NR531 Nursing Leadership in Healthcare Organizations All Weeks Discussions

Caring continues to be a central concept in nursing; however, the context for caring is transforming, resulting in conceptual and theoretical advancements related to the evolving healthcare practice settings. McCormack and McCance originally developed a Person-Centred Nursing (PCN) Framework in 2006 and updated it in 2010 that can be applied to practice in complex healthcare systems (McCormack & McCance, 2006; McCormack & McCance, 2017). The PCN Framework provides a standard of care for practice and is a multidimensional process that places emphasis on the person as the center of care delivery (McCance, McCormack, & Dewing, 2011). The PCN Framework fosters outcomes related to therapeutic relationships through respecting individuals as persons and partners in care. The Person-Centred Care Nursing Framework consists of four constructs: prerequisites, the care environment, person-centred processes, and outcomes (McCance et al., 2011). To deliver effective care, one must work from the outer circle first to the core. McCormack, B. & McCance, T. (2017)Prerequisites focus on the attributes of the nurses and include being professionally competent, having developed interpersonal skills, being committed to the job, being able to demonstrate clarity of beliefs and values, and knowing self.

Leaders should engage in patient and employee advocacy. Advocacy for staff has a favorable influence on the overall quality of care that patients get at a facility. For example, the participation of workers in decision-making, particularly on issues that directly impact them, such as flexible work hours, stimulates employees to work with a purpose for the benefit of the whole workforce. Employees are more motivated to work for the organization when they are campaigning for a bigger pay raise and a more favorable working environment (Rosa et al., 2020). Being motivated to work means that health care practitioners will adopt evidence-based best practices, which are crucial in providing high-quality health care services.

The care environment focuses on the context in which care is delivered and includes appropriate skill mix, systems

that facilitate shared decision making, effective staff relationships, organizational systems that are supportive, the sharing of power, the potential for innovation and risk taking, and the physical environment. Person-centred processes focus on delivering care through a range of activities and include working with a patient’s beliefs and values to overcome this gap between the concept and the reality of person-centred care we have developed the Person-Centred Nursing Framework…engagement, having sympathetic presence, sharing decision making, and providing holistic care. Outcomes, the central component of the Framework, are the results of effective, person-centred nursing and include: satisfaction with care, involvement in care, feeling of well-being, and creating a therapeutic environment. (McCance, McCormack, & Dewing, 2011).

Reference

McCormack, B. & McCance, T. (2017). Person-centered practice in nursing and health care. Theory and practice (2nd ed.). Oxford: Wiley Blackwell.

Hello, my name is X (your name). I am doing a presentation on transformational leadership. I will be covering a number of areas related to the topic that include the definition of transformational leadership, features of transformational leadership, advantages of this leadership style, and ways in which organizations can make use of it. At the end, you should be able to understand these concepts and use it in your practice.

Body of the Presentation

In my view, transformational leadership is a type of leadership where emphasis is placed on meeting the needs of the employees. The leader aims at identifying the needs of the employees, coming up with a vision, and inspiring them towards achieving it. Unlike in leadership models such as autocratic leadership, transformational leaders seek commitment from those they lead. They provide the followers with full responsibility to making decisions, thereby, innovation and improved morale among them. In doing this, these leaders lead others by example and aim at ensuring that the followers adopt the right knowledge, skills, and behaviors that will drive excellence in their organizations (Stanley, 2016). Therefore, this leadership style enables organizations to achieve the excellence they expect in their performance.

Transformational leadership has a number of characteristics. One of them is the focus on inspiring others. Transformational leaders inspire those they lead to identify their potentials. They also enable them to identify the ways in which their performance can be improved through their innovation. Transformational leadership is also flexible. Leaders make decisions based on the inputs from their followers. The decision making model is focused on we rather than I. There is also the aspect of collectiveness in this type of leadership. The organizational stakeholders including the employees are encouraged to work together in executing their assigned organizational tasks. For instance, strategy implementation is done collectively for enhanced organizational outcomes (Blane, 2017). Therefore, these features of the leadership style make it superior to other leadership models that are largely utilized in health organizations.

Organizations that utilize transformational leadership style enjoy a number of benefits. One of them is the improved organizational performance. The improvement is attributed to having a motivated workforce that is dedicated to achieving the vision and mission of their organization. There is also the minimization of complexities in decision-making, hence, faster implementation of strategies. Transformational leadership also reduces the operational costs in an organization. The reduction is attributed to lowered turnover rates among the staffs. Often, the use of transformational leadership encourages independence among employees in decision-making, hence, their satisfaction with their jobs. Improved job satisfaction minimizes the rate of turnover among them (Sharma, 2017). Other benefits of transformational leadership include promoting the creation of the desired organizational culture and effective implementation and management of change in organizations.

An organization that intends to introduce transformational leadership has to consider some aspects. One of them is the creation of organizational culture that supports transformation. There should also be an alignment between the strategies adopted in the organization with the aims of transformational leadership. The employees should also be encouraged to participate in making decisions that will influence the performance of the organization. Most importantly, the mission and vision of the organization should demonstrate the readiness of the organization to support values and principles of transformational leadership.

Conclusion

In summary, transformational leadership is a leadership model that focuses on inspiring employees. It encourages collectiveness in the undertaking of organizational tasks. Its use is associated with organizational benefits that include improved performance, reduced operational costs, and the creation of the desired organizational culture. Consequently, organizations should explore strategies that foster the adoption of transformational leadership styles in them.

References

Blane, H. (2017). 7 principles of transformational leadership: Create a mindset of passion, innovation, and growth. Red Wheel/Weiser.

Sharma, M. (2017). Radical transformational leadership: Strategic action for change agents. North Atlantic Books.

Stanley, D. (Ed.). (2016). Clinical leadership in nursing and healthcare: Values into action. John Wiley & Sons.