As a future leader, an advanced registered nurse practitioner (ARNP) is expected to provide excellent care and serve as an example of a qualified professional. The forces of magnetism that include organizational structure, quality of nursing leadership, care, and improvement, interdisciplinary relationships, and other related points should be targeted by ARNP leaders in their practice. The evidence shows that an engaged nursing workforce is the key to successful service planning, delivery, and monitoring (Manges, Scott‐Cawiezell, & Ward, 2017). Even though there are various leadership styles, the selection of which depends on a particular setting, transformational leadership seems to be the most appropriate for empowering the forces of magnetism and nursing profession progress. The identified style implies the adoption of the latest policies, processes, and technology to reinvent care approaches and implement evidence-based interventions.
Transformational leadership needs to be supplemented by the elements of exemplary leadership to reflect the passion for nursing and stimulate the team members to create a clear vision of nursing, both individual and collective. Anonson et al. (2014) consider that the team should contain proactive and conscious nurses who are committed to their responsibilities and view professional development as an integral part of their careers. The leader should communicate to employees the sense of optimism that is especially beneficial in critical situations, which also should be resolved via interprofessional collaboration (Anonson et al., 2014). It is rather important for the leader to promote mutual trust, respect, and contextual intelligence in the team so that each member may rely on other nurses and seek advice if necessary.
Open communication and active participation of all nurses in the planning and treatment of the inpatient processes are other goals, the pursuit of which should be associated with providing inspiration to others. According to Manning (2016), the leader should establish personal relationships with every team member, learn strong and weak points, and master the skills of teaching. The formation of personal connection with the staff allows practicing effective mentorship and training, which, in turn, contributes to the ongoing quality improvement (Manges et al., 2017). At the same time, attention should be paid to the context of care, including the hospital and the community. Cultural, social, and ethical considerations are essential to choose and adjust the professional models of care to meet patients’ needs. The leader should ensure that the staff feels comfortable while interacting with each other (Morris & Matthews, 2014). In case of any communication problems, tools for better understanding are to be provided, such as group discussions, active listening, empathy skills, and conflict-solving competence conflict-solving competence.
To create a transparent and friendly organizational structure, decision-making and critical thinking skills should be developed by the leader and encouraged in employees. The moral principles matter in terms of consultancy and autonomy when ethical dilemmas sometimes need to be resolved rapidly. Crisis management and ethic-of-care should be adopted by the leader to make sure that the decisions made by nurses are ethical, patient-centered, and evidence-based (Anonson et al., 2014). The perspective of ethic-of-care proposes the empathetic approach to the expectations and health needs of patients, which should be explained by the leader to the staff. More to the point, the specified approach should be used to create strong interdisciplinary cooperation based on open communication and the readiness to assist colleagues. In combination, the proposed team vision, communication, and staff participation would promote the forces of magnetism and make the nursing profession more effective for patients’ physical, psychological, and emotional health outcomes.
References
Anonson, J., Walker, M. E., Arries, E., Maposa, S., Telford, P., & Berry, L. (2014). Qualities of exemplary nurse leaders: Perspectives of frontline nurses. Journal of Nursing Management, 22(1), 127-136.
Manges, K., Scott‐Cawiezell, J., & Ward, M. M. (2017). Maximizing team performance: The critical role of the nurse leader. Nursing Forum, 52(1), 21-29.
Manning, J. (2016). The influence of nurse manager leadership style on staff nurse work engagement. Journal of Nursing Administration, 46(9), 438-443.
Morris, D., & Matthews, J. (2014). Communication, respect, and leadership: Interprofessional collaboration in hospitals of rural Ontario. Canadian Journal of Dietetic Practice and Research, 75(4), 173-179.