Introduction
Senior nursing staff ought to aid peers in their career development through helping them practically employ theoretical knowledge and promoting testing of novel skills within an encouraging, safe work climate. This illustrates a combination of leadership and developmental tasks, that together lead to the creation of proficient practitioners via practice-grounded learning. These nursing personnel ought to employ a supportive approach to leadership, incorporating mentorship, guidance and tutoring as their key values. Substantial support on the part of nursing supervisors is known to decrease emotional fatigue and buffer adverse impacts of their work environment. Thus, it would prove especially advantageous if supervisors offer junior employees emotional backing and provide proper performance-related feedback for improving their self-confidence (Seitovirta, 2017).
I personally feel that leaders ought to believe in and respect human dignity. Their leadership approach ought to integrate empathetic listening, encouragement, attentiveness, motivation, and preserving a rewarding organizational culture. It implies holistic management which revolves continuously around quality. A good nursing leader (whether employed in a management post, as an administrative director, or at the topmost (executive) level) cultivates among subordinates a shared vision wherein superior-quality healthcare delivery is paramount. Nursing leaders ought to be client-oriented, which involves taking a holistic approach to patients and not viewing them only with regard to their ailment (Seitovirta, 2017).
Staff nurses and other nursing leaders ought to grow into individuals who are admired and considered role models by their followers. Besides regard for human dignity, a vital nurse leadership attribute is courage. Furthermore, a nursing leader needs to earn his/her ‘role model’ status; it isn’t a ready-made accompaniment to the leadership job title. Meanwhile, fear-based approaches to leadership have no room within the contemporary nursing setting. Though I have formulated a lengthy list of desired nurse leadership traits, perfection does not feature anywhere on it. Nobody is perfect and a sound nurse leaders understands this fact. Every individual is required to grow and advance in their career. Moreover, it is imperative to bear in mind the fact that human-dignity attitudes and values delineated by me are applicable both ways – that is, from nursing staff towards their supervisors and vice versa. Leadership is a duty we must all undertake (Seitovirta, 2017).
My Performance as Nurse II Leader
My nursing career has assumed a slightly unusual trajectory. My first personal nurse leadership role commenced at age YYY, in the year XXX. It did not even commence in the health sector – indeed, my first post as leader was in the retail field. Over the many years of my career, I have witnessed different working environments which incorporated increased significance of social networking and the World Wide Web, medical advancements, increased focus on client orientation, and multi-professional collaboration. In all cases, the significance of sound leadership has been a constant factor. In the commercial as well as health care domains, I have had the opportunity to interact and collaborate with various administrators and supervisors. Several of them are my role models and possess extraordinary leadership abilities. However, all of them haven’t been able to meet the ideals that I delineated for a good leader. Luckily, even from these imperfect leaders,...…and maintaining superior-quality benchmarks (Frankel, 2009).
Finally, as an efficient nursing leader, I can confidently study my coworkers’ activities in a fair manner and deliberate on means to make improvements. If my team performs below the desired standard, I will readily effect change and bring about performance improvements. Nursing leaders must effectively influence teammates and regularly engage in self-assessment, besides assessing their surroundings and ascertaining what works and what fails, and how they can improve team performance and the overall workplace climate (Frankel, 2009).
Short – Term Goals
Over the next 12 months, I intend to acquire a Master’s degree in AGNP (Adult Gerontology Primary Care Nurse Practitioner). Additionally, I plan on critiquing evidence-based works by drawing from different theoretical standpoints and relevant studies and guiding decision-making which demonstrates specialist nursing evidence-based best practices globally. In the leadership capacity, I will assess different groups’ health requirements for essential specialist nursing information-based tutoring functions for promoting or reinstating health and preventing injuries and ailments. Finally, I aim at making a difference within the current dynamic, constantly-evolving healthcare climate, whether in actual practice or in a connected healthcare professional post.
Long-term Goals
About 5 years down the line, my aim is becoming an AGNP specialist by gaining mastery over all capabilities necessary for becoming an effective AGNP. I further desire to acquire certification from the American Association of Critical Care Nurses or American Nurses Credentialing Center within the subsequent 5 years. Lastly, I visualize myself assuming a nurse management post at a budding or fresh medical practice.
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