Nursing Leadership Practicum. Week #3.
1. Explore the presence of clarity and accountability in organizations.
2. Analyze the cluster of behaviors that are desirable in organizations.
Read Chapter 3 of Leading with Kindness: How Good People Consistently Get Superior Results by William Baker & Michael OMalley.
Write two substantive paragraphs discussing your thoughts on Chapter 3 in Leading with Kindness Expectations Matter. Apply the reading to your current Practicum experience. Please use citations from Leading with Kindness and one other source in your response.
There is my post (below) based on this discussion topic. And one of my classmate replied on my post. Can you help me to reply post properly? There are two replied posts based on my post, please answer or reply the each post.
Post from MeMoon
Leadership in the nursing context is one of the areas that require leaders to have a number of qualities because it forms the largest discipline in healthcare. This fact is one of the highlights in past few weeks I have been part of the G.W Hospital staff. Baker & OMalley (2008) point out the important factors about leadership that help organizations to achieve their goals and improve performance. One such aspect is where leaders instill values and give meaning to the nursing profession. Practicing under the guidance of the chief nursing officer demonstrates how a good leader inspires the followers so that they may become the best in the field. Curtis, Vries, and Sheerin (2011) concur with this argument stating that better leadership has a positive relationship to improved patient safety, healthier working environments, lower turnover rates, and overall positive organizational outcomes.
Furthermore, Baker & OMalley (2008) argue that organizations need to fully appreciate the importance of expertise in order to perform well. The hospital embodies the authors argument since it recognizes the value of having knowledgeable and skilled workers; the chief nursing officer ensures that the nurses improve constantly. Curtis, Vries, and Sheerin (2011) also point out that the gap between the education programs and clinical requirements for nurses creates a significant problem for health centers. Therefore, working under the chief nursing officer provided the opportunity to always learn to become a better leader. Additionally, being a good leader means setting the tone and helping others to love their work (Baker & OMalley, 2008). Nurses have a lot of duties that may sometimes seem overwhelming as evident in G.W Hospital where there are several areas. However, the chief nursing officer demonstrated that the key to enabling the nurses to do well is assisting them to develop affection for the job and setting examples. This was achieved through understanding and supporting nurses who are not skilled in particular fields and having them bear witness to the joy that patients and their families have after one gets better. Hence, the experience at the G.W Hospital indicates that good leaders can aid institutions to exceed expectations.
Baker, W. F., & OMalley, M. (2008). Expectations Matter. In W. F. Baker, & M. OMalley, Leading with Kindness: How Good People Consistently Get Superior Results (pp. 79-115). New York: AMACOM.
Curtis, E. A., Vries, J. d., & Sheerin, F. K. (2011). Developing leadership in nursing: exploring core factors. British Journal of Nursing, 20(5), 306-309.
reply on these posts. (Below) make sure you need read required article.
As Baker & OMalley (2008) quoted Michael Cherkasky, clarity, accountability and consequences is the recipe for capturing performance potential. How does the CNO that you are working with use this recipe to ensure that the nurses are improving constantly? Is there consistent personal contact or is she reliant on her group of directors and managers?
I have the opportunity to be precepted by the chief nursing officer (CNO) at a large healthcare organization. During a conversation with the CNO, I asked her if she saw her role as the nurse advocate for the hospital. Her response to my inquiry was that she saw herself as the patients advocate. Her behavior and her decisions stem out of providing the best possible care for the patient by guiding and shaping care delivery through nursing. This is an excellent example of clarity in leadership. By keeping the patient as the focus of her decision-making, she sets the tone and creates the lens that the nursing staff see their role.The manner of creating focus and frames for behavior help guide staff members in their daily approach to patient care (Baker & OMalley, 2008).
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