Nursing Leadership 1. What leadership style(s) does the preceptor exhibit?
Nursing Leadership
1. What leadership style(s) does the preceptor exhibit?
Brenda, the manager of the Elk’s rehab wound and hyperbaric center, has a transformational leadership style, which places more emphasis on change and visionary leadership with the main objective of improving individual and organizational performance. Transformational leadership is participative, implying that the staff members are given an opportunity to enhance their leadership skills using joint decision-making and shared leadership. In addition, the staff members take part in the problem-solving process, whereby they become their own leaders. This is of ultimate significance in the nursing environment because rational decisions have to be made in a timely manner, without the possibility of raising mixed reactions.
Brenda is charismatic, inspiring, motivating and intellectually stimulating. Through these traits of effective leaders, Brenda is able to attain persuasion from the staff members since she appeals to them and inspires them to achieve a common goal. Brenda leads by example, and has a clear vision on things to make sure that the goals and mission of the organization are met. She also reflects a positive attitude onto her staff in order to inspire them achieve the goals of the organization. She is an effective leader since she shares the vision of the organization; she increases self worth in others and makes them feel valued. This leadership style results in increased loyalty, commitment, job satisfaction, increased morale and performance of the staff members under her.
2. How effective is the preceptor in managing oneself?
Self-management requires high levels of trustworthiness, self-awareness and accountability. In light of this view, the preceptor is trustworthy, honest and can be relied upon to perform her roles and responsibilities as a leader. In addition, the preceptor is flexible since she is able to adapt to the changing needs of her staff members and the organizational context. In addition, Brenda is self-confident, implying that she trusts her abilities to complete tasks and rarely uses her positional rank to ensure things get things done. As the leader, Brenda is accountable for the outcomes of her actions by ensuring self-interest motives do not affect her leadership roles, responsibilities and outcomes.
3. How effectively do I manage myself in these same areas?
Time management and flexibility are core aspects of an effective leader in ensuring that the right tasks are accomplished in an efficient and timely manner. In addition, effective conflict resolution and management skills are appropriate in self-management; this is because they help to mitigate serious consequences if conflicts are not resolved appropriately and timely. Therefore, there is the need to improve on time management in order to become an effective leader and improve on self-management.
4. How effective is the preceptor in relating to others?
Successful leadership requires establishing effective interpersonal relationships between the leader and followers; this is achieved using collaboration, conflict management, teamwork and facilitating change. In light of this view, it is apparent that the preceptor has difficulties when it comes to handling conflicts and prefers to avoid them at all costs. Brenda is very collaborative and has good communication skills. She has managed to establish good interpersonal relationship with her staff members. In relation to teamwork, the preceptor has managed to instill the culture of teamwork among the staff members. For instance, she can fill in for missing member of her staff if one is not able to report to work. Initiating and managing change is usually challenging for most leaders, this is complicated by the fact that the organization is new; implying that change resistance is bound to be high. However, her visionary leadership has ensured that the staff members are receptive and positive towards change.
5. How effectively do I relate to others in these same areas?
I have difficulties with confrontation, which translates to difficulties in conflict management and resolution. I have effective interpersonal relationship and good communication skills. I believe that I can collaborate with other people through teamwork. In addition, I hold the view that I can facilitate and manage change effectively to ensure that the organizational goals and objectives are met.
6. What works well/does not work well in the organization of delivery of care in this unit?
In the organization, what does not work well during the delivery of health care is when the doctors cannot agree on an issue, which imposes significant constraints on the smooth running of operations in the organization. Disagreements among the staff members impose negative impacts on teamwork at the organizational level, which significantly reduces the effectiveness of care delivery. What works well in the organization of delivery of care in this unit is the fact that staff members cannot jump the chain of command to achieve their personal interests. Such interests are avoided at all costs while ensuring that patient care is prioritized.
7. What suggestions can be made for improvement?
The suggestion for improvement includes continuous reinforcement of conflict resolution and management skills and immediate handling of conflicts when they arise. Effective conflict resolution and management is needed to promote teamwork and collaboration among the staff members, which in turn ensures that operations at the organization run smoothly. Additionally, it is recommended that communication skills be improved to guarantee an interpersonal relationship between the preceptor and the staff members.
8. How effectively do team members communicate with each other on this unit?
Effective communication is needed to ensure team cohesiveness and collaborative working towards the achievement of organizational goals and objectives. Under this unit, there is more emphasis on participative decision-making. As a result, the staff members sit down on a table and engage on rigorous brainstorming to come up with a rational decision. Participative decision-making makes everyone feel like he/she is part of the solution. In addition, it helps in improving individual leadership skills since the staff members do not rely on the decisions imposed by the leader of the unit.
9. What barriers to communication can be identified within this unit/organization?
The source of information is of ultimate significance within this unit and the larger organization. As a result, members have to ascertain the source of information before they can act in accordance to the information. This is a significant barrier to communication when information is delivered by someone else apart from the source; people perceive such information with uncertainties.
10. What quality improvement process is used by the organization?
Quality improvement in the organization is achieved by ensuring competency at the leadership and managerial level. Competence implies that leaders and managers are conversant with issues surrounding quality care delivery. For instance, the person in charge of the organization is an attorney and a Registered Nurse (RN). The preceptor received her RN a year ago and has proved to be extremely effective in the job. The unit nurses are also involved in the quality improvement process by conducting weekly meetings.
11. What role does the nurse play in handling customer complaints and risk management?
Effective patient care is emphasized in the organization, this is a strategy aimed at minimizing customer complaints and risks. The organization also places emphasis on patient satisfaction with care delivery. In acute situations, the nurse usually intervenes to ensure quality care delivery. In addition, the nurse handles customer complaints by investigating the cause of complains and adopting measures to ensure that such complaints do not occur again.
12. How does the manager deal with personnel problems?
It is vital for the staff members to know that personnel problems should not interfere with the achievement of the organizational goals and duties. Under transformational leadership, the manager deals with personnel problems by working with the staff members with the main objective of eliminating the problems. Cases such as absenteeism, chemical dependency and unproductive employees can be dealt with and reversed through guidance. Serious cases such as clinical incompetence pose the need to terminate the staff member because it poses a risk on the quality of care delivery.
Mentoring and supporting nurses involve listening to their problems and offering support where necessary.
13. Based on observations and analysis during this course, what do I identify as my leadership strengths and areas for improvement?
My leadership strengths include understanding, supporting, initiating and managing change, delegating and asserting responsibilities, and laying out expectations. Leadership weaknesses include conflict avoidance and administering discipline.