Management in the Nursing Practice - Research Paper Example

Policy Boundaries Introduction Management in the nursing practice as a leadership issue entails a significant factor of consideration for nurses. Nurse leaders often face escalating issues and controversial reception from the co-workers and subordinate employees within the facility due to the hostility of co-existence among the employees. These factors necessitate the need to understand various leadership styles and accommodate them accordingly within the nursing practice (Hauck, Winsett & Kric, 2013). Leadership styles employed within the practice determines the success of the various policies and quality of service delivery achieved within the institution (Dossey & Keegan, 2013). In this context, nurses leader hold both the qualities and capacities of employees as well as managers. These requirements define the element of the working relations within the institution. This provides the need to define the policy boundaries for the issue of nurse management strategies to apply in the institution. Historical and current perspective of leadership styles in nursing Historically, the issue of leadership pertains to an emergent relationship among the nurses within a relatively sensitive field. The quality of healthcare achieved within the nursing facility matters a great deal considering the sentimental value attached to nursing practice. Since the time of Florence Nightingale, the most compassionate and successful nurse of historical times, to the current nursing fraternity, the profession continues to evolve remarkably with respect to the nursing management capacity and working relations. The success of nursing leadership style determines the consequential achievement and utilization of available resource of labor in delivering services. As a nurse practitioner, I realize the need for understanding the capacity of leadership from a personal experience. In this practice, I had the opportunity to serve under various nurse leaders that managed the facilities I worked within. In this course, I encountered the leadership of nursing institution from the perspective of a compassionate, team-spirited nurse leader, and that of an authoritarian leader who managed and drove all aspects of decision making without regard for the other staff. These leadership styles in their application within the current working space of the nurses caused various observable features that create the need to evaluate leadership styles as applied by nurses within the management capacity of the nursing institutions. The observable trends in the nursing facilities experiences both aspects of leadership styles with respect to the contextual application of working relationships. Teamwork is a virtual factor of success while working in a service delivery capacity. The nursing profession requires significant interaction among the nurses to achieve the success needed in meeting the needs of the users of the service. The patients require various interdisciplinary care that is available within the team facilitating care. However, while this is true f the working staff, unless they work as a team, and the leader in her capacity serves as a worker, the team may not achieve the success required or expected (Howatson-Jones, 2013). Therefore, in this factor, the success of the nursing leadership styles is at stake for the course of service delivery. Logically, the nursing g leadership approach from an authoritarian approach will cause the nurses to break the harmony and cohesion of working causing issues of friction within the working fraternity. Thus, the need to establish successful relations among the various employees as employed in the practice. Firstly, considering the element of team spirit, the leader ought to facilitate the working environment for the other nurses as employees to deliver service to the patients and clients (Wong & Laschinger, 2013). However, when the policy of leadership used to approach the leadership role does not meet the expectations of the employees, this result in friction among the workers, hence the considerable friction arises among the leadership and the other employees. Legislation In the context of the legal reception to the issue of leadership, various institutions of nursing practice develop different approach policies towards the nursing leadership issue. These localized and personalized policies facilitate the regional and at a large coverage, the national policies regarding nursing management as a leadership issue. The legislation within the national level factors in several elements of the need to establish workable relations among the employees and the management capacities within the institutions of health facilitating nursing care. The factor entails the need to establish guidelines towards covering the arising concerns towards the maltreatment of the nurses within the employee capacity. The organizational approach towards the management of the nursing facilities and the employee working relations in the context factors in the various elements essential in the issue (Boltz, 2012). For instance, in the policy formulation factor, the subject of effective communication remains key in establishing successful nurse leadership to employee relations. The policies relating to employee to manager relations emphasizes on the need to have a workable communication channel and platform for the successful working of the team as expected. Additionally, the consequential effect of nursing communication leads to the case of determining the personal leadership styles, as depicted in the context of the two leadership styles, the authoritarian and teamwork approach to leadership. These two leadership styles of approach rely on the communication as applied in the working relations among the employee and the leader (Porter-OGrady & Malloch, 2013). Inadequate personal motivation traits related to communication factors can create a relationship of working that does not favor the success of the leadership style. Moreover, in the legal composition of the polices regarding management of the nursing fraternity, another factor of consideration is the engagement of the stakeholders. Nursing fraternity and the nursing service capacity entails the leader, the employee nurses, and the patients as clients and community as stakeholders in the issue. Thus, the perception of the spirit employed in developing the policy entails a successful consideration of the various stakeholders for the success of the facility in delivering the quality of care as needed (Benton, 2009). Leadership policies of the institution of nursing depend significantly on the level of involvement of the stakeholders in the contextual issue of service delivery (Hutchinson & Jackson 2013). When the leader lowers themselves to the capacity of other employees to work and manage the situation encountered by the sub-ordinate staff, the working relation has a team approach and hence remains successful. However, when the leader makes decisions regarding practice without considering the feelings and perceptions of other employees in the practice, the approach appears authoritarian hence affecting the policy of establishment in the working relations. Thus, the legislation in place of the healthcare bills considers the need to observe respect of personal attributes and preferences by the nurse leaders to manage the employees working within the capacity of the sub-ordinate staff. Executive decisions Executive decisions regarding the practice in nursing entertain the various relations among the nurses and the leadership in practice. The personal characteristics of leadership style chosen by the executive factors the subject of success in delivering service to the clients. The effective incorporation of the various stakeholders in the decision-making processes is an element of successful management and leadership approach to nursing practice (Wheatley, 2010). For instance, in the leadership styles in consideration, the first nurse leader applied the aspect of equality and consideration of other consultative capacities in making the executive decisions regarding the practice. Consequently, the effect was that the employees worked cohesively and remained motivated throughout in delivering quality care to the clients. On the contrary, the authoritarian leader only considered their opinion towards the various elements of nursing practice. This consequently resulted in controversial reception by the employees due to the approach to executive decisions regarding the practice. Thus, considering these factors of engagement of the stakeholders, the observable factor of policy consideration is that, the policy regarding executive decisions needs to incorporate all the stakeholders accordingly for success (Ousey & Gallagher, 2007). The policy regarding executive decisions affects success level of the quality of care achieved in the institution of care as applied and practiced by the leadership. Court decisions In the past, decisions regarding nursing leadership often resulted in consequential cases that ended in the court perspective. The cases regarding the leadership and their treatment towards the subordinate staff often involved issues of disgruntled workers due to the issue of leadership as employed (Ousey & Gallagher, 2007). Additionally, such cases also result in elemental issues affecting the clients and their dissatisfaction with care due to managerial issues. Thus, such factors considered the legal polices in place from the national healthcare laws as well as, those of the workers and employees relations (Benton, 2009). Thus, such national legislation approaches are essential in facilitating the policies regarding the issue of nursing management and leadership. References Benton, D. (2009). Nursing practice, policy and change. Nursing Standard, 16(2), 28. Retrieved from http://search.proquest.com/docview/219825682?accountid=458 Boltz, M. (2012). Evidence-based geriatric nursing protocols for best practice. New York: Springer Pub. Co. Dossey, B. M., & Keegan, L. (2013). Holistic nursing: A handbook for practice. Burlington, MA: Jones & Bartlett Learning. Hauck, S., Winsett, R. P., & Kric J. (2013). Leadership facilitation strategies to establish evidence –based practice in an acute care hospital. Journal of Advanced Nursing, 69(3), 664-674. Doi:10.1111/j. 1365-2648.2012.060653.x Howatson-Jones, L. (2013). Reflective practice in nursing. Exeter: Learning Matters. Hutchinson, M., & Jackson, D. (2013). Transformational leadership in nursing: towards a more critical interpretation. Nursing Inquiry, 20(1), 11-22. Doi:10.1111/nin. 12006. Ousey, K., & Gallagher, P. (2007). The theory-practice relationship in nursing: A debate. Nurse Education in Practice, 7(4), 199-205. doi:http://dx.doi.org/10.1016/j.nepr.2007.02.001 Porter-OGrady, T., & Malloch, K. (2013). Leadership in nursing practice: Changing the landscape of healthcare. Burlington, Mass: Jones & Bartlett Learning. Wheatley, M. (2010). Nursing practice, policy and change. Nursing Standard, 14(36), 24. Retrieved from http://search.proquest.com/docview/219789459?accountid=458 Wong, C. A & Laschinger, H. S., (2013). Authentic leadership performance, and job satisfaction: the mediating ole of empowerment. Journal of Advanced Nursing, 69(4), 947-959. Doi:10.1111/j. 1365-2648.2012.06089.x Read More