Connie Clerici is a registered nurse who started out as a critical care nurse that specialized in pediatrics and the intensive care unit. Clerici left the hospital setting looking for a new career path, and was asked to help relocate children from The Christopher Robin Home for the Children, which was being closed for euthanasia allegations (Cavanaugh, 2012). So, her new role required her to help place children into a safe community setting which accommodated and cared for the children’s complex health needs. Clerici was also responsible for purchasing nursing services and in her opinion found below average nursing care (Cavanaugh, 2012). Throughout this time Clerici believed that she could be doing more for these children and after three years on the job she got a bank loan and eventually created Closing the Gap Healthcare Group (Cavanaugh, 2012).
I choose Connie Clerici to discuss about in this leader paper because I believe that she is a good example of how a nurse can advocate and improve patient care for the better. In Clerici’s case, she was unsatisfied with the care children were receiving in the community as a result of a facility closing (Cavanaugh, 2012). Through her activism and determination Clerici has been able to grow her company from the ground to be one of the top 15 healthcare companies within Ontario (Down, 2009). Further, Connie Clerici is a great example of how nurses invest their time into their career and into improving patient care. In order for Clerici to create and run a successful healthcare company she decided to go back to school to educated herself about accounting and business (Down, 2009). This shows that Clerici is determined to improve care by dedicating herself to her company by improving the...
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...ier (Cavanaugh, 2012). Lastly, as a great leader Clerici has been able to create a positive reputation and create credibility through maintaining trust with her partners, employees, and patients. A negative trait would be that she works 60-80 hour work weeks (Down, 2009). This can be problematic because Clerici can become burnt out thus causing problems with her being able to run a successful business where everyone is content.
Works Cited
Cavanaugh, S. (2012). A path well chosen. Canadian Nurse, 108(9), 32-33.
Closing The Gap Healthcare Group. (2013).Retrieved from:http://www.closingthegap.ca
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Down, S. (2009). Closing the gap. Toronto Star. Retrieved from:http://www.thestar.com/ business/small_business/2009/09/21/closing_the_gap.html Sullivan, E. (2012). Effective leadership and management in nursing (8th edition). Pearson: New Jersey, NJ.
The concept of transformational leadership relies on appropriate leadership approaches for mission success. AFDD 1-1 describes three leadership competencies: person, people/team, organization Effective leaders (tactical level) need to build face-to-face and interpersonal relationships that directly influence behavior and values. Effective leaders (operational level) need to build team dynamics for small groups and squadrons. Effective leaders (strategic level) need to build strategy and provide direction in a broad spectrum.
During the time when all nurses were undervalued, Gordon followed and observed three registered nurses every day at Boston’s Beth Israel Hospital in Boston, Massachusetts, while on their daily routines for almost two years. Each of the nurses have different jobs, which cause them to have different roles. The three nurses Gordon evaluated were: Nancy Rumplik, an oncology nurse; Ellen Kitchen, a home care nurse practitioner; and Jeannie Chaisson, a clinical nurse specialist. All three nurses together have more than 50 years of work experiences in the medical field. Gordon gives us an assortment of cases the nurse worked on. She shows how each nurse has special abilities when it comes to helping their patients.
In particular, the use of Florence Nightingale’s theory of nursing as the basis of my new practice had allowed me to begin with the basics and work my way forward toward a more modern and holistic approach to nursing care. While Florence’s work focused mainly on the military and her care of soldiers, she began to establish schools of nursing to promote nursing education and to encourage people to view nursing as a viable profession, (Alligood, 2014. 63). Nightingale’s focus may have been care of the military, but she made great strides on getting recognition for nursing and her theories still affect the practice of nursing today. In the article, Nurses as Leaders, the author proposes that nurse leaders have made great strides since Nightingale’s time when nurses were conscripted to help care for wounded soldiers. Such a setting required these early nurse pioneers to rely on critical thinking and quick action in order to save lives. The author goes on to discuss how a change in nursing occurred in the early 20th century as new management styles emerged, most notable the “Scientific Management,” model. This style placed doctors at the top, then nurse managers, and on down to bedside care staff. Though this did allow some nurses the ability to move upward, nurses resented a doctor being in charge of their teams as the work of a physician and that of a nurse are two very different practices, ("Nurses as Leaders," 2016). This is quite different from the modern concept of a nurse executive as leader of
People may wonder how this relates to transformational leadership. A leader that follows this theory is compassionate and caring towards the staff. An employee can’t love their job if they are fearful of their employer, or if they don’t agree with them. Here is where that quote comes into play. A person might love their career path, but that doesn’t mean they love their job. To be enjoyable, a job must have a happy work environment, and that includes a great and encouraging leader. Transformational leaders have high moral standards and values, and provide a vision and mission to their followers, thus followers have respect and admiration for their leader (Mittal & Dhar, 2015). If an employee feels that their leader cares about them, and wants the best for them, then that employee will enjoy going to work. If they enjoy going to work, then it won’t feel like their working, but instead will feel like they are doing what they love to do. This will allow the employee to go far beyond the normal expectations required of
The goal of this study is to stipulate that store level transformational leadership impacts service employees’ customer orientation through supervisor and coworker support; and looks at the possibility of how customer orientation leads to positive service experienced by customer’s and perceived employee service performance.
In the history of our world, we have seen so much change, our civilization has always been on the process of changing, on the process of getting better. All these movements whether good or bad were all involved with great leadership. From the start of the Christian movement, we saw Jesus who was able to inspire fishermen to one-day die for their faith in Him; Rosa Park’s action was able to inspire the whole country to take action against racial segregation; Gandhi’s civil disobedient movement was able to force the United Kingdom to grant India their independence. All of them had many things in common, they were all willing to be radical in their own time, Jesus preached a very different message, Rosa Park ignored the social norm and fought
Laureate Education, I. (Producer). (2010). Intro to healthcare delivery part I [DVD]. In The nurse leader: New perspectives on the profession.Baltimore, MD
According to Yoder-Wise (2015), a leader can be defined as, “an individual who works with others to develop a clear vision of the preferred future and to make that vision happen” (p 35). As employees, we often have our own ideal of a good leader, which may be influenced by experiences and perception of workplace norms. While one’s opinion of an effective leader may vary, there are several recognized leadership theories. The following will focus on the transformational leadership approach.
Transformational Leadership and Adaptive Leadership theory will be discussed in relation to IT governance. De Haes, Van Grembergen and Debreceny (2013) formulate the main ideas of IT governance have only been around 20 years, but, the amount of literature is copious and is still providing a prolific amounts of current documentation. Both Transformational Leadership and Adaptive Leadership represent appropriate and critical leadership styles for organizations that strive to keep the pace of continuous technological advancements and that are focused on the rapid adoption of new business concepts and process improvements (Xenikou & Simosi, 2006). The specific benefits and problems associated with each leadership style have organizational opportunities and difficulties. The timing of each leadership style when applied requires timing and cooperation. Yet they both have similar operational goals, to improve the processes of IT governance using the innate strengths of each leadership style for the betterment of the organization. Knowing the strengths of each leadership style facilitate implementation, mastering the pitfalls of each leadership style improves metacognitive understanding of the risks and weaknesses involved in the process.
...elly, P., & Crawford, H. (2013). Nursing leadership & management. In Nursing leadership & management(2nd ed., pp. 168-177). Canada: Nelson Education.
Sherman, R. & Pross, E. (2010). Growing future nurse leaders to build and sustain healthy work
Transformational leadership is one of the most popular leadership styles. According to Kendrick (2011), “Transformational leadership involves four factors: 1. idealized influence, 2. inspirational motivation, 3. intellectual stimulation, and 4. individual consideration.” These four factors make transformational leadership have an impact on followers. The goal of transformational leadership is to cause a positive change in individuals, help motivate them, and develop a leader within each individual.
Nurses are uniquely qualified to fill a demand for change through leadership. Unlike business minded individuals whose primary outcome concern is monetary, a nurses’ primary concern is organic: a living, breathing, tangible being. In a leadership role, a nurse might consider an organization as if it were a grouping of patients, or perhaps an individual patient, each limb with its own characteristics and distinct concerns. They can effectively categorize and prioritize important personal and professional matters and are therefore ideally positioned to lead change efforts. Perhaps most importantly, effective nurse leaders can provide clarity to the common goal and empower others to see their self-interests served by a better common good (Yancer, 2012).
Nursing is more than merely a job, an occupation, or a career; it is a vocation, a calling, a frame of mind and heart. As a nurse, one must value the general good of others over his own. He must devote of himself nobly to ensure the well-being of his patient. However, today’s well-recognized nurses are notably different from nurses of the recent past. Service is the core of the nursing profession, and the essential evolution of the vocation reflects the ever-changing needs of the diverse patient population that it serves. As a profession, nursing has evolved progressively, particularly in its modernization throughout the past two centuries with the influence of Florence Nightingale. The field of nursing continues to grow and diversify even today, as nurses receive greater medical credibility and repute, as its minority representations
Mona Counts is a Nurse Practitioner at her own primary care facility. Her clinic provides health care to over five thousand patients who live in the heart of Appalachia. Bob Wilkinson is a Pediatric Oncology Nurse. Bob takes care of very sick children and their families. Ardis Bush started as a Staff Nurse over 25 years ago and worked her way up to being Nurse Manager. These nurses establish a rapport with their patients and their patients’ families by talking to them like normal human beings, and not just as patients. These nurses relate and listen to their patients, which makes them feel comfortable. Both Mona and Ardis even make house visits to check up on patients and to see how they are doing.