Nursing Leadership and Competency Evaluation

Introduction Senior nursing staff ought to aid peers in their career development through helping them practically employ theoretical knowledge and promoting testing of novel skills within an encouraging, safe work climate. This illustrates a combination of leadership and developmental tasks, that together lead to the creation of proficient practitioners via practice-grounded learning. These nursing personnel ought to employ a supportive approach to leadership, incorporating mentorship, guidance and tutoring as their key values.

Substantial support on the part of nursing supervisors is known to decrease emotional fatigue and buffer adverse impacts of their work environment. Thus, it would prove especially advantageous if supervisors offer junior employees emotional backing and provide proper performance-related feedback for improving their self-confidence (Seitovirta, 2017). I personally feel that leaders ought to believe in and respect human dignity. Their leadership approach ought to integrate empathetic listening, encouragement, attentiveness, motivation, and preserving a rewarding organizational culture. It implies holistic management which revolves continuously around quality.

A good nursing leader (whether employed in a management post, as an administrative director, or at the topmost (executive) level) cultivates among subordinates a shared vision wherein superior-quality healthcare delivery is paramount. Nursing leaders ought to be client-oriented, which involves taking a holistic approach to patients and not viewing them only with regard to their ailment (Seitovirta, 2017). Staff nurses and other nursing leaders ought to grow into individuals who are admired and considered role models by their followers. Besides regard for human dignity, a vital nurse leadership attribute is courage.

Furthermore, a nursing leader needs to earn his/her ‘role model’ status; it isn’t a ready-made accompaniment to the leadership job title. Meanwhile, fear-based approaches to leadership have no room within the contemporary nursing setting. Though I have formulated a lengthy list of desired nurse leadership traits, perfection does not feature anywhere on it. Nobody is perfect and a sound nurse leaders understands this fact. Every individual is required to grow and advance in their career.

Moreover, it is imperative to bear in mind the fact that human-dignity attitudes and values delineated by me are applicable both ways – that is, from nursing staff towards their supervisors and vice versa. Leadership is a duty we must all undertake (Seitovirta, 2017). My Performance as Nurse II Leader My nursing career has assumed a slightly unusual trajectory. My first personal nurse leadership role commenced at age YYY, in the year XXX.

It did not even commence in the health sector – indeed, my first post as leader was in the retail field. Over the many years of my career, I have witnessed different working environments which incorporated increased significance of social networking and the World Wide Web, medical advancements, increased focus on client orientation, and multi-professional collaboration. In all cases, the significance of sound leadership has been a constant factor.

In the commercial as well as health care domains, I have had the opportunity to interact and collaborate with various administrators and supervisors. Several of them are my role models and possess extraordinary leadership abilities. However, all of them haven’t been able to meet the ideals that I delineated for a good leader. Luckily, even from these imperfect leaders, I have been able to learn many valuable lessons (Seitovirta, 2017).

As I deviated to the nursing field rather late in my career, I believe that I fit in better with the Millenials or Gen Y, as compared to my own generation. Gen Y has been characterized by their holding work-related views and motivational requirements which differ from those of the previous generations. In my personal experience, we ought not to consider things based on generation; instead emphasis must be laid on individuality (Seitovirta, 2017).

A widely reported challenge for supervisors of Generation Y employees is that the latter look for meaning in work, in addition to setting great store by attentiveness and being treated well. This ought not to be perceived negatively. As an ANA (American Nurses Association), GNA (Georgia Nurses Association) and USO (United Services Organization) member, I hold that leadership is not just about ordering individuals around; rather, it entails tutoring them. Further, micromanagement typically gleans poor outcomes.

A sound leader learns something new all through the course of his/her career, shares whatever he/she has learnt, and bravely speaks up in the face of something they are unable to wholly comprehend. Should every nursing manager/leader have a sound nursing background? While I believe understanding healthcare is essential, they need not be specialists in all nursing care areas.

Thus, it is my recommendation that nursing leaders in charge of supervising other people pay attention to what their subordinates have to say and regularly hold roundtables to hear their views (Seitovirta, 2017). Additionally, I believe a more visible approach to leadership is required. Leaders must regularly ask their subordinates, one on one, how things go for them. Even executive-level nursing leadership must take interest in daily problems the nursing staff encounters.

Latest survey results reveal subordinates reporting that they receive inadequate supervision, particularly in the areas of participation opportunities, attentiveness, objectivity, and justice. I have personally experienced this, and it corroborates my own individual stand that lending a patient and attentive ear to subordinates and recognition for their efforts is critical to effective leadership (Seitovirta, 2017). Lastly, as a nursing personnel, I feel the adoption of an empathetic leadership strategy is necessary.

In the nursing and overall healthcare domains, the subjects of transformational management and lean thinking, encompassing inspirational/motivational and coaching-based leadership are frequently discussed. But in my view, irrespective of one’s preferred leadership or management strategy, one must necessarily see to every workplace-connected issue, including delivering evidence-based superior-quality nursing practice; safe healthcare; fairness; an explicit long-term vision; ample human resources; and equal opportunity (Seitovirta, 2017). Metaphorically, I perceive leadership to be a powerful train, whose passengers are healthcare employees and their clients (or patients).

In the absence of passengers, the ride becomes irrelevant. Furthermore, in the absence of a locomotive, nobody can get anywhere. For guaranteeing a fast, hassle-free journey, the train ought to be maintained in sound working condition and upgraded whenever possible. Hence, in my view, self-management becomes a prerequisite for successful nursing staff, administration, and managers. By means of self-management, nursing leaders may be able to deal more efficiently with the mounting significance of remote work and collaboration (Seitovirta, 2017).

How My Leadership Impacted Others Junior Nurses Nursing leaders prove critical to the development of evidence-based practice (EBP) as they cultivate an EBP culture and are responsible for the design of and for offering support to nursing work environments which foster superior quality healthcare, on the basis of the best available proofs. Nursing leaders must utilize scientific proofs and espouse ongoing, lifelong learning. Nursing leaders who conduct evidence-based practices value other EBP specialists’ expertise. For instance, the nursing leader-librarian collaboration forms a crucial means to promote EBP processes.

Inventive nursing leaders grasp this fact, thereby entering into collaborations such as the one mentioned above, and utilize librarians’ searching expertise to discover valuable research essays and books (Frankel, 2009). I aspire, by the time of culminating my nurse leadership journey, to see healthcare personnel worldwide feeling sincerely respected and valued. Moreover, I look forward to witnessing the maintenance of this feeling as a management/leadership priority in those institutions. Eventually, an effective leader must urge subordinates to better understand their clients, and their respective values and requirements.

On the whole, effective leadership will enhance patient satisfaction, reduce recovery time, and increase efficacy of client-nurse relationships (Frankel, 2009). An empowered nursing care worker will tend to eagerly practice evidence-based approaches. Empowered employees are highly devoted to corporate objectives, inspired, and well-learned, thereby more effectively engaging in patient care delivery. Sound leadership can generate improved patient results through the promotion of better nursing expertise via enhanced personnel skills and capability. The healthcare organization’s.