Transforming Leadership In Nursing
Transformational leadership is defined as a visionary leadership style that seeks to effect change. Transformational leaders have traits that demonstrate a vision for change and goal achievement (Schober, 2016). Such leaders should conduct frequent self-evaluations in which they critically evaluate their leadership abilities. The personal assessment is critical because it helps to raise awareness and identify the areas that require change and improvement in order to yield transformation. Transformational leadership and frequent self-evaluation are critical value requirements for a professional leader in the nursing profession (Babaev, 2017).
Individuals and society as a whole benefit from the nursing profession. The responsibilities are intended to ensure that the nursing profession improves its goals of protecting, promoting, and restoring clients’ health status. Nursing is primarily concerned with humanizing treatment procedures and the recovery process. The nursing profession is an important part of the transformation of healthcare delivery. Nurses must be leaders in order to provide quality health care. Nurses contribute to change by designing, implementing, and evaluating healthcare system reforms. Nursing leaders are advocates who work to reform various systems. In addition, nurses work as full partners in a clinical team by conducting evidence-based research and testing improvements in practice before implementing them to ensure they meet healthcare policies and standards (Schober, 2017). Nurses in leadership positions in treatment facilities are thus tasked with improving quality care to patients in the face of other obstacles. To achieve the goal, leaders must envision and address the necessary changes in the context of immediate care. It is also critical to consider the larger context. For example, determining the acceptable level of risk in the organization’s delivery system’s practice and healthcare. In such a case, the decision-making process becomes complicated, and the leader must use advanced skills to solve practical dilemmas. The advanced nursing practice programme aims to provide nursing leaders with the skills they need to continue the transformation of healthcare delivery.
Leadership that is transformational
In nursing, transformational leadership entails getting a group to focus and commit to a course of action. The leader identifies a need for change in the healthcare delivery system, develops a vision for change, and motivates the healthcare team to make the desired change a reality. Leadership is the creation of social influence in such a way that the social group provides aid and support aimed at achieving an objective such as task completion (Giddens, 2017). Nurses in leadership embrace empowerment and a group-focused mentality to ensure that people get on board.
Transformational leaders exhibit a variety of exceptional characteristics. These characteristics enable the leader to effect change by being a change agent himself/herself (Schober, 2016). Leaders who are charismatic are admired. Others are enthralled by such leaders and identify more with their perspectives. Self-motivation is essential for a transformational leader. Self-motivation provides a sense of internal control. The leader’s inner passion and drive for success inspire other nurses to join him in improving practises. The leader must also be intellectually capable and curious and must be challenged to question general assumptions. Such a level of interest and integrity provides the leader with the opportunity to learn, improve their skills, and share their knowledge with their team. Finally, nursing leaders must develop the habit of providing individual attention to team members. Individually focusing on the needs of nurses in a team communicates a powerful level of acceptance, care, and appreciation (Schober, 2017). It encourages team members to commit and makes better healthcare delivery possible.
The Doctorate of Nursing Practice (DNP) focuses on three essential elements of leadership practice: scientific underpinnings of practice, organizational systems leadership for quality improvement and clinical scholarship, and analytical methods for evidence-based practice (Babaev, 2017). Within an organizational setting, the essentials foster transformation among leaders. A leader should be aware of the scientific foundations that guide nursing practice in essential I. The founding theories are derived from the social and natural sciences. Any practice transformation should be consistent with nursing science and middle-range theories, and the role of these theories in the foundation of nursing as a discipline should be recognized (Adams, 2015). The goal of Essential II is to describe organizational preparation and leadership systems, with an emphasis on the effects each has on healthcare delivery and outcomes. Before embarking on a course of change in an organization, it is critical for the leader to consider the possible outcomes. In essential III, a leader must be honest in his or her interpretation and application of evidence-based practice. A transformational leader’s role is to address graduates’ perspectives and ability to integrate theoretical concepts and human elements (Babaev, 2017). Individually, graduates should adopt an inquiry-centred practice. It is critical for transformational leaders to understand the significance of clinical research, guidelines, and design methods.
Personal Evaluation
Personal Strengths Evaluation. My leadership style is defined by five characteristics: being a people mover, a truth seeker, a natural therapist, an ambassador, and an advocate. These characteristics are assets of a leader.
A people mover and shaker. Being a people mover is a skill that I will use to compel people to commit to goals that will result in transformation. People who interact with me are nurtured and motivated by me. I frequently become the leader of the majority of groups. Members are generally pleased with my leadership and rely on me for mentorship. As a result, I will lead them to achieve the goals of change. I will make an effort to stay in touch with my friends by calling, texting, and emailing to see how they and their loved ones are doing. As a result, workers will have an overall sense of well-being, which is critical for job performance.
The habit of seeking the truth. When I’m with people, I’m motivated by fairness and justice. Before making a decision, I consider all facts, evaluate the risks involved, and strive to make a fair and logical decision. I intend to use this strength to promote transparency and inclusive leadership.
A knowledgeable tour guide. People usually refer to me as a natural counsellor. I have excellent listening skills and can empathize with people as they tell me their stories. I provide a safe space for people to explore their options, examine their decisions, and express their fears. I also have mediation skills that allow me to defuse a hostile situation and keep a peaceful environment by assisting conflicting parties in finding common ground. When working with groups, I am the person in the middle who looks after everyone’s needs. To transform group culture, I will use my expertise in guiding to ensure that team members make wise decisions and deliver when assigned roles. I will also challenge employees to do their best, which will aid in the realization of transformations.
The representative. I excel at ambassador skills because I have a natural ability to handle a variety of situations efficiently and gracefully. I’ll be resolving conflicts and maintaining team cohesion. People will be sold ideas and strategies, and I will persuade them to join my project. When working with people, I will prioritize recognizing individual contributions and fostering positive relationships among team members. To foster performance, I will create an open and supportive working environment.
The role of advocacy. My advocacy works in tandem with my ambassadorship. I frequently serve as the group’s spokesperson. I am particularly interested in logic, critical thinking, and the need for justice. With my logical and persuasive nature, I work for justice and fairness, being persistent and upbeat. I will be dedicated to leading on the front lines and developing change strategies. I will also advocate for the improvement of policies and operational standards.
Leadership Evaluation
I received 23 points as an experienced guide, 21 points as a truth seeker, 20 points as a people mover, 19 points in the ambassador section, advocacy, and as a creative builder after completing the leadership survey. According to the assessment results, I am a transactional leader. The goal of transactional leadership is to manage and maintain the situation. Wise leadership is inclined more to find opinions and inputs from other people (Galford & Maruca, n.d). (Galford & Maruca, n.d.). One of my strongest leadership abilities is my ability to mediate. I like to give people the opportunity to explore and test their abilities. I also try to find the truth in situations. I can also persuade others to agree with my viewpoint. I am self-motivated and value honesty. In various situations, I take the initiative to manage the situation.
I intend to apply my leadership abilities to become a transformational leader. I will motivate and persuade people to contribute their time and skills to a change project by focusing on change. Because I value people on a personal level and care about their well-being, I will continue to practise this habit in order to entice them to become committed. I will also set visionary goals, solicit feedback, and make the best decisions possible based on all possible outcomes. I will become a transformational leader by engaging in and enforcing change.
Transformational Leadership and Professional Nursing Practice
I would use my transformational leadership skills to improve patient safety, care days, patient satisfaction, and nurse retention.
Patient safety and care days are being improved. Transformation is required to assess the efficacy of ongoing medical care. According to (Boamah, 2017), in order to improve a patient’s safety and increase effective care days, programmes that focus on a comprehensive and intensive treatment plan must be developed. Some of the interventions that would be implemented include providing personalized care to all patients, involving patients in their treatment plans, and following up with patients on a variety of issues such as aftercare schedules, medication adherence, and progress with health-behaviour change programmes.
Enhancement of Patient Satisfaction. Nurses in leadership positions play an important role in tailoring the nursing experience to improve patient satisfaction during recovery (Hutchinson & Jackson, 2012). Transformational intervention would entail developing practices that improve care delivery. Involving the patient’s support systems in the recovery process and using a theoretical framework to ensure a human and comfortable recovery experience are two interventions. Employee education and the transformation of an organization’s care provision culture would be required to accelerate change.
Retention of Nurses. According to research, the majority of professional nurses in the field are dissatisfied with their jobs and intend to leave in the next five years (Gardner, 2010). An increasing number of nurses report experiencing overwhelming workplace stress. In terms of work arrangements and work experience, I would concentrate on developing programmes that are appealing to nurses. For example, providing flexible work schedules, fair labour compensation, promotion opportunities, and opportunities for further education and career advancement. According to Boamah (2017), the cost of replacing nurses is higher than the cost of retaining them. According to research, nearly 30% of nurses leave the profession one year after orientation (Hutchinson & Jackson, 2012). Intervention programmes would aim to ensure that the majority of nurses are interested in continuing their careers after orientation.
Conclusion
The Doctorate of Nursing Practice prepares nurses to be transformational leaders in the nursing profession. The doctorate programme focuses on personal characteristics and how to transform a leader’s characteristics and leadership style to fit transformational roles. Personal and leadership assessments are important tools for determining a leader’s progress and effectiveness in a transformational role. A leader is qualified as a doctorate nurse to introduce intervention strategies that will influence and motivate their team to commit to the course of change. The changes would be responsive to the needs of the patient and aimed at improving care quality through a patient-centred approach. Leadership skills would be put to use in areas such as nurse retention, improving patient safety and care days, and increasing patient satisfaction.
References
Adams, J. (2015). Theories Guiding Nursing Research and Practice – Making Nursing Knowledge Development Explicit Fitzpatrick Joyce J and McCarthy Geraldine (Eds) Theories Guiding Nursing Research and Practice – Making Nursing Knowledge Development Explicit 384pp $70/£41.93 Springer Publishing 9780836164049 0826164048. Cancer Nursing Practice, 14(2) 11-11. doi:10.7748/cnp.14.2.11.s13
Babaev, A. (2017). Transformational leadership. Journal of Nursing & Care, 06(03). doi:10.4172/2167-1168-c1-045
Boamah, S. (2017). Linking Nurses’ Clinical Leadership to Patient Care Quality: The Role of Transformational Leadership and Workplace Empowerment. Canadian Journal of Nursing Research, 084456211773249. doi:10.1177/0844562117732490
Galford, R. M., & Maruca, R. (n.d.). Leadership Styles Assessment Test Your Leadership Legacy. Retrieved from http://www.yourleadershiplegacy.com/assessment/assessment.php
Gardner, B. D. (2010). Improve RN retention through transformational leadership styles. Nursing Management (Springhouse), 41(8), 8-12. doi:10.1097/01.numa.0000384003.09214.ed
Giddens, J. (2017). Transformational leadership; What every nursing dean should know. Journal of Professional Nursing. doi: 10.1016/j.profnurs.2017.10.004
Hutchinson, M., & Jackson, D. (2012). Transformational leadership in nursing: towards a more critical interpretation. Nursing Inquiry, 20(1), 11-22. doi:10.1111/nin.12006
Schober, M. (2016). Overview of Advanced Nursing Practice. Introduction to Advanced Nursing Practice, 1-6. doi:10.1007/978-3-319-32204-9_1
Schober, M. (2017). Strategic Planning for Advanced Nursing Practice. Strategic Planning for Advanced Nursing Practice, 9-33. doi:10.1007/978-3-319-48526-3_2
Schober, M. (2017). Theories of Social and Healthcare Policy. Strategic Planning for Advanced Nursing Practice, 35-47. doi:10.1007/978-3-319-48526-3_3
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Question 
TOPIC: Benchmark – Comprehensive Assessment Part Two: Outcomes and Reflection
Use the information collected in the competency matrix that you created for Comprehensive Assessment Part One to address the following prompts as directed. Each response should be 500-750 words.
Transforming Leadership In Nursing
Your responses should concisely demonstrate the synthesis of knowledge gained in the program and the relevant application of knowledge into your practice. You are further required to cite relevant and specific evidence from your coursework to demonstrate your achievement of these programmatic outcomes and corresponding competencies.
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