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nursing mind map assignment help- NURSING ASSIGNMENT/ESSAY HELP

31 Mar 2019 10 Views Sarah

Assessment 2: Mind map

Part B: Synopsis

Discuss how you think this knowledge will influence your clinical practice as a Registered Nurse and future manager.

The three key role requirements in contemporary healthcare environment are the elevated roles for a nurse unit manager to be an efficient to lead, direct, and coordinate care in the world (coordinator); inspire and support others to achieve their potential (leader); and monitor and maintain a safe environment for patients, visitors, and staff (advanced practice) with duties at the forefront (Alharbi, 2017). The change is occurring rapidly, and making it challenging to match development and education for the nursing job requirements. This paper is discussing how the knowledge about contemporary leadership and management theory influence the clinical practice and supports better outcomes as a nurse unit manager (Weng, Huang, Chen & Chang, 2015). These three emerging roles need contemporary leadership and management knowledge and practice. These three role attainments help in improved clinical governance and patient safety. The transformational theory is the most prominent contemporary theory of leadership and management in healthcare settings. To attain the three roles, the transformational and management theory application is to focus on 4 I’s to enhance nursing intellectual ability, individualized consideration, inspirational motivation, and idealized influence for all the nursing staff (Alharbi, 2017).

The contemporary hospital care is getting confronted through workforce challenges, financial constraints, altering consumer expectations & demands, higher care access demands, mandatory patient-centred care, and issues related to the levels of safety and quality of health care (Weng et al., 2015). With the three role achievements, there will be effective governance which is crucial for maximizing efficacious care management within varied hospital setting. This complex structure has led to the importance of key role of leadership within the clinical settings. With the knowledge and practice of three key role requirements, the nurse unit manager can lead high quality health care system (Cheng, Bartram, Karimi & Leggat, 2016). Even the history supported the fact that the most effective nurses have always thrived under strong leadership processed by the nursing leaders, supervisors, or managers. There is no surprise that the leadership and management style defines the workplace morale set by the nurse leader with its direct correlation to attitudes and results of the nursing staff (NSW Health, 2010).

Literature search and analysis revealed that nursing leadership is most vital not just for the long-term nursing practice credibility, but also to attain good client and patient care (Cheng et al., 2016). Jeon, Park, Choi & Kim (2018) represented that supportive and effective nurse unit managers not just hold improved retention and recruitment rates at the defined place wherein they work, but enhanced patient results. The effective nursing leadership is necessary in every nursing role (Jeon et al., 2018). It does not matter the nurse unit manager is practising in educational field of developing future leaders, a nursing researcher mentoring new researchers, a practitioner providing exemplary patient care and sharing their professional knowledge, and an administrator providing guidance and support to staff, or someone providing support and direction to nursing practice via policy development (Neubert, Williamson & Brace, 2017).

For the new graduate nurses, leadership management helps them in how to efficaciously delegate with people and supervise others. And for the experienced nurses, the nursing leadership consists of precepting, administrative duties, mentoring, and being “in-charge” to become a future manager (Alharbi, 2017). Thus, the knowledge applied for attaining the three roles above will surely support in becoming proficient in five transformational leadership practices. This knowledge will support nurse unit managers to learn to build relationships and trust with clients and their families to provide them healthy outcomes (Manning, Jones, Jones & Fernandez, 2015). A nurse leader can create the empowering work environment to provide every other nurse with opportunities and resources to learn as well as grow in the setting supporting professional autonomy and developing strong collegial support networks. It will enhance the clinical governance system as a whole (Neubert et al., 2017). Further, this contemporary theory also helps the nurse unit manager in creating a supportive knowledge development and integration environment for advanced nursing practitioner role. In contemporary healthcare challenges, the nurse in all fields and at all levels needs to lead and sustain change positively (Weng et al., 2015). Thus, the theoretical knowledge and practice helps the nurse in implementing a participatory and a proactive approach for change implementation resulting in enhanced organizational and clinical procedures. Lastly, the theory supports in developing nursing skills of balancing competing priorities and values for better patient safety. It is to entail advocacy for essential nursing resources assuring high quality healthcare services and care (NSW Health, 2010).

The transformational leadership style is most beneficial to become a sustained coordinator, advanced practitioner, and a true leader to make the organization up-to-date and retool the healthcare systems (Cheng et al., 2016). At the same time it motivates the healthcare staff members to move to new directions smoothly. This contemporary theory also helps in achieving the Maslow’s need hierarchy theory to its best. It is because the healthcare organizations historically focus on energies to motive nursing staff at their first three levels defined in the Maslow’s hierarchy (Manning et al., 2015). For instance, accurate compensation permits nurse unit managers to meet their most basic physiological needs, their safety gets satisfied via the secured working environment, and participatory management and shared governance promotes their sense of belongingness to present good performance (Jeon et al., 2018). But, the learning and application of transformational leadership holds the potential of motivating the nurses in satisfying their higher-level needs of self-esteem and self-actualization (NSW Health, 2010). With transformational nursing leadership, the nursing managers can influence the nurses and other healthcare staff managers in finding value and meaning in their work, making substantial contributions towards success of the healthcare system and helping them to become future leaders (Neubert et al., 2017).

The nurse coordinator skills are achievable from transformational leadership theory because the leader qualities are based on attending ward rounds whenever appropriate and randomly as possible with random patient audits (Alharbi, 2017). This is also attainable with discussions processed with health care professionals regarding the identified clinical concerns, and consistent patient/carer story gathering to inform the patient service delivery, and feedback to be the best practice, staff roistering, evidence-based practices, and standardized practices in place (Weng et al., 2015). Simultaneously, with transformational leadership skills and systems learning, the nurse unit manager can inspire surrounding people to attain remarkable and unexpected outcomes. It provides autonomy and author in making decisions after training. Who does not want to be an inspirational nurse leader? As a leader the nurse can mobilize its colleagues and juniors into groups for better performance and high morale. This further enhances healthcare service quality and even reduces conflict possibility (Cheng et al., 2016). This is directly responsible for enhancing the motivation level of working people and will also assist in attaining the position of a future leader. This is also possible for nurse unit managers to become a strong promoter of continuous professional development. When there is the contemporary leadership and management theory application, the nurse develops the sincere feeling and motivation to inspire and support others (Manning et al., 2015). This contemporary theories help in developing and educating nurses to recognise, grow and nurture talent with open hands, establish practices to give and receive feedback and practical reflection, and establish the succession plan for the major nursing unit roles (NSW Health, 2010). This directly supports the third role requirement of attaining advanced nursing skills achievement. With consistent development, advancement is assured and resolves the demanding concerns of the healthcare field and nursing issues (Neubert et al., 2017).

Further, with the knowledge of transformational leadership, the nursing management profession can be made to become a full partner in healthcare decision making which transcends every level and stage of the nursing profession (Neubert et al., 2017). Thus, the leadership requirement is a necessity and professional competencies need to be applied in the profession as well as within collaboration with several types of health professionals. Within the healthcare environments, to be a full partner includes the process of taking responsibility to identify issues and the regions of waste, devise and implement the improvement plan, tracks improvement with time, and make essential adjustments for realizing established aims (Lea & Cruickshank, 2017). When the nurse unit manager will be a full partner, he/she can serve as the strong patient advocate more efficaciously. This will surely present the end product of better delivery of care (Weng et al., 2015).

It is doubtless that to be a full partner translates widely and broadly towards the health policy area. For being an effective professional in reconceptualized roles and becoming as an accepted leader, the nurses and the nurse unit managers in the contemporary world need to see policy like the shape changer and developer instead of something which just happens to them, no matter at the national or local organizational level (Lea & Cruickshank, 2017). With leadership development, the nurse unit managers speak up the language of policy and even engage within the effective political process and even works cohesively like a true professional. This also demands the importance of nurses to have their voice within health policy decision making and their engagement within the system of implementing efforts associated with the health care reform (Jeon et al., 2018). This leadership theory promotes these concepts and activities and makes the nurse unit managers serve actively over the advisory committees, and boards advancing health systems for improved patient care. With leadership skills, nurses are motivated to build fresh partnerships with the clinicians, elected officials, and public for realizing such enhancements (Lea & Cruickshank, 2017).

It is also necessary to be a leader as a whole where feedback from all the stakeholders is a must to know how they feel, what they need, and what are their possible solutions. It is because the nurse remains with the patient and every other stakeholder 24x7 hours a day and they are capable in building rapport with them (Alharbi, 2017). The nurses know them to the core and are the professionals who intermediate every healthcare task and decision to other different healthcare professionals. With leadership skills, the registered nurses and managers keep everything well-organized and instil creativity in surrounding people. They can promote team-oriented environment with respect for all (Lea & Cruickshank, 2017). Thus, the nurse can be a true coordinator for coaching the nursing team and becomes advanced and makes others to become advanced practitioners at the same time. The transformational nursing leadership will assist in attaining all the needs’ hierarchy levels at its best. Responsible nurse leaders are highly demanded in present healthcare environment. They personally influence their people (Jeon et al., 2018).

Transformational leadership and management theory is the key to contemporary success in all fields without any second thought. Thus, the nurse unit manager with this leadership will be an effective communicator of new and fresh ideas for enhanced nursing outcomes (Neubert et al., 2017). The future manager needs to be good at balancing long-term and short-term goals and vision respectively that is acquirable through leadership developments. When the nurse unit manager will be able to experience strong building of coalitions and developing the mutual trust, the registered nurse moves to the stage of management skills (Manning et al., 2015). All the three roles are unaccomplished without these skills learning. Moreover, with the knowledge application, the nurse develops integrity with higher emotional intelligence that is the true and core management skills requirement (NSW Health, 2010). It has been acknowledged that the effective contemporary theoretical approach also fosters communication system with innovation and the advanced problem solving at all healthcare institutional settings with innovative outcomes (Weng et al., 2015).

Conclusively, it is clear to present that no nurse comes into the field like a leader. Earlier, nurse unit managers used to be autocratic and authoritative that led to more of authority and rules and less of flexibility and collaboration. This was somehow responsible for more healthcare issues and medical errors (Neubert et al., 2017). With transformational leadership development and implementation, the nurse unit managers since their professional inception can work to change the system positively. The nurse unit managers becomes capable to solve challenges through experiences and become dire professionals to coordinate and change the obsolete (Alharbi, 2017). The nursing leadership in this sense will also help in maximize one’s team’s capacity and capability. This surely fulfils the role of a coordinator and advanced practitioner. Globally, the health care systems are struggling with nurse shortage, lack of nursing leadership, and escalating service demands (Weng et al., 2015). This directly demonstrated the need of contemporary leadership and management system needs and development. Leadership in nursing is currently valued at a higher level which cannot be ignored at any (Lea & Cruickshank, 2017).



Cheng, C., Bartram, T., Karimi, L., & Leggat, S. (2016). Transformational leadership and social identity as predictors of team climate, perceived quality of care, burnout and turnover intention among nurses. Personnel Review45(6), 1200-1216.

Jeon, S. H., Park, M., Choi, K., & Kim, M. K. (2018). An ethical leadership program for nursing unit managers. Nurse education today62, 30-35.

Lea, J., & Cruickshank, M. (2017). The role of rural nurse managers in supporting new graduate nurses in rural practice. Journal of nursing management25(3), 176-183.

Manning, V., Jones, A., Jones, P., & Fernandez, R. S. (2015). Planning for a smooth transition: evaluation of a succession planning program for prospective nurse unit managers. Nursing administration quarterly39(1), 58-68.

Neubert, T., Williamson, J., & Brace, H. (2017). Shared leadership for nursing. Management in Healthcare2(2), 107-114.

NSW Health. (2010). A conceptual framework: the Nursing/Midwifery Unit Manager role. http://www.health.nsw.gov.au/nursing/projects/Documents/updated-conceptual.pdf

Weng, R. H., Huang, C. Y., Chen, L. M., & Chang, L. Y. (2015). Exploring the impact of transformational leadership on nurse innovation behaviour: A cross‐sectional study. Journal of nursing management23(4), 427-439.