LEADERSHIP STRATEGIES
The ability to promote structure, safety, and positive environments for both patients and colleagues alike are unique characteristics to quality leadership. Those same traits are essential to possess to have a cohesive interdisciplinary team of healthcare providers. There are various strategies that a nurse can employ to foster the collaboration of a particular team. The most influential strategy is the use of active communication, more specifically assertive communication. This type of communication is considered the healthiest because it is free from any bias. The nurse who is an assertive communicator values the whole picture as opposed to only one small piece of the equation. This approach takes into account all individuals involved, and validates the thoughts and feelings of others.
Besides assertive communication, the nurse should take a collaborative approach to conflict management. Both strategies empower individuals to work together and accomplish goals successfully (Cherry & Jacob, 2011). Considering the healthcare community is composed of such a large and diverse population, a nurse must realize that conflicts will arise, but more importantly the nurse must effectively manage those conflicts. Having an understanding of the differences which exists between varied cultures, generations, and disciplines will guide the nurse in resolving conflicts. This foundation allows the nurse to better understand how people perceive and respond to others and the environment during a time which resolution is needed. Establishing trust with ones colleagues is another step toward resolving conflicts. Team members are much more likely to be open and motivated to come to a resolution when they trus...
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...th the nurse and the patient. The nurse may feel embarrassed, which may cause a barrier for her in reporting the rupture. Providing emotional support for the nurse and reassuring her that she will not be blamed rather educated and treated as a professional is crucial to applying the characteristic of fairness. When carrying out this model, all characteristics of the Culture of Safety should be well defined and structured to allow for the best possible outcome for patients and the healthcare team.
References
Cherry, B., & Jacob, S. R. (2011). Contemporary Nursing Issues, Trends, and Management (5th ed.). [VitalSource Bookshelf]. Retrieved from http://www.pageburstls.elsevier.com
Institute for Healthcare Improvement. (2011). Introduction to the Culture of Safety (Educational Standards). Retrieved from IHI open school for health professions: http://www.ihi.org
Yvy is not only an extraordinary Educational Resource Specialist, she is the nurse leader that sets the tone for the nursing department upon arrival at Memorial Hermann Northeast as a new employee and orients all hospital staff to the organization. Although Yvy illustrates several leadership styles, the dominating style is Quantum leadership, which is attributed to her high level of interpersonal relationship building. Additionally, the leadership skills of Yvy include: personal and professional accountability and change management which she demonstrates competency in on a daily basis. Even though Yvy demonstrates the following communication qualities: effective listening, lateral communication and gender-neutral communication skills every good leader needs improvement in communication. These cited abilities and attributes make Yvy Lambles BSN, RN an effective nurse leader and manager because she is seen by the hospital staff as not only a leader and mentor but also a peer, colleague and friend to the entire
K. Lynn Wieck, RN, PhD, FAAN, is the Jacqueline M. Braithwaite Professor, College of Nursing, The University of Texas at Tyler, Tyler, TX, and CEO, Management Solutions for Healthcare, Houston, TX; Jean Dois, RN, PhD, NEA-BC, FACHE, is the System Director for Quality and Nursing, CHRISTUS Health System, Houston, TX; and Peggy Landrum, RN, PhD, is Clinical Professor, College of Nursing, Texas Woman 's University, Houston,
Safety is a primary concern in the health care environment, but there are still many preventable errors that occur. In fact, a study from ProPublica in 2013 found that between 210,000 and 440,000 patients each year suffer preventable harm in the hospital (Allen, 2013). Safety in the healthcare environment is not only keeping the patient safe, but also the employee. If a nurse does not follow procedure, they could bring harm to themselves, the patient, or both. Although it seems like such a simple topic with a simple solution, there are several components to what safety really entails. Health care professionals must always be cautious to prevent any mishaps to their patients, especially when using machines or lifting objects, as it has a higher
The healthcare industry in Australian is under considerable pressure from consumers and third party stakeholders to improve the standards of quality and safety (Faloudah, Qasim & Bahumayd, 2015). This entreaty emerges as the cost and demand of health services continues to rise and a growing body of literature suggests that there is a significant gap between what has been identified as best practice and what consumers are receiving in the clinical setting (Kronick, 2014; McFadden, Stock & Gowen, 2015). Nurses make up a significant percentage of healthcare professionals and are therefore in principal position to promote the improvement of quality and safety in healthcare. This essay will promote quality and safety as a core business of healthcare
In healthcare profession, leadership is defined as utilization of personal characteristics and experiences to communicate effectively with the patients suffering critical health problems for which there are no specific answers and to direct health care team in developing policies to solve these problems. The nurse leader establishes relationships to encourage others to set and accomplish clinical or administrative goals. An effective leader provides guidance, use moralities to direct the process, and develop self-confidence in others (Yoder-Wise, 2010).
Vance (2011) states, “Nursing cannot be learned or carried out in isolation. Learning about nursing and being a nurse is clearly a ‘team sport” (p.15). In nursing communication and mentorship are vital. Effective communication allows us, as nurses, to successfully talk with other members of the health care team and look for solutions to problems. Mentorship is another aspect, in which we must experienced nurses must teach and train new nurses so they can adequate the skills. Nursing is a profession where we gain skills through experience and collaborating with others. Nursing is not “one man/women job,” nurses must work and depend on one another in order to utilize their full potential. Nurses are teams in the hospital setting that work together to
Cherry, B. and Jacob, S. R., 2008. Contemporary nursing: issues, trends & management. 4th ed. Missouri: Mosby/Elsevier.
College of Nurses of Ontario,(2009).Practice Guidelines: Conflict prevention and management. Retrieved April 3, 2014 from http://www.cno.org/Global/docs/prac/47004_conflict_prev.pdf
Timmons feels that “Role modelling good communication provides staff with informal support and leadership. Managers who have good communication skills create good working atmospheres that ultimately improve nurses’ confidence, motivation and morale” (2011, p. 32). Once everyone meets to confront the conflict the nurse manager should start the meeting with a list of ground rules and expectations. Everyone needs to express agreement with the ground rules before starting. Then, the nurse manager should verbalize something positive about the nursing group as a whole; this focuses everyone on a positive attribute they all share in common, which builds interpersonal bonding. The nurse manager needs to reflect positive communication during the meeting
Communication and collaboration are an integral part of interprofessional health care teams. There could be possible barriers to communication and collaboration that could affect the entire team’s success. Personal values and expectation, personality differences, culture and ethnicity, and gender could affect how some individuals respond according to a patient’s care or needs(O’Daniel, 2008). For example, if someone comes from a background where they refrain from being assertive or challenging opinions openly, it could be difficult for that person to speak up if they think differently from the other team members. The differences in language and jargon can also be an obstacle to teams especially if members are not familiar with a specific type
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 positively influences teams and individual nurses” (Malloy & Penprase, 2010.) Let’s explore two different leadership styles and discuss how they can enhance or diminish the nursing process.
Cherry, B., & Jacob, S. R. (2011). Contemporary nursing, issues, trends, & management. (5 Ed.). St. Louis, MO: Mosby.
However, as I read more literature about conflict competence and management during this course, I realized how vital this skill is when beginning to transition off the floor and going into management roles. According to Suominen and Zydziunaite (2014), “nursing leadership at all levels is a major issue, leaders, and the way leadership is performed, have an important role in nursing management” (Zydziunaite, Suominen, 2014
There are many different systems (communication pathways and subcultures) to address when creating or sustaining a culture of safety. Training professionals working in acute hospitals analyze the subcultures within their organization. A well planned assessment process before implementing any interventions should indicate areas in which additional support is needed. For example, leadership development, front-line staff engagement and empowerment, and cultural performance measures. Training is beneficial when an organization wants to educate their personnel on the expectations, policies, and communication pathways that are available to them (Liane Ginsburg et al. 2005). However, after training hospital personnel should have continuous support to escalate safety issues in real time, leadership should be to visible support their engagement, and physicians are considered partners instead of barriers (Thun et al. 2010; S. J. Singer et al. 2003; Cohn 2009; Bould et al. 2015; Anand et al. 2014). Throughout the assessment process, health care professionals may also need to indicate if nursing staff turnover or shortage is a threat to their organization. Sellgren et al. 2011 and Allen 2008, warn leaders that shortages and high turnover can threaten the culture of safety. The goal of the culture of safety is to decrease the amount of deaths and catastrophic events that occur in health care organizations, thus decreases the cost of health care
Managers know how to encourage an open dialog among employees and coordinate the needs of various caregiving disciplines. By promoting a team atmosphere, nurse mangers build trust and respect among peers. When conflicts arise, these practices build the foundation necessary to bring individuals to a consensus and refocus on the task of healing the sick.