Understanding Nurse Administrator Roles and Accountabilities

Nurse Administrator Roles

The nurse administrator practices in numerous settings and in various roles, with varying degree of influence, according to the American Nurses Association (ANA, 2016). Where I work, we have a chief nurse executive (CNE), who is the system wide leader for the nursing staff under Harris Health System, which comprised of three hospitals and ambulatory care clinics. There are chief nurse officers for the hospitals and outpatient clinics. Below the Chief Nurse Officer (CNO), there are Directors of Nursing, then Nurse Managers. ANA (2016) stressed that the core role accountabilities remain the same, regardless of setting, role, or title. The core role accountabilities encompass clinical care delivery; healthy work

The CNO maintains a high level of communication and productive relationships with physicians and other healthcare personnel to collaborate in developing standard key processes and evidence-based practice standards. The CNO is accountable for nursing leadership and establishes an environment of professional nursing practice that empowers nurses to provide safe, effective, compassionate, and efficient care. The CNO ensures alignment with nursing standards of practice, legal regulation and regulatory and accreditation

An example could be the leadership and organization want the hospital to be recognized as a magnet hospital, in order to do that you need to empower your staff, to provide safe, effective, and efficient nursing care with the collaboration of the other health care members. Taking responsibility for our own empowerment can transform our coworkers, patients, departments, organizations, nursing profession, and even the society in general (Larkins, 2016). Magnet Status

Marquis and Huston (2015), declared that for hospitals or healthcare organizations to achieve a magnet status, they must create and promote a comprehensive professional practice culture of nursing excellence that are linked to improved outcomes. Aside from the 14 forces of magnetism required for organizations, they must also demonstrate empirical modeling of five key components: transformational leadership; structural empowerment; exemplary professional practice; new knowledge innovation and improvements; and empirical quality results (Marquis & Huston, 2015). With magnet status in mind, all nurses, nursing staff, and other personnel should be a willing participant to do their best in regards to providing a safe quality care, following the standards of practice, and outstanding