Benchmark Effective Approaches In Leadership And Managementin This A ✓ Solved
Benchmark - Effective Approaches in Leadership and Management In this assignment, you will be writing a 1,,250 word paper describing the differing approaches of nursing leaders and managers to issues in practice. To complete this assignment, do the following: Select an issue from the following list: bullying, unit closers and restructuring, floating, nurse turnover, nurse staffing ratios, use of contract employees (i.e., registry and travel nurses), or (magnet designation is my topic of choice if possible). Describe the selected issue. Discuss how it impacts quality of care and patient safety in the setting in which it occurs. Discuss how professional standards of practice should be demonstrated in this situation to help rectify the issue or maintain professional conduct.
Explain the differing roles of nursing leaders and nursing managers in this instance and discuss the different approaches they take to address the selected issue and promote patient safety and quality care. Support your rationale by using the theories, principles, skills, and roles of the leader versus manager described in your readings. Discuss what additional aspects mangers and leaders would need to initiate in order to ensure professionalism throughout diverse health care settings while addressing the selected issue. Describe a leadership style that would best address the chosen issue. Explain why this style could be successful in this setting.
Use at least three peer-reviewed journal articles other than those presented in your text or provided in the course. Prepare this assignment according to the guidelines found in the APA 7 Style Guide You are required to submit this assignment to LopesWrite. Refer to the LopesWrite Technical Support articles for assistance. This benchmark assignment assesses the following programmatic competencies: RN to BSN 1.1: Exemplify professionalism in diverse health care settings. 1.3: Exercise professional nursing leadership and management roles in the promotion of patient safety and quality care. 3.4: Demonstrate professional standards of practice.
Paper for above instructions
Effective Approaches in Leadership and Management: The Issue of Magnet Designation in NursingIntroduction
In the ever-evolving landscape of healthcare, the nursing profession witnesses numerous challenges, each requiring distinct leadership and management approaches. Among these challenges, achieving Magnet designation stands out due to its stringent criteria and potential impact on healthcare delivery. Magnet recognition indicates excellence in nursing services, which directly correlates with improved patient outcomes, employee satisfaction, and overall quality of care. This paper will describe the issue of Magnet designation, its implications for patient safety and care quality, the professional standards that should guide practice, and the differing roles of nursing leaders and managers in addressing this issue.
Understanding Magnet Designation
Magnet designation, awarded by the American Nurses Credentialing Center (ANCC), is recognized as the gold standard within healthcare. It acknowledges hospitals and healthcare organizations that exhibit a strong commitment to quality nursing care and a positive work environment (McClure, Poulin, Sovie, & Wandelt, 2016). The designation is associated with higher patient satisfaction, reduced mortality rates, and lower nurse turnover (Aiken, Sloane, & Lake, 1999). Hence, the movement towards Magnet status is a prominent issue in nursing practice, necessitating the engagement of leaders and managers alike to enhance quality and safety in patient care.
Impact on Quality of Care and Patient Safety
Achieving Magnet designation has far-reaching implications for quality of care and patient safety. The process involves adherence to rigorous standards that prioritize patient welfare, evidence-based practice, and nursing autonomy (McClure et al., 2016). Hospitals that meet these standards demonstrate reduced instances of hospital-acquired infections, improved clinical outcomes, and increased patient satisfaction rates (Labrague, McEnroe–Petitte, Leocadio, & Van Bogaert, 2017). Conversely, the lack of Magnet status could reflect inadequacies in nursing leadership and structural challenges within healthcare organizations, leading to suboptimal patient care and diminished safety standards.
Professional Standards of Practice
To address the challenges associated with achieving Magnet designation while maintaining professional conduct, nurses must engage in professional standards of practice as outlined by the American Nurses Association (ANA). These standards encompass a commitment to ethical care, collaboration, and proficiency in nursing knowledge and practices (ANA, 2015). Nurses should engage in continuous education, evidence-based practice, and interprofessional collaboration to validate their competency and adherence to escalating standards.
Moreover, fostering an environment that prioritizes feedback and open communication can minimize conflict and support staff morale, ultimately benefiting patient care. Leadership can also initiate mentorship programs, promote shared governance, and actively engage in strategic planning to encourage buy-in from nursing staff towards Magnet designation.
Differing Roles of Nursing Leaders and Managers
In addressing Magnet designation, the roles of nursing leaders and managers diverge in approach and execution. Nursing leaders are often visionary by nature; they drive change and engage in strategic decision-making (Cummings et al., 2018). Their focus on transformative practices fosters clinical excellence and creates a positive climate conducive to achieving Magnet status. Leaders articulate the vision for nursing excellence, foster an environment of empowerment, and cultivate relationships that influence organizational culture.
Conversely, nursing managers are primarily concerned with operational efficiency and resource management. They ensure that daily nursing practices align with organizational goals and that quality metrics are met. Managers play a crucial role in implementing procedures that support Magnet Principles, facilitating staff education, and maintaining a stable workforce to address turnover challenges.
Approaches to Addressing the Issue
Both nursing leaders and managers can adopt various strategies to address the challenges posed by Magnet designation. Leaders may emphasize transformational leadership, focusing on inspiring their teams through shared vision and collaboration (Bass & Riggio, 2006). They should actively communicate the strategic importance of Magnet status and engage nursing staff in the processes that lead to recognition and excellence in practice.
On the other hand, nursing managers can employ transactional leadership approaches, focusing on performance management, standardization of processes, and recognition of achievements (Northouse, 2018). They should implement continuous quality improvement initiatives, monitor adherence to evidence-based practices, and provide incentives for sustained engagement in practice improvement processes.
Ensuring Professionalism in Diverse Healthcare Settings
As healthcare settings become increasingly diverse, both leaders and managers must identify additional aspects that ensure professionalism remains paramount. Emphasizing cultural competence through training and education, fostering inclusivity, and enabling transparent communication can fundamentally enhance team dynamics in addressing Magnet designation (Betancourt, Green, Carrillo, & Ananeh-Firempong, 2003).
Moreover, both leadership and management should engage in advocacy efforts that promote the value of nursing in the global healthcare arena. This involves collaboration with other disciplines, sharing the benefits of Magnet designation with stakeholders, and consistently showcasing the positive outcomes associated with nursing practice within the framework of Magnet principles.
Effective Leadership Style for Magnet Designation
The transformational leadership style can best address the challenges associated with achieving Magnet designation. This style encourages innovation, collaboration, and enhanced team engagement — critical components necessary for driving the Magnet journey (Bass & Riggio, 2006). Transformational leaders in nursing cultivate an ethos of respect, deliver personalized support, and foster an environment that encourages staff to contribute ideas toward improving patient care and operational practices. This engagement ultimately enhances the likelihood of achieving Magnet designation by rallying the team around a common vision.
Conclusion
Achieving Magnet designation represents a significant milestone within the nursing profession, correlated with improved quality of care and patient safety. By recognizing the impact of leadership styles and management strategies, nursing leaders and managers can navigate the complexities surrounding Magnet recognition effectively. By reinforcing professional standards of practice, fostering collaboration, and initiating inclusive practices within diverse healthcare settings, nursing professionals can work towards an environment that prioritizes both patient outcomes and employee satisfaction. The journey towards Magnet designation can thus serve as a catalyst for empowering nursing practice and enhancing the overall quality of healthcare.
References
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2. American Nurses Association (ANA). (2015). Nursing: Scope and standards of practice. Author.
3. Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Psychology Press.
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6. Labrague, L. J., McEnroe–Petitte, D. M., Leocadio, M. C., & Van Bogaert, P. (2017). Stress and ways of coping among nurse managers: A systematic review. Journal of Nursing Management, 25(6), 451-464.
7. McClure, M. L., Poulin, M., Sovie, M. D., & Wandelt, M. (2016). Magnet™: A journey to excellence. Journal of Nursing Administration, 46(1), 5-9.
8. Northouse, P. G. (2018). Leadership: Theory and practice (8th ed.). SAGE Publications.
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10. Ulrich, B., Kane, R., & Larson, E. L. (2016). Magnet designations and the nursing workforce: A systematic review. Journal of Nursing Administration, 46(4), 206–213.