Nursing Leadership
Philosophy of nursing leadership
Nursing leadership: Philosophy
When nursing was first conceptualized of as a profession, it was often defined in terms of its 'helping' capacity for doctors as well as patients. Today, however, nurses have been increasingly called upon to fulfill leadership roles as managers, and also to assume many of the tasks once performed by physicians. "Leadership does not rest merely with administrators and high-level managers, but also can be developed and implemented at the bedside. Nursing has a responsibility to encourage and support new members of the profession, as they become competent clinicians. Nursing must also make them competent leaders" (Valentine 2002). Mentorship of younger nurses, leading by example at all levels of the organization, and creating a culture of accountability and responsibility are the cornerstones of fostering an environment that promotes leadership amongst nurses, regardless of the practice setting.
Mentoring: The cornerstone of the next generation of nursing leadership
Mentoring and receiving mentoring is a critical aspect of creating nursing leaders. Yet all too often nurses find themselves locked in adversarial relationships with one another, rather than ones which promote leadership. "Many authors have examined the pervasive phenomenon in the practice of nursing that is widely known as 'nurses eating their young.' The literature reports that a staggering number of registered nurses are leaving professional nursing practice due to feelings of stress, inadequacy, anxiety, oppression, and disempowerment, often a result of horizontal violence" (Bally 2007). Horizontal violence, or the disdainful, intimidating and even abusive treatment of new nurses, is counterproductive on several levels. Firstly, the stresses caused by overburdened nurses at understaffed hospitals are increased when nurses do not encourage others to remain in the profession. High attrition creates more stress. Horizontal violence also makes it more difficult for nurses to organize and demand their rights from administrators. It also impedes communication and thus negatively impacts patient care.
True leadership...
Leadership, according to La Monica (1938), is when a person has authority that is recognized by others, and the person has followers/subordinates under them, who believe that the person will assist them in attaining certain goals (carrying out specific objectives for the followers). Furthermore, anyone that is willing to assist and help others could be referred to as a leader (p.8) Leaders see what others do not Most leaders have
Nursing Leadership Theories NURSING LEADERSHIP: COMPARISON AND ANALYSIS OF CONCEPTS & THEORIES The work of Cherie and Gebrekida (2005) report that there is both formal and informal leadership in that managers are formally "delegated authority, including the power to reward or punish. A manager is expected to perform functions such as planning, organizing, directing (leading) and controlling (evaluating)." On the other hand, informal leaders are "not always managers performing those functions required
Nursing Theory Caring as an integral nursing concept can be viewed from diverse perspectives. It can be an attribute, a complex set of behaviors, or an attitude. This has made some people believe that it is impossible to improve and measure it although there is evidence that both improvement and measurement are possible. People recognize that caring models of professional practice affect the service users, health outcomes, healthcare staff, and ultimately
Philosophy of Nursing Leadership Today Healthcare practitioners have a wide range of theoretical models to draw on in formulating clinical interventions, and nurses in particular have numerous grand theories that can help guide their practice in challenging settings. In an increasingly multicultural environment, a growing number of nursing theorists have also identified the need to deliver healthcare services that are transcultural in nature. In this regard, practitioners such as Madeleine Leininger
Nursing The greatest challenges facing nursing leadership and the profession as a whole include, but are not limited to, "highly political environments, budget reductions, changing reimbursement patterns, staffing shortages, and rapidly evolving technological advances," (Schmidt, 2006, p. 34). In addition to these environmental and organizational challenges, nurses and nurse leaders contend with issues related to communications, public relations, and personal psychological barriers to greatness. Nurses are endowed with more formal and
Nursing shortages and high nurse turnover are very common issues faced in the health care industry. This instability of workforce in the health care industry in many countries is raising questions about performance of the nurses and quality of the patient care. Gray & Phillips (1996) pointed out that nursing turnover has a negative impact on the organization's ability to meet the needs of the patients and provide them quality care.
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