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Reflection
In seeking to transition fully to nurse leader, I’ve had to not only make several adaptations, but also gain new competencies and skills. This is more so the case given that the role calls for greater responsibilities, and as Shelley (2013) points out, new nurse leaders “require a solid knowledge base of effective leadership practices.” In essence, as a nurse leader, I not only have to promote the general wellbeing of patients, but to also advance the interests of nurses and the profession at large. Towards this end, some of my most prominent roles include, but they are not limited to, the evaluation of policy structures, processes, as well as outcomes. Amongst other things, this ought to be geared towards the promotion of optimal resource allocation and advance better patient outcomes, while at the same time ensuring that the environment in which nurses serve is not only positive, but also enabling. It is important to note that the relevance of enhanced awareness of the influence and impression of health policies in all that encompasses the nursing profession cannot be overstated in my role. It with this kind of awareness that I intend to propose and support rational health policy proposals while at the same time playing an active role in the implementation of the schemes and conventions already in place. This is a role that I will play to the best of my abilities – particularly given the tenacity, skills, as well as knowledge I already possess on matters revolving around health policy. All through, I have been aware that as a consequence of its prominent advocacy task, the nurse leader role calls for great sacrifice and dynamism. This is more so the case given the need to promote and sustain relations with all the relevant stakeholders. In the final analysis, I fill that in transitioning to nurse leadership, I have advanced closer to my goal of promoting causes that augur well for my profession and the patients we serve.
References
Shelley, C. (2013). Transitioning New Leaders: Seven Steps for Success. Nursing Management, 44(2), 9-11.
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