Nursing Leadership Model

Leadership for Nurse Administrators

The health care field is growing increasingly complex, and many nurse leaders will soon retire. These and other factors combine to make leadership in nursing of growing importance. [1] Historically, the medical field has felt little effect from the ebb and flow of labor demands. However, this has changed relatively recently. Primarily, the baby boomer generation in conjunction with changing dynamics in the United States health care marketplace have congealed to place a heavy burden on care provider facilities attempting maintain sufficient organizational leadership.

As result many nurse administrators may experience apprehension from being thrust into leadership roles earlier in their careers than expected.

The framework builds on the 2004 Healthcare Leadership Alliance Model, which lays the foundation for leaders in health care.

The following four highlights give a brief overview of some of the AONE competencies.

1. Organizational Communication

Effective nurse leaders manage relationships by creating an air of trust in the workplace, keeping commitments with peers and charges, and establishing processes that ensure follow up on professional commitments. They fostering a work environment that promotes diversity in gender, age, race, and religion. Additionally, nurse executives ensure that practitioners are culturally competent.

Nurse leaders build relationships within their organizations by maintaining open two-way lines of communication.

They also reinforce policies designed to improve organizational performance. Such mechanisms create ample opportunities for physicians and nurse practitioners to work together to meet organizational objectives.

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Awareness of one’s own leadership style – transformational, cross-cultural, or any combination of styles, for example – in addition to how their own beliefs, skills and experiences contribute how they make professional choices. During their careers, nursing executives learn from their successes and failures. Along the way, they develop their executive toolkit drawing the latest problem-solving and decision-making best practices endorsed by professional peers. The high-level executives adapt and change along within organizational circumstances.

Workplace Professional and Personal Accountability

Nurse leaders hold themselves and their charges accountable for mutually held professional responsibilities. Within the context of the nursing community, nurse leaders contribute to the advancement of their profession and relevant associations. They also encourage nurse practice to participate in appropriate health care associations.

Ethic are another important factor related to professional and personal accountability. Finally, nurse leader advocate for the population heath interests, especially underserved