Beruflich Dokumente
Kultur Dokumente
Crystal Parks
Abstract
Nursing leadership is a complicated simplistic topic for nursing of all levels. Nurse leader
refers to preceptor, team lead, manager, administrator, or executive. As nursing careers develop
and grow leaders will emerge in many different styles. The style a leader demonstrates reflects
on the staff they lead and their accomplishments. Within the leadership style, communication and
advocacy are key components of success. Collaboration with other leaders including those of
different levels is essential along with the ability to self-reflect, listen, learn, and self-develop to
Executives, administrators, unit managers, and staff nursing leaders all combined define nursing
leadership. Leadership and management are heard frequently together in healthcare, but they do
carry slightly different qualifications and roles. Management is frequently required to possess a
certain level of formal education such as a BSN or MSN degree. Managers are responsible for
more administrative responsibilities for instance revenue, scheduling, quality, competencies, and
oversight of projects. Leaders do not come with a required level of formal education but based
more on the experience and are rarely responsible for the daily tasks required of the manager.
Leaders are motivated, intuitive, inspiring, exemplary individuals who can embrace change,
encourage and reward staff for positive actions while setting examples through actions. Often,
we have many leaders within a healthcare unit setting as formal names are not always granted.
More and more, we are seeing the titles team lead, senior team lead, charge nurse, or resource
person labels once again emerge. As nurses we are exposed to many different styles of
leadership. When a nurse begins to take a leadership role be it within the staff, managerial,
administrative or executive one must consciously decide what type of leadership theory one
wants to emulate and understand the differences between the many different styles.
Leadership Style
Between the several decades of change in healthcare many leadership styles developed.
In 1940 leaders were believed to be born leaders and possessed leadership abilities from a young
age while managing staff from afar. In the 1980’s leadership took on a more involved,
collaborated approach with the transformational leadership style which is still the most common
style found in healthcare settings. The transformational leadership theory best fits with healthcare
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organizations due to the characteristics held by a transformational leader because of the rapid
changes for improvement that healthcare is consistently performing. The transformational leader
recognizes the importance of staff involvement and contributes the success of the unit to the
actions taken by the staff. As mentioned, prior transformational leaders embrace change, creates
a positive work environment, rewards staff, and guides staff members to understand their roles
within the organization. A vision of what the unit will be in the future along with a mission
statement supporting the vision is a key element that a leader of this style obtains. The leader
then uses the vision and mission statement to drive change and improvement with staff
direction, honesty, energy, loyalty, and commitment. Empowering the staff, the transformational
leader moves toward the vision and mission statement while ensuring the operations of the unit
Leadership
One of the most challenging and rewarding transitions in my career is becoming a leader. As my
nursing career has transformed from a new graduate to a more mature nurse, I have found myself
in leadership positions such as preceptor, instructor, charge nurse, and currently senior team lead.
Through out my 18 years of nursing I have experienced several different leadership styles
holding positions from CEO, CNO, Nurse Directors, Nurse Managers, and colleagues. Some
exemplary role models who I want to emulate and some that gave me the examples to not be
like. Although there is one type of leadership style that a person may exemplify most of the time,
I have learned that certain situations require different leadership style characteristics. My
individual goal as a nurse leader is to emulate the transformational leadership style. Embracing
change is a strong trait and belief of mine. Change is important to understand, implement, and
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deliver to staff by setting examples of practicing acceptance of change myself. The staff on the
unit along with leadership peers and higher administration are always within my thoughts when
positive work environment lifting each other up. Mission statements of the organization I work
for along side of the mission statement of Florence Nightingale is of great importance to honor
and uphold in every situation on the unit. By upholding the two mission statements above and
engaging staff, the unit will develop a mission statement of our own supporting the vision for the
unit and organization. The vision that the unit takes on will challenge staff and myself to
develop, grow within our scope of practice, and improve patient care along with nursing
dedication, and loyalty to myself, staff, unit, and organization. Leadership seminars, on-line
webinars, and mentors throughout the organization will be my structure for continuing to
develop and learn leadership qualities and skills. There is no mistake that live and learn moments
will occur but with the help of leadership peers, human resource guidance, and self-development
balancing the traits of a transformational leader while upholding rule structure will be a
transformational experience.
Effective Leader
Reflecting on my new role as senior team lead of the Emergency Department, I have
come to realize the first and most important aspect of developing into the leader you want to
become is self-reflection. As difficult and ugly as it may be, I identified traits that I possess
needed work along with recognizing strengths. The process must begin there. With the help of
human resources, leadership peers, managers, and CNO; developing knowledge of policies,
nursing practice guidelines, and staff engagement tools will help implement a trusting
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relationship between myself and staff. Healthcare is a forever rapidly changing environment
therefore lifelong learning through several different methods will assist in my continuous
development into a leader. Attending nursing leadership meeting monthly and utilizing the tools
of American Nurses Association leadership webinars I will continue to develop and implement
staff to express concerns, positive feedback and constructive criticism be it about myself,
leadership style, other staff, patient care, or overall unit production. Collaborating with other
healthcare team members and staying abreast of current developing patient care education will
support my traits of embracing change and leading by example while empowering staff to
Advocacy
Advocacy has and is consistently part of nursing whether it be a clinical nurse, nurse
manager, administrator, or executive. The focus of all healthcare is patient safety, patient
centered care and patient outcomes. Nursing acquires the role of advocate very often being the
nurse is the one that spends the most time with the patient and the family. Most often the patient
nurse relationship develops quickly, and trust is built. The patient and families relay information
to the nurse who listens and watches which tells a story that the patient may not even realize they
are telling the nurse. Nurses explain and reexplain care processes, show caring and support, and
empower the patient and families to speak up and out about their care encouraging questions and
giving the ownership to the patient to deny or accept care. Most of these characteristics sound
advocacy starts with the patient and staff nurse certain situations can escalate to involve team
leads, nurse managers, administrators, and executives. From these concerns and issues that
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escalate the healthcare team collaborates and identifies workflow improvements, policy changes,
and possible change in organization structure. Being a patient advocate staff expressed the need
for better quality and safe care for patients at risk for falling within the emergency department.
Being a transformational leader staff was involved and a process change was implemented. A star
station was created within the unit nursing desk which holds all the appropriate fall signs, socks,
and bracelets in yellow bins. The techs and nurses now do not have to hunt or run around the unit
looking for all the proper equipment to help keep patients safer from falling. Collaborating with
other leaders, I was able to share with the other units our new star station which is now
implemented hospital wide. Within this process communication was a key factor.
Communication
Communication is expressed in many ways including verbal, non-verbal, text, email, and
publications. As a leader one must always be aware of their communication styles and be able to
recognize when and where to use the appropriate structure. Transformational leaders often use
upward and lateral communication. Speaking to staff as they are equal or have more influence in
the unit is how the empowerment begins. Rewarding, giving thanks, and discussing concerns are
guide others to achieve goals. Downward communication is left for the unfortunate times of
discipline or upholding absolute black and white policies. Diagonal communication is used as
leaders gather with different tiers of leadership to work on projects, policies, or processes, or
leader often lead to process improvements, improved patient safety, higher quality of care, and
accomplish accreditation. As previously stated, the fall process the Emergency Department
developed along with proper communication lead to the willingness and approval from our
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leadership style guided me to empower the nursing staff to embrace the changes, accept extra
education, develop a new nursing and triage guideline, and implement our necessary needs on
the unit to achieve the Geriatric Emergency Department Certification. With the eagerness of the
staff we are now working towards a higher level of certification within the year. The
thought process of achieving nurse practitioner is not where my path is leading me. The
opportunity of holding the interim Emergency Department Manager position while seeking for
the appropriate individual to be hired has forced myself to re-evaluate my career path. I am
certain I will continue my education earning my MSN but for which field is uncertain. The more
I experience leadership and continue to grow stronger into the transformational leader that I
strive to emulate the more I lean towards administration for a final career path in nursing.
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References
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Duggal, N. (2015, November 23). What’s the Difference Between Leadership and
vs-management-difference-article
Finkelman, A. (2015). Leadership and Management for Nurses: Core Competencies for Quality
What's the Difference Between a Nurse Manager & Nurse Leader? [Web log post]. (2019,
https://www.americansentinel.edu/blog/2014/09/12/leadership-management-in-nursing-
whats-the-difference