NR 504 Week 7 Leadership Style and Change Advocacy Statement Part II

NR 504 Week 7 Leadership Style and Change Advocacy Statement Part II

NR 504 Week 7 Leadership Style and Change Advocacy Statement Part II

Greetings to everyone.  I have chosen education as the MSN specialty track as I aim to become an educational leader and community leader to promote health in the community by increasing the quality of care provided in health care. The MSN Educator specialty track allows me to learn and expand my knowledge in the real world in an effective way. The purpose of this presentation is to synthesize and reflect on the knowledge and insights that I gained through the learning activities, self-reflection, identify the leadership traits and the change advocacy statement. 

Individual traits, skills, world-view, and philosophy mold individuals and their leadership approach (Kelly & Tazbir, 2017). My world-view is that everyone deserves a better lifestyle and everyone has the right to express their feelings and opinions in a constructive way to discuss the issues and bring new changes in the health care services and community that are effective. The first part of my world-view highlight that it is based on democratic values and the second part highlight the transformative leadership style (Morsiani, Bagnasco & Sasso, 2016). As transformative leadership style already includes discussions, shared decision-making, advocacy, and empowering nurses, patients, and other stakeholders, it is perfect. My personal leadership style is a transformative leadership style with traits of democratic leadership styles (Cummings et al., 2018). 

NR 504 Week 7 Leadership Style and Change Advocacy Statement Part II

The transformative leadership style is about bringing much-needed changes in the system such as health care services at both individual and organizational levels (Kelly & Tazbir, 2017). This leadership style enables group discussions, identifying the need for change, vision, knowledge sharing, innovation, advocacy, motivation, empowering and motivating everyone, planning the change, implementing the plan through interprofessional collaboration (Cummings et al., 2018) .

Increasing interference and disturbance during nurse drug rounds increases error rates, confusion, anxiety, and lower job satisfaction in nurses along with poor patient care quality. Advocating for the usage of tabards and effective communication between nurses and patients can solve the issue (Sapey et al., 2019). Failing to do that will result in medication errors, EHR errors, poor support, poor diagnosis, and burnout in nurses that lead to lower patient satisfaction. 

Tabards with a message can help the nurses to work efficiently without disturbance (Palese, Ferro, Pascolo, Dante & Vecchiato, 2019). Further, it creates awareness in patients and their families about the importance of effective communication, time management in healthcare, and nurse’s work obligation. 

NR 504 Week 7 Leadership Style and Change Advocacy Statement Part II

In conclusion, the transformative leadership style promotes the need for change by highlighting all the aspects that can affect the current problem or issue. By using advanced models, EBP interventions, action plans, and evaluation criteria, interventions can be implemented. Group discussions, research, interprofessional collaboration, and empowering nurses aid in developing effective action plans and implementation. As it includes advocacy part in every aspect, as an MSN educator nurse, I can better my skills and explore the opportunities to bring a positive change to reduce errors by using tabards and patient-nurse communication. 

References

Cummings, G., Tate, K., Lee, S., Wong, C., Paananen, T., Micaroni, S., & Chatterjee, G. (2018). Leadership styles and outcome patterns for the nursing workforce and work environment: A systematic review. International Journal Of Nursing Studies, 85, 19-60. doi: 10.1016/j.ijnurstu.2018.04.016

Edmonson, C., & Asturi, E. (2015). Built to Last: A Culture of Courage, Excellence, and Resilience. Nurse Leader, 13(3), 30-34. doi: 10.1016/j.mnl.2015.03.003

Fitzgerald, E. (2019). Creating a culture of excellence: How healthcare leaders can build and sustain continuous improvement. A global report from KPMG International’s Healthcare Practice. KPMG International’s Healthcare Practice.

Giddens, J. (2018). Transformational leadership: What every nursing dean should know. Journal Of Professional Nursing, 34(2), 117-121. doi: 10.1016/j.profnurs.2017.10.004

Kelly, P., & Tazbir, J. (2017). Essentials of nursing leadership & management (6th ed.). Clifton Park, NY: Delmar.

McKeown, M., & Carey, L. (2015). Editorial: Democratic leadership: a charming solution for nursing’s legitimacy crisis. Journal Of Clinical Nursing, 24(3-4), 315-317. doi: 10.1111/jocn.12752

NR 504 Week 7 Leadership Style and Change Advocacy Statement Part II

Morsiani, G., Bagnasco, A., & Sasso, L. (2016). How staff nurses perceive the impact of nurse managers’ leadership style in terms of job satisfaction: a mixed method study. Journal Of Nursing Management, 25(2), 119-128. doi: 10.1111/jonm.12448

Palese, A., Ferro, M., Pascolo, M., Dante, A., & Vecchiato, S. (2019). “I am administering medication—please do not interrupt me”. Journal Of Patient Safety, 15(1), 30-36. doi: 10.1097/pts.0000000000000209

Sapey, T., Leo-Kodeli, S., Roy, R., Amirault, P., Benseddik, Z., & Labussiere, A. et al. (2019). Distinctive tabard: A solution to avoid work interruptions in the blood transfusion?. Journal De La Societe Francaise De Transfusion Sanguine, 26(04), 289-292. doi: 10.1016/j.tracli.2018.11.001

NR 504 Week 7 Leadership Style and Change Advocacy Statement Part II