Week 1 lds feedback
give a positie feedback to each of this post.
Post#1/Madison: The nurse manager of the emergency department I have worked in for the past 6 years has positively impacted me in many ways. She always emphasized her open-door policy and being able to come to her with anything. She provides everyone with her personal cell phone number and tells you to call or text her any time of the day. When things would become really overwhelming in the unit, she would come into work no matter the time and jump in to assist. I have even witnessed her working in a trauma bay wearing a dress and heels. During hurricane season, she would keep us informed of any storms that could be heading our way and would provide us with updates on our plans for the department. One time I was scheduled to work during a hurricane, I texted her to explain my current living situation with two dogs at home who are terrified of storms. I had no one to care for them, and she took the time out of her busy schedule to help me figure out a plan where I could stay home with my dogs. She is hardworking, dependable, and inspires the people around her to become a better nurse. She began in our department as a tech and has worked her way up to nurse, charge nurse, manager, and now she is soon to be the chief nursing officer (CNO). Due to her hard work and commitment to the job, I have heard many of her employees say they stay in the unit because of her. She has created a practice environment that feels like family.
The AONL identifies domains for leadership development. My nurse manager demonstrates numerous of these competencies in her role. Communication and relationship management, knowledge of the healthcare environment, business skills and principles, professionalism, and leadership are examples. Leadership is a concept that is largely undefined and has a wide range of what contributes to a good leader (Dalton et al., 2021). I believe that everyone has a different perspective on what makes a great leader. It is a skill used uniquely by each individual and can be grown and developed over time.
Dalton, L., Butler-Henderson, K., Newstead, T., & Quinn, W. (2021). Leading health reform: a critical review of ‘leadership’ within allied health competency standards. Australian Health Review, 45(3), 368–376. https://doi.org/10.1071/AH20144
Samantha: I have had the opportunity to work with some great leaders and managers throughout my nursing career. The best manager I have worked with has been my Trauma Intensive Care Unit manager. She positively affects every person she meets. She can change her demeanor and teaching style in the blink of an eye to match whomever she is speaking to. She encourages advancement in education, learning, and growth in every part of life, and she is generally concerned about issues in work and personal life.
a. The impact this manager has had on my nursing practice has been monumental. She has encouraged me throughout my time as a Trauma ICU nurse to be the best I can be in all areas of my life, not just professionally. She has influenced my growth and learning, helped me become a great preceptor and mentor to other nurses working in the Trauma ICU, and helped me find articles and current research about how best to care for my patients. She has helped me grow into a nurse who is a strong patient advocate. She inspires and empowers me daily to be the best I can be.
b. This manager’s impact on the practice environment is one of a kind. According to our lesson from this week, rational leadership theories used since the 1990s emphasize the importance of creating solid relationships and cultivating positive environments to reach positive results (Chamberlain University College of Nursing, 2024a). This manager does all of that, plus more. The unit’s culture is supportive, collaborative, respectful, promotes teamwork, and inspires satisfaction in and outside work. She tries to ensure staffing is appropriate for every shift and advocates for resource allocation the best she can. She advances her knowledge and encourages everyone in the unit to do the same, which creates better patient outcomes. She fosters an environment where everyone wants to be a great nurse, not just a decent one. She wants the entire interdisciplinary team to have an excellent work-life balance, first and foremost, but she also wants us to deliver safe, high-quality patient care.
c. While this nurse manager has extensive experience in all aspects of the American Association of Colleges of Nursing (AACN) leadership competencies, the biggest one is providing leadership to advance the nursing profession (Chamberlain University College of Nursing, 2024b). She expects all her nurses to advance their education, whether it be going back to school, receiving and maintaining certification, or reading up-to-date research about healthcare and evidence-based practice. She wants nurses to be taken seriously, so she encourages using correct medical terms, helps find up-to-date research on whatever is going on with the unit’s patients, teaches using hands-on experiences, and goes above and beyond to encourage growth and learning. Pattison and Corser (2023) say that leaders set aside personal ego to work towards the collective good, developing an environment where traditional power arrangements and hierarchies can be questioned. This leader wants an environment where conversations and questions can be asked. Doctors, nurses, unit support staff, physical therapists, pharmacists, etc., are all equal in her eyes, and everyone can contribute to the conversation, help increase patient satisfaction, and deliver exceptional care.
References:
Chamberlain University College of Nursing. (2024ab). NR582NP-67939. Week 1: Foundations of Advanced Practice Nursing Leadership [Online lesson]. https://chamberlain.instructure.com/courses/142904…
Pattison, N., & Corser, R. (2023). Compassionate, collective, or transformational nursing leadership to ensure fundamentals of care are achieved: A new challenge or non?sequitur? Journal of Advanced Nursing, 79(3), 942–950. https://doi.org/10.1111/jan.15202
Sample ‘2(Situations: Yanemari
The lesson and the article “The Future of Nursing 2020–2030: Charting a Path to Achieve Health Equity” significantly impact my role as a psychiatric mental health nurse practitioner. The recommendations stress the urgency of integrating mental health care across diverse age groups to advance health equity. The call for collaboration among national nursing organizations resonates with my commitment to actively contribute to these initiatives, aligning my practice with the broader goal of creating inclusive and equitable healthcare.
Considering the practice environment, the lessons on nursing leadership and the article’s recommendations provide clear direction. Nurse leaders are not just administrators; they are advocates for social justice and drivers of positive change. The article’s emphasis on removing barriers and fostering flexibility in payment mechanisms aligns with my vision of a practice environment prioritizing patient-centered care. This reinforces my commitment to creating an inclusive and diverse space where mental health is seamlessly integrated into patient care.
Envisioning myself in a leadership role, the AACN and AONL competencies take on a practical significance. Beyond professional requirements, they signify a commitment to the well-being of individuals under my care. The recommendation to provide leadership in advancing the nursing profession and advocating for social justice becomes a personal mission to ensure every patient receives the care they deserve. The call for effective communication and knowledge of the healthcare environment transforms into a promise to create a nurturing and supportive atmosphere for both patients and colleagues (National Academies of Sciences, Engineering, and Medicine, 2021).
Resources:
National Academies of Sciences, Engineering, and Medicine. (2021). Recommendations: The future of nursing 2020-2030: Charting a path to achieve health equityLinks to an external site. (https://nap.nationalacademies.org/resource/25982/R…). The National Academies Press. https://nap.nationalacademies.org/resource/25982/R… (https://nap.nationalacademies.org/resource/25982/R…)
Fitzpatrick, J. J., & Alfes, C. M. (2023). Nurse leadership and management: Foundations for effective administration. Springer Publishing.
· Chapter 1: Leading in Challenging Times
· Chapter 2: Professionalism
· Chapter 3: Nurse Man
post#3 cristal: One exceptional leader I’ve encountered was my first nurse manager when I was a brand new nurse. She had a very positive impact on my nursing practice. She provided effective communication by giving feedback, providing guidance, and encouraging open dialogue with her. She was supportive and empowered me by sharing knowledge and resources, fostering respect and trust, and encouraging me to take part in organizational goals. Importantly, she led by example. She was always willing to jump in and help when needed, from changing a bed to taking a patient to the restroom. She was inspiring and motivating, truly upholding the values of the organization. Her stellar leadership trickled down to the entire unit, creating a practice environment of trust, respect, and teamwork. The unit was a team, tackled problems together, held each other accountable, and celebrated our victories. According to the AACN, this nurse manager had several of the key leadership skills essential to her role. Communication-it is needed to share information clearly and encourage teamwork among other things. Collaboration-needed to work effectively with the bedside nurses and techs, doctors and ancillary staff as well as the administration (Nursingworld.org, 2023). She demonstrated some democratic and the transformational leadership styles. Transformational style is a way of inspiring nurses to see and reach their potential. It is similar to a mentor (Nursingworld.org, 2023). I am so grateful to have worked with her as I do believe she helped me become the nurse I am today.
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