Efficient management and leadership depend on a wide spectrum of factors and conditions, including theoretical perspectives and empirical evidence. While working in hospital, a good manager and a nurse leader should learn the peculiarities and approaches to enhancing communication between nurses and patients, as well as between managers and their subordinates. There should be important steps and principles to accomplish the established goals, including a consistent framework within which the quality of communication and collaboration between the nurse professionals is increased (DeSilets, 2007). Therefore, integration of theoretical knowledge to the practical field is obligatory to define whether personal experience fits the standards (Parket, 2006). Apart from professional approach to treating patients, nurses should be aware of the social and cultural backgrounds of their patients that can significantly improve the contact between nurses and patients and allow professionals to gain a full realization of specific factors causing health problems. A collaborative model and shared decision-making, therefore, are among the prioritized conditions for managing my organization.
Understanding the power of empowerment is as important as establishing a favorable environment within a hospital (Chinn & Kramer, 2008). In this respect, the power of knowledge is significant in monitoring all operational processes and advancing the cooperation between the staff members. Moreover, Chinn and Kramer (2008) argue, “nursing involves processes, dynamic, and interactions that are most effective when the five knowing patterns of empirics, aesthetics, personal knowing and emancipatory knowing come together” (p. 3). In this respect, knowing patterns can ensure significant progress and innovation that will advance the quality of health care and provide a solid basis for developing new nursing strategies of cooperation.
Interprofessional teams are possible to create in case each member of the nursing staff has conceived such concepts as wisdom, motivation, and self-confidence. Looking these qualities from personal perspectives, my primary goal is to understand all those personal dimensions and define how they can be applied in a health care environment. A number of problems related to these qualities can occur in case nurses neglect those aspects. Hence, absence of training and education among staff can hamper the process of constant improvement and prevent nursing from strengthening their performance.
Before introducing improvement to the workplace setting, specific emphasis should be made on problem identification, which is the paramount condition for filling in the gap. A carefully built action plan can eliminate difficulties in defining the problems and making decisions. In this respect, being an effective nurse leader, it is necessary to learn the steps that will facilitate professional growth and development among other members of our organization (Cardin & McNeese-Smith, 2005). Thus, my goals and objectives are possible to achieve if five steps of exemplary leadership will be implemented. To begin with, planning and outlining the goals should be presented. Second, a nurse leader should inspire other professionals to share their decisions on the way to progression. The process of goals accomplishment should always be challenged by various theoretical and practical evidence. Motivation, as an important condition of excellence performance, should also be introduced to make others act in accordance with the established goals. Finally, personal incentives should encourage others feel the internal responsibilities for all operations within a hospital. In other words, each person should be fully aware of the essence of the identified objectives.
References
Cardin, S. & McNeese-Smith, D. (2005). A model for bridging the gap: From theory to practice to reality. Nursing Administration Quarterly, 29(2), 154–161.
Chinn, P. L., & Kramer, M. K. (2008). Integrated knowledge development in nursing (7th ed.). St. Louis, MO: Mosby
DeSilets, L. (2007). Using objectives as a road map. Journal of Continuing Education in Nursing, 38(5), 196–197.
Parker, M. E. (Ed.). (2006). Nursing theories & nursing practice (2nd ed.). Philadelphia: F.A. Davis Company.