Nurse Leadership Philosophy: Personal Reflection and Goals

Introduction

Senior nursing staff ought to aid peers in their career development by helping them practically apply theoretical knowledge and by encouraging the testing of novel skills within a supportive, safe work environment. This illustrates a combination of leadership and developmental responsibilities that together lead to the creation of proficient practitioners through practice-grounded learning. Nursing personnel in senior roles ought to employ a supportive approach to leadership, incorporating mentorship, guidance, and tutoring as their core values. Substantial support on the part of nursing supervisors is known to decrease emotional fatigue and buffer the adverse impacts of a demanding work environment. It would therefore prove especially advantageous if supervisors offer junior employees emotional backing and provide constructive, performance-related feedback to improve their self-confidence (Seitovirta, 2017).

Personally, I believe that leaders ought to respect and believe in human dignity. Their leadership approach ought to integrate empathetic listening, encouragement, attentiveness, motivation, and the preservation of a rewarding organizational culture. This implies a holistic management style that revolves continuously around quality. A good nursing leader — whether employed in a management post, as an administrative director, or at the executive level — cultivates among subordinates a shared vision in which superior-quality healthcare delivery is paramount. Nursing leaders ought to be client-oriented, which involves taking a holistic approach to patients rather than viewing them solely in terms of their ailment (Seitovirta, 2017).

Staff nurses and other nursing leaders ought to grow into individuals who are admired and regarded as role models by their colleagues. Besides respect for human dignity, courage is a vital nurse leadership attribute. Furthermore, a nursing leader needs to earn their "role model" status; it is not an automatic accompaniment to a leadership title. Fear-based approaches to leadership have no place in the contemporary nursing setting. Though one may compile a lengthy list of desired nurse leadership traits, perfection does not — and should not — feature among them. Nobody is perfect, and a sound nursing leader understands this fact. Every individual is required to grow and advance throughout their career. It is also imperative to recognize that the human-dignity attitudes and values outlined here are applicable in both directions — from nursing staff toward their supervisors, and vice versa. Leadership is a responsibility we must all undertake (Seitovirta, 2017).

My nursing career has assumed a somewhat unusual trajectory. My first personal nurse leadership role did not even begin in the healthcare sector — indeed, my first position as a leader was in the retail field. Over the many years of my career, I have witnessed a variety of working environments shaped by the increasing significance of social networking and the internet, medical advancements, a growing focus on client orientation, and multi-professional collaboration. In all of these contexts, the significance of sound leadership has remained a constant factor. In both the commercial and healthcare 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, not all of them have been able to meet the ideals I hold for a good leader. Even from these imperfect leaders, I have been able to draw many valuable lessons (Seitovirta, 2017).

My Performance as a Nurse II Leader

As I transitioned into the nursing field relatively late in my career, I find that I identify more closely with Millennials (Generation Y) than with my own generation in terms of workplace values and outlook. Generation Y has been characterized by work-related views and motivational requirements that differ from those of previous generations. In my personal experience, however, it is more productive to consider individuals on their own terms rather than through a generational lens (Seitovirta, 2017).

A widely reported challenge for supervisors of Generation Y employees is that these workers seek meaning in their work, in addition to placing great value on attentiveness and being treated with respect. This ought not to be perceived negatively. As a member of the American Nurses Association (ANA), the Georgia Nurses Association (GNA), and the United Services Organization (USO), I hold that leadership is not simply about directing individuals; rather, it entails tutoring and developing them. Micromanagement typically yields poor outcomes. A sound leader continues learning throughout the course of their career, shares what they have learned, and speaks up honestly when they encounter something they do not fully understand. While I believe that understanding healthcare is essential for nursing managers and leaders, they need not be specialists in every area of nursing care. I therefore recommend that nursing leaders who supervise others actively listen to their subordinates and regularly hold roundtables to hear their views (Seitovirta, 2017).

Additionally, I believe a more visible approach to leadership is necessary. Leaders must regularly connect with their subordinates on a one-on-one basis to understand how things are going for them. Even executive-level nursing leadership must take an interest in the daily challenges that nursing staff encounter. Recent survey results reveal that subordinates report receiving inadequate supervision, particularly in the areas of participation opportunities, attentiveness, objectivity, and fairness. This corroborates my own conviction that lending a patient and attentive ear to subordinates, along with recognizing their efforts, is critical to effective leadership (Seitovirta, 2017).

As a nursing professional, I believe the adoption of an empathetic leadership strategy is necessary. In the nursing and broader healthcare domains, the subjects of transformational management and lean thinking — encompassing inspirational, motivational, and coaching-based leadership — are frequently discussed. In my view, however, irrespective of one's preferred leadership or management strategy, one must address every workplace-related concern, including the delivery of evidence-based, superior-quality nursing practice; safe healthcare; fairness; an explicit long-term vision; adequate human resources; and equal opportunity (Seitovirta, 2017).

Metaphorically, I perceive leadership as a powerful train, whose passengers are healthcare employees and their clients. In the absence of passengers, the journey becomes irrelevant. And in the absence of a locomotive, nobody can get anywhere. To guarantee a smooth, efficient journey, the train must be maintained in good working condition and upgraded whenever possible. In this light, self-management becomes a prerequisite for successful nursing staff, administrators, and managers alike. Through effective self-management, nursing leaders may be better equipped to handle the growing importance of remote work and collaborative practice (Seitovirta, 2017).