Nursing leadership intervention techniques aim to develop strong, efficient leaders who can improve patient care outcomes. Identifying the leadership style that best supports the organization’s goals and the development of crucial leadership qualities like engagement, critical reasoning, and conflict resolution are all part of this. Mentoring programs, leadership training, and continuous performance review are all options. Leadership is essential to nursing practice because it may improve team spirit, patient happiness, and overall care quality.
To enhance nursing practice, the Nursing World’s biggest Policy & Government Public Affairs Program has introduced legislation that would establish a countrywide nurse-to-patient ratio norm. The law specifies the recommended staffing ratios for individual components such as acute care, critical care, and emergency care. Even if the law is defeated, it will have a significant negative impact on nursing practice. If passed, the policy will enhance better treatment, reduce nurse burnout, and boost job satisfaction. These enhancements might benefit patients (Morsiani et al., 2017).
The high occurrence of patient falls in the clinical context is a problem that I, as a nurse practitioner in my firm, could address. I would review the fall data, including frequency, time, location, and the categories of patients affected, to assess the needs and identify viable change methods. This data would help me understand the contributing factors, such as staffing levels, patient acuity, medication side effects, and environmental hazards.
Based on the analysis, I would identify the appropriate intervention for change, including increasing the nurse-to-patient ratio, implementing hourly rounding, installing bed alarms, or modifying the environment to minimize fall risks (Specchia et al., 2021). Evaluating the cost-effectiveness of each intervention and choosing the most cost-effective option that aligns with the organizational culture is one of the most accurate aspects that can be deployed. For instance, if the organization values patient-centred care, choosing interventions that prioritize patient safety and satisfaction is an essential step in the healthcare plan—finally, collaborating with the interdisciplinary team to implement and monitor the chosen intervention to ensure its efficiency and efficiency sustainability.
Nursing Leadership Theory or Strategy That Has Some Applicability To Resolving Or Managing A Particular Nursing Leadership Problem
Nurse burnout may be addressed using the nursing leadership philosophy known as transformational leadership. This leadership style strongly emphasizes implementing evidence-based practice by offering assistance, inspiration, and encouragement to foster a productive workplace. Transformational leaders become models for their teams and offer direction so that they can accomplish their objectives. Transformational leaders may put ideas like fostering work-life balance, giving chances to advance their careers, acknowledging and rewarding achievement, and encouraging collaboration and cooperation into practice to manage nursing burnout. With this strategy, it is possible to create a work atmosphere where nurses feel valued and are less likely to experience exhaustion.
Application of leadership theory or strategy
Organizational change models have provided a systematic approach for understanding and implementing change within an organization within healthcare plan management. These models have greatly influenced the intervention strategies by providing a framework for identifying the steps and critical issues that must be addressed once the modification is implemented. By understanding the different phases of change, possible barriers, and key stakeholders involved, a tailored intervention strategy could be developed to effectively contrivance the desired change for better leadership strategies.
For example, if using the Lewin Change Model, it becomes clear that unfreezing existing behaviours and attitudes is crucial in creating a climate for change. This could therefore involve engaging with both the staff and stakeholders to understand their concerns and addressing any resistance that could have helped towards change. These intervention strategies could then focus on developing and implementing new training programs, communication policies, and incentives to encourage adopting the new practices (Cummings et al., 2018).
The effectiveness of change in leadership is essential in building a healthcare organization’s capacity for health promotion and hence facilitating the attainment of administrative goals. Leaders could be inspired and motivate their employees by embracing new ideas and behaviours, encouraging innovation, and facilitating collaboration. They could also ensure that their resources are allocated effectively, and those processes are put in place to monitor and evaluate the impact of the changes implemented.
Through effective changes in leadership, healthcare organizations can create a culture of health promotion, which can lead to enhanced patient health outcomes, amplified staff satisfaction and retention, and improved organizational performance in their healthcare aspects. By aligning organizational goals with health promotion initiatives, healthcare leaders can promote a more sustainable and impactful healthcare system.
Applying Various Particular Leadership Theories or Strategy Based on Unwarranted Assumptions
Ineffective leadership procedures may originate from applying a leadership theory or strategy founded on erroneous presumptions or conclusions. For instance, failing to consider the particular requirements and viewpoints of each team member might result in a lack of enthusiasm and confidence if a prescriptive leadership style is assumed to be the most effective method for managing a diverse team. Similarly, concluding that organizational performance is only suited for directing high-performing groups and ineffective for managing failing teams may need to pay more attention to the potential advantages of offering encouragement and support to disadvantaged team members. To choose the best course of action for achieving the intended results, it is crucial to critically assess the presumptions and conclusions regarding leadership theory or approach and the leadership problem.
How A Particular Leadership Theory or Strategy Can Be Applied to Resolve Or Manage Nursing Leadership Problems
The situational leadership theory illustrates how a specific leadership theory can be applied to manage or handle nursing leadership difficulties. This idea holds that leaders should modify their strategy depending on the circumstance and the level of readiness of their followers. By thoroughly knowing the unique requirements and skills of certain nursing members of the team, leaders may modify their leadership style to give the right degree of guidance, support, and guidance to enable the team to succeed. An experienced nurse could benefit from an additional collaborative and empowered leadership style, whereas a new nurse with little experience could need more direction and training from their boss. Nurse leaders may successfully lead their teams, increase work satisfaction, and accomplish other objectives.
Consideration Of an Organization Change Model Influences an Intervention Strategy
Considering an organizational transformation model can have a significant influence on the intervention technique in healthcare. Change models such as Kotter’s eight-step model, Lewin’s change management model, and the ADKAR model can provide a systematic approach to organizing and executing the change in a company.
These ideas may be applied in health to identify areas that need to be changed, involve stakeholders, and aid in adopting new methods or equipment. The change model adopted can impact the level of leadership and employee engagement, the rate of change, and the communication systems used. Lewin’s paradigm, for instance, supports a participative strategy that entails recognizing a challenge, unfreezing the present situation, and introducing a new procedure. This paradigm may result in a collaborative intervention program where leadership and frontline staff jointly identify problems and devise remedies.
Taking into account an organizational development model may assist in developing a clear, organized strategy for managing change, which can boost the possibility of successful implementation in the healthcare industry.
How health care policy and legislation might affect the resolution
Healthcare regulations and rules have also significantly affected how healthcare faults are managed or resolved. Many regulations and legislation may impact how health is delivered, financed, and regulated. This may also affect the patient’s treatment quality and who can receive medical treatment (Morsiani et al., 2017).
Contrarily, laws or policies that limit the availability of medical care or cut financing for it can harm patient outcomes. The latest COVID-19 outbreak highlighted the significance of laws and regulations that guarantee everyone has the opportunity to receive medical treatments, regardless of their ability to pay for or access health services. The pandemic further highlighted the need for laws and regulations to address the scarcity of medical personnel and provide sufficient funding for public medical emergencies. Also, specific laws and regulations that deal with socioeconomic factors that influence health, like having access to wholesome food, having a secure home, and receiving an education, enhance medical results. The laws may lessen health inequities and advance societal care quality.
Managing the Toxic Leader
The two case studies “Managing the Toxic Leader” and “Sleeping on the Job: A Management Issue” provides insights into firms’ familiar leadership challenges. Although the second scenario focuses on the consequences of a toxic boss on company culture and productivity, the first scenario focuses on the issue of an employee napping during work hours. In this post, I will utilize the “Managing the Toxic Leader” case study to provide an intervention strategy based on management theories.
Transformational Leadership
Shared governance is one of the practices emphasized in the involvement of all stakeholders in decision-making processes. Shared governance involves empowering nurses and other healthcare professionals to participate in the decision-making processes and providence of the resources and support the need for improved patient care outcomes. This shared governance is beneficial within healthcare settings where the involvement of all the stakeholders is crucial in achieving quality patient care outcomes.
Leadership theory and strategy for resolving or managing a particular nursing leadership problem One nursing leadership problem that requires effective leadership and management is the high rate of nursing burnout. Nursing burnout is a pervasive problem that affects nurses’ physical and mental health, reduces the quality of patient care, and increases healthcare costs (Saleh et al., 2018). Transformational leadership is a concept and strategy that can be functional to resolve or manage the problem of nursing burnout.
In conclusion, Transformational leadership can be applied to resolve or manage nursing burnout by providing nurses with the support, recognition, and feedback they need to improve their performance and job satisfaction. Transformational leaders can create a supportive and collaborative work environment that prioritizes the needs of nurses and patients. By doing so, transformational leaders can reduce nursing burnout and improve patient care outcomes.
References
Specchia, M. L., Cozzolino, M. R., Carini, E., Di Pilla, A., Galletti, C., Ricciardi, W., & Damiani, G. (2021). Leadership styles and nurses’ job satisfaction. Results of a systematic review. International journal of environmental research and public health, 18(4), 1552.
Cummings, G. G., Tate, K., Lee, S., Wong, C. A., Paananen, T., Micaroni, S. P., & Chatterjee, G. E. (2018). A systematic review of leadership styles and outcome patterns for the nursing workforce and work environment. International journal of nursing studies, 85, 19-60.
Saleh, U., O’Connor, T., Al-Subhi, H., Alkattan, R., Al-Harbi, S., & Patton, D. (2018). The impact of nurse managers’ leadership styles on ward staff. British journal of nursing, 27(4), 197–203.
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