This paper examines two professional SMART goals for nursing practice: developing leadership skills on a maternity floor and pursuing Magnet Hospital Recognition. Drawing on literature about transformational leadership, team communication, and the nursing shortage, the paper argues that every nurse — regardless of position — benefits from leadership development and an understanding of Magnet principles. The author outlines a concrete plan to improve staff communication on a maternity unit and explores how Magnet initiatives foster an organizational culture centered on professional practice, nurse retention, and patient safety. Expert perspectives from midwifery and nursing management reinforce both goals.
Leadership development is one of the most fundamental concepts in nursing practice. Nursing management should be more than issuing orders and ensuring that tasks are completed correctly. Leadership development in nursing ensures that nurses cultivate qualities such as innovativeness, flexibility, dynamism, the ability to inspire others, the capacity to challenge colleagues to think beyond established norms, and the courage to question the status quo (Kerridge, 2012).
Equally important is the Magnet Hospital Recognition Program. According to the American Nurses Credentialing Center (ANCC), Magnet is intended to promote quality in a setting that supports professional practice and to identify excellence in the delivery of nursing services to patients and residents. Magnet is also designed to provide a mechanism for disseminating best practices in nursing services (Fowler, Blanchard, & Hawkins, 2010).
These two goals are chosen because every nurse needs them. One does not need to hold a senior position to be a leader, nor does one need to be in a managerial role to engage in organizational planning. Achieving these two goals will make any nurse more effective in practice.
My leadership goal involves working with staff on the maternity floor. I aim to develop a plan that improves communication between management and maternity staff. I plan to achieve this goal by involving staff in every step of the process. This approach will not only generate the relevant feedback needed to make meaningful changes, but it will also secure the cooperation of the nursing team (Kerridge, 2012).
The article "The Importance of Leadership in the Development of an Integrated Team" by Sharon Outhwaite is essential to understanding leadership in a team context (Outhwaite, 2003). The article is especially relevant to this goal because it centers on collaborative teamwork. Outhwaite notes the importance of collaboration among all people involved in ensuring that a team accomplishes its objectives and that change processes succeed. She also emphasizes the importance of leaders adopting transformational skills, which lead to stronger people management.
A related web resource further illustrates the vital role nurses play in leading change within health institutions. It discusses how nurses participate in change processes and highlights the importance of collaboration across different departments and sectors of an institution (Outhwaite, 2003).
The expert consulted for this goal is a qualified midwife with training in both nursing and midwifery who has worked in the field for many years. She emphasizes the importance of teamwork, particularly in a busy clinical environment. Everyone must understand their role, and this requires active, effective communication at all levels. Communication is especially vital because staff members hold different qualifications and employ different working methods. Good communication ensures proper collaboration and cohesion among the team.
"Magnet recognition addresses nursing shortage and patient safety"
"Lead nurse on Magnet culture and staff retention"
Kerridge, J. (2012). Leading change: Planning. Retrieved 20 November 2013, from http://www.nursingtimes.net/leading-change-2-planning/5040682.article
Outhwaite, S. (2003). The importance of leadership in the development of an integrated team. Journal of Nursing Management, 11(6), 371–376.
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