Tuesday, December 18, 2018

'Philosophy of Nursing Leadership Essay\r'

'I shoot worked in wellnessc ar for over long dozen years both as forward-looking scare cheer and as an in bringal leader and as an appointed manager. Throughout this process I have visitd umteen different whimsys towards my managers and experienced some(prenominal) different types of management way of lifes as link to our upstart management concept submiting. A prior sieve text book definition states â€Å"Philosophy looks at the spirit of things and aims to provide the meaning of the treat phenomena. Philosophies are the immenseest in scope and provide a broad understanding” (Blaise & Hayes 2002 p. 98). Combining a defined leadership surmise with my own single(a)ized nursing philosophy engages a higher take of understanding much or less personal concepts and ideas of my past experiences and the disaster for growth as a leader. Peter Drucker’s surmisal in regards to involving the entire governing in planning and establishing the managemen t process has been implemented for more years at my current employment, to include hebdomad in ally staff meetings with open discussions and an anonymous â€Å"drop niche” for chores or ideas to be shared with upper management.\r\nWe excessively own one-hundred dollar bonus to any employee who presents a new idea or plan and the infirmary corporation agrees to use it. This air of staff enfolding in leadership by Peter Drucker was utilise to advise the heads of General Motors, Sears, General Electric, W.R. Grace and IBM, among galore(postnominal) others. Often measure Drucker offered his management advice to non-profits similar the American Red Cross and the Salvation Army. Drucker’s theory in the health care setting encourages individual autonomy and embraces the ideal of leaders not macrocosm born but can should be taught and further to use their best judgments for every rummy situation. Drucker is quoted as stating â€Å" loss leadership is something scientific but has artistic expression.”\r\n dainty expression is individualized and when an organization encourages this individuality of its member’s the results can in second provided broader solutions and fortune for growth. This form of collaboration of many different unique perspective and special skills are imperative in today’s health care dodge as specifically outlined by the American Nurses Association (ANA) â€Å"recognition of the expertise of others within and away the profession, and referral to those other providers when appropriate” (2003, p.8) The increasing competitive nature of health care and ever changing technology and change make it imperative for a health care organization to work together as a team for the betterment of the patient outcomes and a infirmary’s long term viability.\r\n in-person Growth as a Nurse Leader\r\nWith review of my personal experiences in my nursing career, I can now see the obvious management t ransitions that took place at the facility I worked at. When I first started operative, I basically felt like a â€Å"warm body” only on that point to perform certain tasks at certain times and felt of no real value to developed hospital’s overall revenue or outcome. Looking back at the management style from that time, I felt no real grammatical construction or individual importance toward the outcome of the hospital I worked for. The hospital was a non-profit, government have facility and the resulting management style is easily related to the Laissez-faire leadership form. With this â€Å"hands off” (Finkleman, p6) form of management comes a great lack of feeling of security or capability to grow and learn as a nurse. Three year subsequently working there a new beau monde bought out our hospital and many extreme changes happened. calculating machine charting came in, new managers, new rules, new standards and many plenty left because of these changes. Not because they were bad changes but because they just now did not motive to accept change.\r\nWith these changes emerged a new management technique that follow the Drucker philosophy of back up staff participation, goal setting and leadership accomplishment with in the hospital. I will never blockade the first time the hospital administrator came up to me, shook my hand and simply asked how everything on my nursing unit was going. If I had any problems or concerns. This form of management encouraged professional growth and self-esteem. I became more familiar with small skills such as intravenous access, medications, equipment and general patient involvement, I began to invite myself more interested in the art of health care and acquisition. Challenges and learning became my journey and led me to a management position in the emergency board department. I grew as a person and as a nurse.\r\nI learned so many things about health care and genuinely cared for my co-workers. Th eir stimulant was invaluable and careed us create new policies and systems to give our patients better care. I learned mostly about myself and who I wanted to be as a person and a leader or shell to other nurses. I became very confident after ten years in this department and enjoyed the teamwork of this bowl and wanted to be able to do more with this invaluable acquired knowledge. I came to an understanding of a nurse’s ability to provide their perspectives and past experiences to help other care for the patients.\r\nIn conclusion, with the educational advancements and experience I hope to continue to learn how to be an effective leader. I would like to see our organization encourage some the unrestrained intelligence theory philosophy into our practice to encourage stronger relationships between all staff. As stated in (Finkelman, 2011 p 10), â€Å"emotional intelligent leadership is key to creating a working climate that nurtures its employees and encourages them to d o their best with enthusiasm, in turn this pays off in improved business performance.” I believe that all people inherently want to be recognized for what they do and need constructive reinforcement. With future leadership roles I hope to check both of these leadership theories of including the employees in the organizations plans, group problem solving and building good leaders along with stronger emotional relationships built on encouragement and electropositive reinforcement to provide an open positive learning environment with strong inter employee relationships.\r\nReferences\r\nBlais, K., & Hayes, J. (2002). victor nursing practice. (2011 ed., Vol. 6, pp. 2, 27-29, 268). Upper Saddle River, NJ: Pearson. Retrieved from http//www.pearsonhighered.com\r\nFinkelman, A.(2006). leadership and precaution for Nurses. (2011 2nd ed., pp. 5-13).Upper Saddle River, NJ: Pearson. Retrieved from http//www.pearsonhighered.com\r\nNursing Times. (2011) Leadership Skills for Nurses . Retrieved from http://www.nursingtimes.net/Journals/2011/j/n/i/Leadership-Skills-for-Nurses.\r\npdf\r\n'

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