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Aug 12, 2017 · Good leadership in nursing improves patient outcomes and increases the satisfaction of nurses with their work (33). Nurse leaders should possess the skills needed for effective leadership to ...
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- NMC Standards of Proficiency for Registered Nurses
- Chapter aims
- Introduction
- Roles within the professional–management continuum
- Activity 9.1 Critical thinking
- Self-esteem and transition
- Activity 9.2 Reflection
- Three-phase process of transition
- Changes in self-esteem during transitions
- Activity 9.3 Evidence-based practice and research
- Activity 9.4 Evidence-based practice and research
- Hygiene factors
- Case study: Recognising the value of motivation
- Activity 9.5 Evidence-based practice and research
- Understand, then communicate
- Believe in yourself
- Theory summary: Adair’s ten principles of good time management
- Activity 9.6 Evidence-based practice and research
- Know your values
- Activity 9.7 Reflection
- Develop resilience
- Case study: Developing resilience
- Develop your emotional intelligence
- Chapter summary
- Activity 9.2 Reflection (p174)
- Activity 9.3 Evidence-based practice and research (p176)
- Useful websites
This chapter will address the following platforms and proficiencies:
After reading this chapter you will be able to: discuss the practice–leadership continuum; demonstrate an awareness of some of the issues with transition to leadership and man-agement roles; discuss some of the key challenges that face new leaders and managers; explain how confidence might be developed in the new manager.
Throughout this book we have introduced you to ideas and theories about leadership and management, and some of the tasks leaders and managers undertake. You will have noted that many of the tasks of management start with understanding yourself and your orientation to a situation, role or task, as well as having a clear appreciation of your values a...
The practising professional: The main task of the practising professional is the provision of care. Within this definition there are two groups of people: the pure practitioner – who undertakes professional roles but has no supervisory role; the quasi-managerial practitioner – who undertakes a professional caring role, and has some responsibility f...
Taking the categories of professionals and managers that Causer and Exworthy identify, consider all the people who work in the team in the clinical area in your most recent placement. Which of the roles identified in the model do they fit into, if any? What char-acteristics of Causer and Exworthy’s descriptions do they display? What was their previ...
As with all development, the changes that need to occur for you to move from school, or from another job, to becoming a nursing student, to qualifying and beyond, require some psychological adjustment. Even when we are excited about something, there are adjustments to make to the ways in which we think and behave as we move on to some-thing new. So...
Think about how you felt during your first few weeks in a care environment. One day you were a member of the public and the next a carer or a student nurse. Taking responsibility for the welfare of other human beings requires some adjusting to; reflect on your feelings at this time and think about how you managed to cope with this transition. There...
Ending, losing, letting go: at this stage people have to make the adjustment to not being who they were before. For example, a student nurse on the point of qualifying must adjust to being qualified and accountable; or a staff nurse being promoted to junior sister may have to adapt to having more responsibility. The neutral zone: at this stage peop...
Immobilisation: the feeling of being unable to act and being overwhelmed. Transitions for which people are unprepared and ones associated with negative expectations may intensify this stage. Minimisation: a coping mechanism. People often deny the change is happening. This reaction is common in a crisis that is too dificult to face head-on. Depressi...
Hopson and Adams’ model of the changes in self-esteem during change is similar to a famous model of the stages of grief by Elizabeth Kubler-Ross. Go online and find the Kubler-Ross model and read what it says (see the useful websites at the end of the chapter). Compare and contrast what you learn about the stages of grief in this model with the Hop...
Look up the Holmes–Rahe Life Event Rating Scale (see the useful websites at the end of the chapter) and read the categories of change people find most stressful; some of the listed changes may surprise you. As this is based on your own observations, there is no specimen answer at the end of the chapter.
quality of relationships with supervisors; working conditions; salary; status; job security; quality of relationship with subordinates; personal life.
Jacinta had recently been promoted to Modern Matron in the surgical care team. Jacinta had worked her way up through the team over a period of years and was very much aware of the issues that preoccupied the staff. She knew that staff morale was incredibly low as the team felt overworked, understaffed, poorly cared for and generally neglected. Jaci...
Go online and find some websites that talk about the skills you need to become an active listener. Make a list of the skills and tips the websites identify and think about how they compare to how you are when you are listening to other people. Take the time to then practise some of the skills you identify when talking to friends, colleagues and pat...
The aim of listening properly and effectively is to understand. Understanding situations and new ideas is a good way of developing your confidence. Part of understanding is the ability to ask the right questions at the right time, as well as being able to communi-cate your ideas in an effective way. Communicating effectively hinges on your ability ...
Self-belief is not the same as arrogance or being egocentric. Self-belief is having the confidence you can do something well and doing it. Self-belief comes only from prac-tice, from exercising your leadership muscles by developing and maintaining good relationships with staff and understanding yourself. When you believe in what you are doing as we...
Develop a personal sense of time: understand where your time goes, where it is wasted and where it could be better used. For the leader it may also uncover areas of work that might be better delegated to someone else. 2. Identify long-term goals: know what you want to achieve in life and work. Adair recog-nises values as being a key driving force b...
Keep a diary of all the things you do for one week. Split the time into 15-minute slots and record what you do: be careful to record wasted time as well as activities. After a week review the diary and identify times during which you could have done something useful if you were prepared. Consider how you might adapt some of your ways of working and...
You may feel we have discussed values too much in this book; however, since our val-ues shape the ways we behave, their importance cannot be overestimated. Knowing what your values are as a human, as a nurse and ultimately as a leader or manager, will mean there is consistency in the ways in which you act. Sticking to your values will not only mean...
Take some time now to consider the things that you value as a human being and as a nurse. Think about what you might have said at interview about why you wanted to train as a nurse, or the skills and attributes that you bring to your current role. Consider the issues in practice that cause you frustration and the behaviours which you think are unac...
One of the hallmarks of the strong leader or manager is the ability to be resilient. Resilience is the ability to take criticism constructively, listen to what people are saying about your organisation and team without taking it personally, and to understand the meaning of situations. Resilience is not about developing a thick skin, not least becau...
Loiselle was a newly qualified nurse on a general medical ward. She had not worked on the ward as a student and did not know any of the team. Loiselle found the healthcare support workers and nursing associates on the ward were very free and easy about making com-plaints, grumbling and suggesting how things might be done better. As the new staff nu...
Perhaps many of the ideas contained in this book can be boiled down to one key mes-sage: develop your emotional intelligence. Throughout the book we have suggested there is a need to understand yourself and the part you play in many situations before you look at what other people are doing or saying. You also need to understand where other people a...
In this chapter we have explored the journey from student nurse to nurse manager and what this might mean for us in managing our emotional responses to change and transi-tion. We have identified some important strategies, skills, tactics and values which, taken together, can better prepare you for the responsibilities leadership and management brin...
The emotions people experience during changes and transitions are not purely tied to the sort of change they are experiencing. All change can bring fear and trepidation, even the changes that are wanted and exciting. The move into a caring role requires some thought about who you put first, how you behave, what impact the emotional investment will ...
When you compare the model of the stages of grief with that of changes in self-esteem during transition you will notice they both evoke strong reactions. These reactions include not accept-ing what is happening through various stages of frustration and anger and finally to some sort of acceptance. Both models identify how people do not necessarily ...
www.businessballs.com/self-confidence-assertiveness.htm A useful and interesting take on developing self-confidence. http://changingminds.org/disciplines/change_management/psychology_change/ psychology_ change.htm A quirky but informative look at the psychology of change and transition. http://changingminds.org/disciplines/change_management/kubler_...
1 Good nurse leadership can have a positive impact on both patient experience and outcomes, and nurse satisfaction and retention. 2 Transactional leadership – traditionally considered undesirable – has been shown to improve patient satisfaction. 3 It. is the nature of. the relationship between leaders and followers, rather than any specific ...
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Mar 28, 2019 · VTL is a hierarchical leadership model that describes an individual leader who, through various influences and mechanisms, elevates himself or herself and followers towards self-actualisation (Pearce and Sims, 2000). VTL values collaboration and consensus, integrity and justice, empowerment and optimism, accountability and equality, and honesty and trust (Braun et al, 2013).
Nursing Leadership and Management: The Advanced Practice Role is the result of working with superb advanced practice professionals in clinical practice settings. Often, these excellent clinicians need addi-tional leadership skills that can assist them in the everyday management and leadership positions that are continuously developing in our chang-
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May 7, 2019 · This article examines the importance of effective leadership for nurses, patients and healthcare organisations, and outlines some of the theories of leadership such as transformational leadership. It also details how nurses can develop their leadership skills, for example through self-awareness, critical reflection and role modelling. Nursing ...
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Mar 1, 2021 · Research into nursing leadership has grown dramatically in the past decade. A multitude of studies indicate that relationship-focused nursing leadership practices contribute to positive outcomes for the nursing workforce, including job satisfaction, intention to stay in the nursing profession, and health and wellbeing of nurses (Cummings et al., 2018).
