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Assignment: Transformational Nursing Leaders Assignment: Transformational Nursing Leaders

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Assignment: Transformational Nursing Leaders

Assignment: Transformational Nursing Leaders

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Assignment: Transformational Nursing Leaders

Field: Nursing

Posted: A Day AgoDue: 19/09/2017Budget: $8Report Issue

Week 4: Transformational Nursing Leaders

3 3 unread replies. 3 3 replies.

Review Appendix A, Sections I–V in Finkelman (2016).

Select one of the sections and share how your chief nurse executive demonstrates expertise in these competencies. Your comments should be about the “highest nursing leader” in your organization. Typically this is the leader who represents nurses and nursing to the governing board.

In your own words, explain the differences between a transactional nursing leader and a transformational nursing leader. What one is more like your Nurse Executive?

Describe how the Nurse Executive “leads the charge” for transformational leadership in an organization where you work or have done prelicensure clinical experiences.

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Desirae Freeze

Friday Sep 15 at 8:18pm

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You may begin posting to this discussion on: Sunday, September 17, 2017

Class,

There are several sections in this appendix from which you can choose. Concentrate on one section and discuss competencies you see your Nurse Executive displaying. Keep in mind that they Nurse Executive the individual ultimately responsible for nursing and is at the top of your organization. This is not your director or nursing manager, but your Chief Nurse Executive.

Thanks,

Desirae

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OnCourse-Web-Icons_113

Transformational Leadership: A Growing Promise for Nursing

Rose O. Sherman, EdD, RN, NEA-BC, CNL, FAAN, and Maureen Habel, MA, RN

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This course is 1 contact hour

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Course must be completed by November 30, 2019

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Goals and objectives: The goal of this continuing education program is to inform nurses about transformational leadership in healthcare. After studying the information presented here, you will be able to:

  1. State the four components of transformational leadership
  2. Compare and contrast transactional and transformational leadership styles
  3. Discuss the relationship between transformational leadership in Magnet healthcare organizations, job satisfaction among nurses, and positive patient outcomes

Nurse.com educational activities are provided by OnCourse Learning. For further information and accreditation statements, please visit Nurse.com/Accreditation. The planners and authors have declared no relevant conflicts of interest that relate to this educational activity. OnCourse Learning guarantees this educational activity is free from bias. See “How to Earn Continuing Education” to learn how to earn CE credit for this module or visit http://ce.nurse.com/instructions.aspx.

Allison has been an assistant nurse manager in a Magnet-designated hospital on the evening shift for the past year. Emily, her nurse manager, knows Allison is interested in a leadership role and has agreed to be her mentor. Before Emily goes on vacation, she asks Allison to move to the day shift for two weeks to be in charge of the unit. Emily suggests that Allison keep a notebook describing why and how she makes important decisions during her absence.

Magnets attract

Transformational leadership is a key ingredient in establishing a nursing environment that achieves Magnet designation. More than two decades ago, the American Academy of Nursing began to look at hospitals that retained highly qualified nurses during serious nursing shortages.1 An analysis of these organizations revealed that they had several things in common; these commonalities became known as the forces of magnetism.

Today, there are more than 460 Magnet hospitals in the United States and seven in four other countries recognized by the American Nurses Credentialing Center for their excellence in nursing practice.2 Magnet designation is considered the hallmark of nursing practice excellence, and research has demonstrated that Magnet-level nursing care has a profoundly positive impact on nursing practice and patient care.3 The Magnet program was expanded to include long-term care facilities in 1998; in 2000, it was further expanded to include international healthcare organizations.1,2 In 2008, the American Nurses Credentialing Center published a Magnet model that emphasized the importance of using a leadership style known as transformational leadership.4
Transformational leadership has been shown to be particularly effective in turbulent and uncertain environments, such as those found in today’s healthcare organizations.3 Although not every organization will achieve Magnet status, nurses at all organizations can learn how to use the principles of transformational leadership to support a professional practice environment that results in outstanding patient care.

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