NUR 514 Topic 2 DQ 1 From your experience in the health care industry, What Is The Difference Between Leadership And Management?
NUR 514 Topic 2 DQ 1 From your experience in the health care industry, What Is The Difference Between Leadership And Management?
NUR 514 Topic 2 DQ 1 From your experience in the health care industry, What Is The Difference Between Leadership And Management?
From your experience in the health care industry, What Is The Difference Between Leadership And Management? How can an advanced registered nurse both lead well and provide management? Think about interactions with patients, team members, daily tasks, and responsibilities as you formulate your response.
Re: Topic 2 DQ 1
Management and leadership are vital to the delivery of good health services. Both are similar in some aspecst but they may involve different types of outlook, skills, and behaviors. According to the World Health Organization (WHO), good managers should strive to be good leaders and good leaders, need management skills to be effective (World Health Organization, 2019). Leaders have a vision of what can be achieved and then communicate this to others. Leaders evolve strategies for actualizing the vision through motivating others and seeking out resources. Managers ensure that the available resources are well organized and applied to produce the best results (WHO, 2019).
Leadership is often viewed as an art, not science and management on the other hand, is often thought of as a science as it involves a series of logical steps that can be followed to implement whatever the role demands. In my experience in the health care field, leaders differ from managers in a variety of ways. Leaders are active in formulating goals and objectives for the employees who work for them and strive to seek out efficiency. Managers work to accomplish the tasks and usually will continue to do whatever is necessary to get the job done.
RE: Main Post
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Alejandro informative and insightful post on COVD-19 and healthcare shortage. According to Wiley Online Library. Nurses experience high levels of burnout during the COVID-19 pandemic, while several sociodemographic, social and occupational factors affect this burnout. The COVID-19 pandemic is a significant challenge for nurses worldwide and learning lessons from the first wave is imperative to prepare better strategies for the subsequent waves. Several measures could be introduced to mitigate the mental health impact of the COVID-19 pandemic on nurses, e.g. screening for mental health illness and early supportive interventions for high-risk nurses, immediate access to mental health care services, designated rest periods, social support through hospital support groups to reduce feelings of isolation, sufficient personal protective equipment for all nurses to provide security etc. As the second wave of the COVID-19 pandemic is hitting worldwide and there are predictions for the following waves in the near future, there is a need to decrease nurses’ burnout and improve their mental health. Governments, health care organizations, and policymakers should act in this direction to prepare health care systems, individuals and nurses for a better response against the COVID-19 pandemic.
It is worth noting that protective factors regarding nurses’ burnout were found in some studies such as belief in readiness to cope with COVID-19 outbreak, willingness to participate in frontline work, prior training and experience in COVID-19 patients’ management, protection safety during the clinical work, and increased social support (García & Calvo, 2020; Hu et al., 2020). Since burnout is a multifactorial issue researchers should emphasize the importance of protective factors revealing at least the most important of them.
References:
Wiley Online Library https://onlinelibrary.wiley.com/doi/full/10.1111/jan.14839
García, M., & Calvo, A. (2020). The threat of COVID-19 and its influence on nursing staff burnout. Journal of Advanced Nursing, 77(2), 832– 844. https://doi.org/10.1111/jan.14642
An Advanced Practice Registered Nurse (APRN) can both lead and provide management as they have an expert level of knowledge and complex decision-making skills and clinical competencies for expanded practice specific to the context in which they are credentialed to work (Lamb, Martin-Misener, Bryant-Lukosius, and Latimer, 2018). For example, APRNs can lead well to formulate goals related to patient care to help to reduce surgical site infections. An APRN can provide management to the staff on tasks the nurse can carry out to reduce infections such as proper skin prepping techniques and dressing application. APRNs are well versed on evidenced-based practice and can incorporate their knowledge into improving efficiency. An APRN in the role of a leader will strive to seek out efficiency through policy changes at the organization they are employed with. The APRN leader might identify equipment or staff training needs to accommodate high risk patient populations. The APRN manager would then continue this movement to ensure staff training is completed, that staff was familiar with policy updates, and that ultimately the process was rolled out completely. APRNs are an asset to organizations as they advanced education allots for an individual capable of both leading and managing the team.
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References
Lamb, A., Martin-Misener, R., Bryant-Lukosius, D., Latimer, M. (July 2018). Describing the leadership capabilities of advanced practice nurses using a qualitative descriptive study. Nursing Open, 5(3): 400-413.
World Health Organization (2019). Chapter 10: Leadership and Management. https://www.who.int/hiv/pub/imai/om_10_leadership_management.pdf
RESPOND HERE (150 W0RDS, 2 REFERENCES)
Hello,
I agree that nurse leaders should strive to be good leaders in order to effectively manage resources. Growing Nurse Leaders: Their Perspectives on Nursing Leadership and Today’s Practice Environment, 2020) defines nurse leadership as a dynamic role that includes promoting change projects in nursing practice as well as assisting newly registered nurses in learning the best nursing practices. Managers’ roles are well defined in any organization; they must harness resources and devise plans to maximize resource utilization and achieve the organization’s goals and objectives. Leaders are responsible for directing, inspiring, and motivating others to achieve the goals they set. As a result, healthcare executives must work with top-level stakeholders such as directors and investors to attract the necessary material resources, while leaders must work with nurses and patients to streamline daily operations and achieve quality care (Sfantou et al., 2017). Advanced practice registered nurses’ training has been enhanced to ensure that they provide quality leadership and incorporate EBP into their nursing practice.
References
Growing Nurse Leaders: Their Perspectives on Nursing Leadership and Today’s Practice Environment. (2020). Nursingworld.org. https://ojin.nursingworld.org/MainMenuCategories/ANAMarketplace/ANAPeriodicals/OJIN/TableofContents/Vol-21-2016/No1-Jan-2016/Articles-Previous-Topics/Growing-Nurse-Leaders.html
Sfantou, D., Laliotis, A., Patelarou, A., Sifaki- Pistolla, D., Matalliotakis, M., & Patelarou, E. (2017). Importance of Leadership Style towards Quality of Care Measures in Healthcare Settings: A Systematic Review. Healthcare, 5(4), 73. https://doi.org/10.3390/healthcare5040073
Also Check Out: NURS 510 Policy Organization and Financing Healthcare Week 2 Discussion
My hospital changed their managerial hierarchy over the last few years. Rather than the traditional model, they formed new roles of a nurse leader (mostly in the form of a charge nurse), a unit-based educator, an administrative assistant, a department director, and RN supervisors. The admin. assistant reports to the department director and oversees resource and material management for the floor and doubles as the ward secretary as needed. The unit-based educator is a leadership position that reports to the RN supervisor and oversees orientation, licensing and certificate requirements, and educating staff on policy and procedure changes. They also double as floor nurses, as needed. The nurse leader is supposed to be strictly a leadership position, but manages staffing and bed assignments, deals with conflict resolution between staff or patients and families, and acts as a preceptor/mentor to new staff. They also take on patient assignments, as needed. The RN supervisor and department director are mainly management roles. The RN supervisor oversees the nurse leaders, the unit-based educators, and the administrative assistants in addition to any other staffing issues not covered by the nurse leader. They are supposed to initiate change which is then filtered down through the other roles and eventually to the floor staff.
The point is one person is supposed to be primarily in a management role (the RN supervisor) and one as a leader (the nurse leader). Additionally, an RN (not a BSN) is the only education requirement for leadership and management positions in our facility. With this model, messages are lost in translation and the ball is dropped constantly. There are too many cooks in the kitchen, as it were. I don’t know if it’s best, financially or not, to have two distinct positions: one as a manager and the other as a leader. I think an effective manager should possess good leadership skills and then enlist the natural leadership qualities found in their staff. I also believe, as Dr. Aaron has stated in other posts, that every manager should meet specific competencies such as the skills inventory found in the AACN. Higher education, if not graduate level education would also be helpful.