Running head: The Future of Nursing in Leadership 1
The Future of Nursing in Leadership
The Future of Nursing in Leadership
Phase 1 Planning
Student’s name: Yusleiby Castillo
Professor’s name: Nora Hernandez-Pupo
Date: May 26, 2022
At all stages of their engagement, nurse-patient communication is critical. It is crucial in the initial stages of nurse-patient interaction because it establishes the context for why a patient has come to seek medical or health support. A nurse gets to hear from a patient about what led them to the medical center and what is wrong with them at the introduction stage. This is also the time when nurses may reassure their patients that they will provide all possible aid. Ethical considerations are crucial in the medical field.
During patient-nurse interactions, nurses have the opportunity to enlighten patients on their ethical obligations when it comes to the provision of medical services. Nurses and other health personnel also request agreement from patients at this point in order to perform specific operations or tests, as these procedures would not be possible without it (Jensen, 2015).
It is critical that nurses communicate with patients in a variety of ways. Nurses work with patients of all ages, genders, and cultures, as well as patients suffering from various illnesses. It is critical for a nurse to understand how to interact successfully with these patients in order to provide the best and most suitable nursing care. Nurses may choose to develop personal ties with their patients in order to better interact with them in certain situations, such as chronic diseases or while dealing with elderly patients. Kindness and compassion characterize personal interactions (Neese, 2015). The sort of communication that a nurse uses is determined by the patient’s age and condition. The type of communication utilized with young patients differs from that used with adult patients. Patient-nurse communication is critical because it affects how a patient is treated.
The future of nursing in leadership
Nurses in the healthcare field are frequently undervalued as leaders. In comparison to their counterparts, such as doctors, health officials, and businesspeople, they do not have an equal say. Mentorship and participation in policymaking and engagement can help with this. Leadership programs should also be established to provide training and opportunities for nurses to grow as leaders. Nurses must also shift their perspective and perceive themselves as leaders.
To strengthen the healthcare system, nurses should have a say in questions of leadership, policy, and health systems (Richardson & Storr, 2010). Nursing research must develop new and improved policies to assist nurses in influencing the healthcare system. They may be able to function as equal partners in the workplace. They must see themselves as people who can establish policies rather than simply carrying out orders.
Nurses can become leaders if the healthcare system is structured in such a manner that nurses and other healthcare counterparts play interdependent roles, allowing each party to contribute to the solution of a problem rather than one party teaching the others. Professionals will respect them as a result of this. To become leaders, they must be excellent communicators, speaking out and sharing ideas, research, volunteer and mentor, and advocate for the well-being of patients, among other things. To avoid feeling inadequate, nurses should be highly compensated.
Experienced nurses can mentor new nurses on how to become the finest nurses and have a say in leadership. Some nurses have also become entrepreneurs to enhance the healthcare system, such as Ruth Lubic, who started a birth center in New York City in 1975 that provided care to the community. Nursing students should be prepared with the essential information and practice while still in school so that they may become leaders once they begin their careers. (Grossman and Valiga (2016) explore the phenomenon of leadership as well as the future of nursing in leadership roles in the health care industry. Leadership and how nurses can be guided into making big decisions and having a say in decision-making with their health counterparts has been discussed by (nursing made easy, 2016).
Transactional and transformational leadership have certain similarities.
Transformational leadership is a type of management that encourages nurses to go above and beyond their normal responsibilities. It requires visionary leaders that encourage their nurses to search out fresh innovative ideas while remaining mindful of their specific abilities. Transactional leadership is action-oriented, and it entails leaders motivating their nurses to achieve short-term objectives (Hamstra, Van Yperen, Wisse & Sassenberg, 2014). They are mostly driven by rewards, and those who do not accomplish their goals are punished in some way. Nurses are supposed to obey established norms and regulations and are also observed. They are, however, free to make their own project decisions.
• Both leadership approaches entail leaders and nurses working toward a common objective and achieving mutual gain.
• They are both motivational leadership styles.
• They strive toward a definite objective that must be met.
Transformational leadership can be used in my workplace, where we are encouraged to come up with innovative ideas to help the company achieve its objectives. We can contribute ideas for new ways to improve customer service, handle customer complaints, improve the company’s products, and come up with new product ideas, among other things. This will allow nurses to work in a variety of industries, allowing them to put their abilities and skills to good use and so boost the company’s productivity. Nurses are also kept engaged by this form of leadership because they have a sense of belonging to a project.
The University of Ghana Business School’s (Kwasi Dartey –Baah, 2015) highlights the similarities between transformational and transactional leadership theories in terms of achieving desired outcomes. He also conducts a literature study of the two hypotheses and demonstrates their connection.
(Martin, 2015) discusses how leadership has influenced their nurses’ attitudes toward their workplace. He goes on to argue that when followers are motivated, they work more, which is crucial to the company’s success. He compares and contrasts transformational and transactional leadership styles.
It is possible to advocate for advanced practicing nurses using existing and nursing practice policies as an advocate. It is possible to use the rules and policies that govern how and when nurses can work independently to advocate for nurse autonomy. Nurses with sufficient education and supervision hours are capable of offering sophisticated and dependable patient-centered care. For the reasons stated above, such nurses should be given the ability to prescribe medication and perform particular activities and procedures related to health care delivery. There are numerous stakeholders who can assist in bettering APRN advocacy.
Tappen, R. M., Davis, F. A., & Tradewell, G. T. (1995). Nursing Leadership and Management: Concepts and Practice. Journal for Nurses in Professional Development, 11(5), 280.
Tomey, A. M. (2009). Nursing management and leadership. USA: Mosby Elsevier.
Richardson, A., & Storr, J. (2010). Patient safety: a literative review on the impact of nursing empowerment, leadership and collaboration. International nursing review, 57(1), 12-21.
Nursing made easy. (2016).Leadership in Nursing. Retrieved from https://journals.lww.com/nursingmadeincrediblyeasy/fulltext/2016/05000/Leadership_in_nursing_practice.6.aspx
Jolanki, F., & Månsson, M. Transformational and Transactional Leadership.
Hamstra, M. R., Van Yperen, N. W., Wisse, B., & Sassenberg, K. (2014). Transformational and transactional leadership and followers’ achievement goals. Journal of Business and Psychology, 29(3), 413-425.
Kwasi Dartey-Baah, (2015) “Resilient leadership: a transformational-transactional leadership mix”, Journal of Global Responsibility, Vol. 6 Issue: 1, pp.99-112, https://doi.org/10.1108/JGR-07-2014-0026