Nurse Leaders in Executive Practice
Introduction
Nurse leaders in executive practice are the force behind the vision for nursing practice. They oversee the management and delivery of safe, timely, efficient, equitable patient-centered care. With their help, collaborative and interprofessional relationships are built among professionals in the healthcare industry, and patients benefit from the improved level of care that follows. Overall, thanks to nurse leaders in executive practice, population health can be promoted and healthcare costs reduced. To support these ends, the American Organization for Nursing Leadership (AONL) has its Nurse Executive Competencies, which represent the necessary skills that nurse leaders in executive roles should acquire and possess. These competencies were developed in collaboration with the Healthcare Leadership Alliance in 2004 and can be considered the most important educational domains essential for effective healthcare leadership for nurses.
The Vision for Nursing Practice
Nurse executives are responsible for communicating a clear vision for nursing practice. That vision should correspond with the goals of the healthcare organization. The vision is important for nursing staff because it is what allows them to realize the importance of providing the kind of quality care expected of professionals. Nurse executives must establish the reality of working towards the highest standards of care, because there is simply no other way for nursing practices to be able to contribute to patient and community improvements: the vision of a standard of excellence has to be there for them to follow.
Safety is the number one most important aspect of that vision of excellence. That is why nurse executives always prioritize patient safety through the recommendation of evidence-based practices (Engle et al., 2021). These practices help to create a culture of safety, and so long as staff comply with regulatory standards, this culture will help to create a solid nursing staff. At the same time, nurse executives bear responsibility for identifying...
Timeliness is another essential component of nursing excellence, as timely care prevents complications from arising (Sole et al., 2020). Nurse executives have to know how to streamline processes so that there are no unnecessary delays in care delivery. They will have to coordinate with other healthcare professionals to manage care resources.
In doing so, nurse leaders promote efficient care, which is yet one more essential component of nursing. Nurse leaders must take care for the...
Leadership is also a core competency for nurse executives, due to the need to establish a vision and lead organizational change. Nurse leaders must have integrity, character, the ability to make ethical decisions, and to lead by example. They must also be able to plan strategically, think critically, manage change, build teams, and obtain buy-in. The nurse leader must be a complete leader (Clipper, 2023).
Added to all this are the competencies of professionalism and business acumen. Professionalism refers to the commitment to ethical practice, professional development, and professional standards. Business acumen refers to the knowledge of financial management, human resources, operational efficiency, how to analyze financial data, develop budgets, and how to make business decisions that support organizational goals.
Conclusion
Nurse leaders are responsible for shaping and communicating the vision for nursing practice and making sure the delivery of high-quality, patient-centered care is the standard that all follow. To succeed they must be able to collaborate, motivate, and lead the interprofessional environment; they must know how to improve patient experiences, improve population health, reduce healthcare costs, manage change, and develop a positive workplace culture. The AONL Nurse Executive Competencies serve as a framework, emphasizing communication, leadership, professionalism,…
References
Clipper, B. (2023). The Innovation Handbook: A Nurse Leader’s Guide to TransformingNursing. Sigma Theta Tau.
Engle, R. L., Mohr, D. C., Holmes, S. K., Seibert, M. N., Afable, M., Leyson, J., & Meterko, M.
(2021). Evidence-based practice and patient-centered care: doing both well. Health care management review, 46(3), 174-184.
Sole, M. L., Klein, D. G., & Moseley, M. J. (2020). Introduction to Critical Care Nursing E-Book: Introduction to Critical Care Nursing E-Book. Elsevier Health Sciences.
Managing Changing Managing Change reflect critically personal perspective philosophy managing change changed ( ) semester Drawing learning experiences semester (group case study, relevant change management theory, reflections relevant personal experiences organisational change), reflect critically personal perspective philosophy managing change changed ( ) semester. Managing change The world we are living in is always changing. The nature of the business world today is very different than the way it was decades ago. Change is inevitable.
The organization needs to be making the change for the right reasons and ones that fit the businesses needs. In other words, it shouldn't be incorporated out of the voice in the back of the head saying, "everyone else is doing it." After the business has decided it is a good match, then it needs to decide what exactly they need to make the changes -- that is, does
I wonder whether the job of a manager is not so much to manage the change process as to deal with people's genuine fears. So remember: don't underestimate the emotional impact that change has on people, don't ignore people's fears, don't lie or tell half-truths and do communicate and listen ad infinitum - you can't do too much of it." (Tyler, 2007) This is confirmed in the work of F.
Change Management Change as a dynamic process The adopted approaches in the development of change process The elements of the change management models The Measurement Constructs Tool Components of the constructs tool Guidelines for the Questions asked This paper discusses the concept of change management using various parameters. It does this through a development of personal management theory. The change management model is used to provide change management agents with a model that is both structured and
They will look to the leadership for answers. The articulation of a formal case for change and the creation of a written vision statement are invaluable opportunities to create or compel leadership team alignment" (Jones et. all, 2004). Furthermore, there are three steps that must be followed in order to be successful with applying this principle: Confronting reality and articulating the need for change, in order to convince each individual that
and, as in each of the other stages, constantly paying attention and reacting to the problems people bring up. (the role of leadership during change) Change Management Theories: The process of change has been described to have three fundamental phases: unfreezing, changing, and re-freezing. This view is based mainly on Kurt Lewins' assumption of the systems theory of homeostasis or dynamic stability. (Change Management 101: A primer) Change management theories are
Our semester plans gives you unlimited, unrestricted access to our entire library of resources —writing tools, guides, example essays, tutorials, class notes, and more.
Get Started Now