for example board of directors, mid level management director of nursing services, and finally front line managers who work on the floor. Work Environment Nurse managers organize and direct the activities of nursing units in hospitals, nursing homes and other healthcare facilities. They perform a variety of administrative activities and ensure that all nurses in their units provide high-quality care to patients. Managers in the healthcare environment are responsible for overseeing the budget for the department or unit, this includes monthly budget review, reporting to budget meetings and providing rationale if not meeting the budget. Staffing units or departments is one of a managers priorities, from hiring, promoting to making sure all staff are on the same page. Nurse manages have to make sure they are up to date on all health care changes and initiatives, sharing new information with the staff as deemed necessary. Nurse managers should be a role model, the culture and safety of any unit or department is set by the manager. Their responsibility is huge with managers have 24 hour accountability for everything within their department. Job Requirements Registered Nurse with 24-hour responsibility BSN desired, MSN or MBA encouraged 3-5 years experience of specialty Previous leadership experience Knowledge of financial, business and healthcare administration Knowledge of national nursing standards, and how to apply them Knowledge of budget management Ability to train and improve staff Knowledge of disciplinary procedures Excellent communication skills, and the ability to work as part of the MDT Ability to motivate Change agent Leadership qualities Ability to monitor patient safety and ensure quality care Knowledge of HR responsibility Salary According to national salary data on PayScale.com, clinical nurse managers earned between $62,614 and $85,759. Nurse Managers