Nursing Leadership In Professional Practice On Poor Management Of Staffing in Male Surgical Unit
Leadership In Professional Practice On Poor Management Of Staffing
Nurses play an essential factor for leadership and management in healthcare practice and how these nurses provide patient care is an outcome of rewarding performance they put into the areas of care and responsibility as there places in connectivity towards leadership and management appropriate in male surgical unit as the desired clinical setting of this paper. Nursing care and profession caters to the ideal process of healthcare leadership and management, the involving of theories that provide imperative channel to the success of nurses in the actual work setting. Transactional and transformational leadership will be assessed in order to assume vital points concerning to management and leadership found in male surgical units as one factor for effective nursing care. The paper will engaged in noting differences in leadership and management within nursing care upon which there understands of ample mean being found in leadership styles appropriate for surgical care nurses.
There looks into leadership style and appropriate theories applicable for leadership styles several surgical nurses do achieve. Management and leadership is integral for positive adaptability towards nursing profession such as for example, identification of flexible work scheduling of nurses at the male surgical units upon ensuring patient safety, looking how management and leadership of nurses affects other nurses in the same area of responsibility (Sherman, 2005; Upenieks, 2002).
Nursing care at male surgical units places valuable importance to leadership and management of nurses as there can arise certain issues and complaints given by their patients as it can be an outcome of poor staff handling and lack of care towards healthcare and the appropriate sense of allowing in flexible work hours for these nurses. In the process, these nurses will be successful in transforming performances into a rewarding one which implies to strong and ideal transactional behavior in dealing to male surgical patients and the rest of the nursing care team of the institution these nurses are serving for (Manojlovich, 2005; Marisa and Anthony 2001).
The is rapid change in healthcare changing affecting in management and leadership delivery of surgical care units there are certain changes in leadership and management of healthcare in recognizing transformational and transactional leadership skills of nurses. Leadership development was important component of care strategy to overcome surgical problems in health care. The nursing profession requires management that empowers nurses to lead in the clinical setting for care effectiveness for (Manojlovich, 2005; Marisa and Anthony 2001). There is risks in handing male surgical patients so, it is important for nurses to work in ideal scheduling structure, and be equipped with proper knowledge base in order for them to balanced leadership and management in the healthcare system with respect to Saudi Arabia care rules and guidelines provided for surgical care units.
The presence of flexible scheduling is at core stance in every nurse such as to keep them away from negative leadership issues that will affect patient care domain. The healthcare may expect ample nurses’ turnover in today’s time for example, if nurses’ expectations and needs are not being met according to their principles (Clausing, Kurtz, Prendeville and Walt, 2003). There can be few programs for nurses in leadership roles to better understand and utilize leadership concepts such as engaging and motivating, develop human capacity, building communities, manage of nursing change. The creating of healthy work environments to empower and engage nurses requires management success of the nurse leader, promote leadership and management principles for surgical unit quality of care aspects.
There is transformational leadership style of nurses does promote job stratification as well as organizational commitment of surgical care nurses and nurse leader looks for potential motives in place for good transactional leadership like, explaining to patients of their situation in a formal, ethical approach allowing effective transactions to happen and transforming nurses awareness for good amount of performance that results to flexible services in work time, motivation and other assimilation (Bass, 1985; 1999), as the view that transformational leadership must be built on the foundation of transactional leadership. Bass (1998) argued “transformational leadership does not substitute for transactional leadership” (p. 21) aside, Avolio, Bass and Jung (1999); Avolio (1999) did commend that “transactions are at the base of transformations” (p. 37), Bass’s (1985) conceptualization, transactional leadership results in followers meeting expectations, upon which their end of the bargain is fulfilled and they are rewarded accordingly.
Bass (1998) noted that transformational leadership is required and without foundation of transactional leadership, transformational effects for surgical nurses cannot be possible. There is significant difference regarding management and leadership, as Kotter (1999) considers management and leadership two distinctive and complementary systems of action and are both essential to nurses at surgical units as the nurse to patient care relationship is being affected by how leadership and management are applied in the care setting as nurses integrate healthcare functions impeding its leadership characteristics and to avoid over management, the nurses will need to develop better capacity to exercise leadership and once the surgical nurses understand fundamental difference of leadership and management, they can begin to groom their leadership performance upon adapting to transformation and change, allowing transactional domains to shape the best of them.
Nursing management ensures that the plan is accomplished by controlling work and nurses issues through proper monitoring by means of nursing care reports as well as meetings. Healthcare in surgical units to constructive change begins by setting ideal direction, into changes necessary to achieve healthcare mandated vision and that transactional leadership is about managing of work hours, great commitment to patient care and transformational leadership aligns nurses to communicate by motivating and inspiring (Greene, 2005; Hobbs et al., 2005). Motivating and inspiring nurses keeps healthcare moving in the right direction, despite obstacles to change, by appealing to basic patient and nurses needs and values, management and leadership involves what needs to be done, creating networks of nurses and relationships which can accomplish nursing development and to ensure that surgical nurses does the nursing in actual stature.
However, as noted by Kotter (1999), nurses must create, increase power relationships which puts them in position to influence surgical patients for whom the nurse is successful in the care service. Surgical nurses should deal with always changing environment through providing leadership and management guide for nurse to nurse and nurse to patient relationships as needed in motion. Furthermore, Halfer (2004, p. 452) asserted that, “nurse leaders do conduct an inventory of work units that looks into the nursing team in lieu to capacity and credibility profile”, it is imperative that nurses imposes better leadership for patient safety assimilation yet, management strikes in motivation to promote desirable leadership stature that allows nurses to keep grounded despite pressure into work schedules and other pressures there maybe (Hart, 2006; Clausing, Kurtz, Prendeville and Walt, 2003; Howe and Strauss, 2000).
Thus, to assure that leadership management, communication is being understood by nurses and that reducing patient care errors coming in along with leadership failure, (Greene, 2005; Weston, 2001; Hobbs et al., 2005). Porter-O’Grady (1997, p. 18), have observed that, “leadership issues in healthcare had a role for better policy and leadership stature” and opening process of thinking about leadership by noting how the changing healthcare system required transformational leadership characteristics (Porter-O’Grady, 1999). Moiden (2002), implies that nurses should aim for leadership style that allows for high levels of work performance in various leadership domains (Moiden, 2002; Faugier and Woolnough, 2002). The empowered nurses believe in their own ability to create and adapt to change and support to patients (Hyett, 2003; Welford, 2002; Mahoney, 2001) as respect and trust of surgical nurses is essential. The surgical nurses do require leadership skills that provide direction for other nurse staffs as well as cultivating nurse leaders is imperative for health care success in Saudi Arabia.
In conclusion, there is about leadership and management in nursing discussing in transformation/transactional from wherein emotional intelligence and conflicts are known. Proving simple ways to ensure that leadership should be enacted and executed well esp. in health care and how such ideas are related into an organized manner. Surgical nurses are in unique position of evaluating end results of both new and old policies and procedures. The nurses at the surgical care units should provide leadership organization and environment along with other members of the team. Therefore, nurses will need to create sustainable nursing workforce in a health care system that is currently undergoing significant changes including some loss of nurse effectiveness, to assist nurses to adapt to different roles, increase staff satisfaction, nursing leadership must understand that poor management is influenced by lack of healthcare culture existence, the surgical care nurses must recognize and understand the interrelationships among culture and leadership for the optimal development of effective professional practice, and must align appropriate nursing leadership and care strategies. The facing in of flexible work routes and demand to the surgical nurse and it is necessary to develop leadership, which is required management competence. In using transformational/transactional leadership, healthcare nurses can motivate other nurses to submit feedback on how well unit specific procedures are carried out and implemented. Nursing leadership adheres to assisting surgical unit nurses in terms of developing into an empowered profession with the potential to be a dominant voice in reshaping the health care system of the future.
For recommendation, surgical unit nurses do contribute vital role in leadership domains being found in the healthcare system as there can be about effective integration towards leadership ways found within the nursing care structures. The need for nurses and other care providers to understand ways of nursing leadership and avoid issues that hamper leadership effectiveness of the nurse in actual patient care. Nurse leaders will need to create and sustain environments that support excellence in professional practice and a consistently high level of care. They will need to promote the development of care delivery approaches grounded in principles of evidence-based practice, quality improvement, therapeutic relationships, and patient-focused care. Surgical nurses can utilize Bass’s (1994) leadership initiatives to enhance mentoring in the organizational culture within which it exists and place strong emphasis on inspiring other nurses in the work environment to understand and utilize leadership domain. The effectiveness of implementing leadership practice will not work if there is no understanding of the organizational culture specific to each hospital, or unit setting, and if it does not fit with the organizational culture within which it is to be implemented and maintained. The nurse leader should also utilize techniques that can be adapted from Bass’s (1994) concept of individualized consideration. It is essential that surgical nurses be treated in unique manner to determine his needs, interests as ‘the leader can obtain good perspective about needs, abilities, variables being conducive to nursing care satisfaction’ (Kerfoot, 1997, p. 644), it can be good for surgical nurses to:
- Providing of strong, flexible leadership and management functions that is applicable for male surgical patients
- Nurse leaders to execute and apply flexible scheduling at work to achieve successful assumption of leadership and management paradigms
- The need to influence surgical nurses to transform their best shot of performance moistly for patient care and safety
- The need to eliminate poor nurses staffing and outcome for effective and useful leadership, integrating transformation and transaction to come into surgical care in a constructive way
- Valuing of transformational for active work role and transactional for an empowered attitude in proper nursing management stance
- Nurses will be transformative and transactional in healthcare for example, to always have emphatic relationships to patients and supportive attitude to other healthcare team
- Nurses will have to exercise at all times good leadership values, skills and management practices into the clinical care setting
- The need for rigorous leadership and management training for surgical nurses for nursing care success and commitment realization
- The need for nurses to follow professional nursing care standards at surgical units and be able to embrace medical centered ethics relating to leadership formation and management valuation
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