a) Personal and professional accountability
b) Career planning
c) Personal journey disciplines
d) Reflective practice reference behaviors/tenets
2) Identify nursing leadership traits and discuss how you will use your current leadership skill set to advocate for change in your workplace in your daily practice of nursing..( You may elaborate about my intention to create a meaningful, inspiring, and exciting work place at hospital by being a visible leader , utilizing my critical-thinking skills ,communication skills and problem-solving skills. And also you can describe something about transformational leadership styles with its positive effects at work place)
3) Identify one personal goal for your leadership growth and discuss your implementation plan to achieve that goal.( My goal is to become a Clinical Nurse Leader to assure that evidence-based practice is integrated in patient care so that patients will benefit from the most current and innovative delivery of care possible.
I will utilize my leadership skills by, becoming a facilitator of change in my work place; I will empower others, to build a strong team work and be able to effect changes and improve patient outcomes and expectations. First I will become the change I want to see in my work place, since a significant number of staff nurses feel incapable in their jobs and are unable to operate separately, or even speak up, about concerns or suggestions. This feeling of powerlessness creates job discontent, stress and burnout, hence lead to unproductive nursing that compromise patient safety or the nurse’s responsibility as a patient advocate. In addition, I will implement communication strategies, where I will encourage practice of assertive communication among nurses instead of passive and aggressive conducts (Heifetz, Grashow, & Linsky, 2009).Finally, I will establish a supportive environment for my colleagues; expressing respect, concern, trust and confidence. This support environment will ensure, that every one gets involved, deal patiently with unexpected changes, and everyone becomes proactive rather than reactive.
Exploration of organizational strategies, leadership theories and societal trends with implications for decision making in health care. Introduction to management skills needed by professional nurses with clinical application in diverse settings. Prerequisites: , , .
A voluntary, paid three-week clinical elective for nurse cadets. The primary focus is to provide nurse cadets with at least 120 hours of clinical experience utilizing military, leadership, clinical nursing, administrative and interpersonal skills working side-by-side with an Army Nurse Corps officer preceptor. Prerequisite: 3 years of ROTC, .
Lists and analyzes strengths and weaknesses based on each of the listed content areas, and draws on evidence from the given Web site.
25.0 % Discussion of use of current leadership skills to advocate change in the workplace.
Personal reflective on individual behaviors is assessed through looking for integrity in leadership, appreciation of ambiguity of working environments, leader’s diversity, ability to use different perspectives in decision making, identifying the potential within oneself, willingness to learn, developing the intellectual and emotional self, having balance in the nursing practice (Titzer, 2011). These can also be considered to be leadership skills that can be used to advocate for change in the nursing sector. The tenets and behavior guidelines are developed for the purposes of guiding personal reflection of individual leadership behaviors. This is a weakness and a challenge for me as a nursing supervisor. I find personal reflection difficult because it is difficult not to be biased in one area or the other. I am not able to handle things like environmental ambiguity with ease and in the other hand; I am able to exercise integrity and appreciation of diversity (Titzer, 2011).
Identify one personal goal for your leadership growth and discuss your implementation plan to achieve that goal.
My personal nurse view- As working as a charge nurse in an outpatient hemodialysis facility, I take responsibility and accountability for my individual actions and the care provided by those who work under me such as junior nurses and patient care technicians. I make sure any actions from anyone do not compromise patient safety and quality patient care. I am a member of American Nurses Association .My future plan is to take certification in nephrology nursing which is the specialty in my current practice. Certification empowers knowledge, skills, abilities, and experience beyond the scope of RN licensure (AACN, 2014). Communication skill is one of the essential qualities for a good nurse leader and advocate; many nurses lack this important quality which causes misunderstanding within coworkers and patients. I believe, I am pretty good in this area to convey the right message in right time to the patients, colleagues and the management. An area I need to develop is managing the business. Due to lack of experiences in this field, I am weak in financial management.
1) Lists and analyzes strengths and weaknesses based on each of the listed content areas, and draws on evidence from the given Web site.
2)Discusses specific changes that can be made in the workplace are discussed, while giving clear and relevant examples for why changes are necessary. Evaluates how personal skill set can be used to effect change in workplace.
3)Provides a thoughtful reflection on areas for growth. Pinpoints at least one specific goal for leadership growth, and outlines a well-organized and realistic implementation plan to meet the goal.
4)Thesis and/or main claim are comprehensive; contained within the thesis is the essence of the paper. Thesis statement makes the purpose of the paper clear.
5)There is a sophisticated construction of paragraphs and transitions. Ideas progress and relate to each other. Paragraph and transition construction guide the reader. Paragraph structure is seamless.
Some of the skills that I posses and can use to advocate for change include effective communication skills, planning skills, leadership skills, interpersonal relationship skills, problem solving skills, negotiation skills and networking skills (Nagelkerk, 2005). These skills are necessary in rallying the workers behind a change project being advocated for. The interpersonal skills can be used to collect the views and ideas of the different workers and decision making skills will help me to reach at the best decision considering these views. Negotiations skills will help me to sell ideas for change to others in the organization and in the external environment. Networking skills helps to coordinate the internal and external environments to facilitate change. Planning skills help to structure a change strategy that is realistic and achievable. These skills facilitate success in the nursing career and develop the health care sector in general (Nagelkerk, 2005).
Members include practicing nurses, instructors, researchers, policy makers, executives, entrepreneurs and others.The mission of the society is dedicated to developing excellence in practice, education, research and leadership to enhance world health.
The society promotes nursing excellence through its initiatives in research, leadership, an electronic library, programming, and publications and develops and distributes nursing knowledge for use in practice. Cynthia Caroselli, associate hospital director, Mount Sinai Medical Center, New York, 212/241-8802 or Sister Rosemary Donley, professor of nursing, The Catholic University of America, Washington, DC, 202/319-6469 or Jo Ellen Koerner, Jo Ellen Koerner & Associates, Sioux Falls, SD, 605/332-1242 or Pamela Levi, dean and professor, School of Health Sciences, Georgia College and State University, Milledgeville, GA, 912/445-4004 or Renatta Loquist, University of South Carolina College of Nursing, Columbia, SC, 803/777-4499 or Marla Salmon, associate vice president, Woodruff Health Sciences Center and CEO, Nell Hodgson Woodruff School of Nursing, Emory University, Atlanta, GA, 404/727-7976 or Connie Sobon Sensor, New Jersey City University, Jersey City, NJ, 201/200-3135 or Kathleen Sanford, vice president of nursing, Harrison Memorial Hospital, Bremerton, WA, 360/792-6702 or Linda Aiken, professor of nursing and sociology, University of Pennsylvania School of Nursing, Philadelphia, PA, 215/898-9759 or Margaret Sovie, University of Pennsylvania School of Nursing, Philadelphia, PA, 215/898-9927 or Carol Bradley, vice president, Patient Care Services, Huntington Hospital, Pasadena, CA, 626/397-5555 or Claire Fagin, project leader, Burden of Care, Milbank Foundation, New York, NY, 212/581-4752. Peter Buerhaus, director of Harvard Nursing Research Institute, 617/432-0217 or Nancy Dickenson-Hazard, chief executive officer, Sigma Theta Tau International, 1-888/634-7575 or Patricia Thompson, president, Sigma Theta Tau International, 1-888/634-7575 or Amy Macke, public relations specialist, Sigma Theta Tau International,1-888/634-7575 or References American Association of Colleges of Nursing, "Graduations of New Nurse Practitioners See Strong Increase," March 1999.American Demographics, "When Boomers Meet the Reaper," September 1993.American Organization of Nurse Executives, "Nurse Staffing Survey," February 1999.Buerhaus, P., Staiger, D., & Auerback D.