NR 447 Week 4 Graded Discussion Topic: Transformational Nursing Leaders.
CO7 Apply leadership concepts in the development and initiation of effective
... [Show More] plans for the microsystems and system-wide practice improvements that will improve the quality of healthcare delivery. (POs 2 and 3)
Review Appendix A, Sections I–V in Finkelman (2016).
Select one of the sections and share how your chief nurse executive demonstrates expertise in these competencies. Your comments should be about the “highest nursing leader” in your organization. Typically this is the leader who represents nurses and nursing to the governing board.
In your own words, explain the differences between a transactional nursing leader and a transformational nursing leader. What one is more like your Nurse Executive?
Describe how the Nurse Executive “leads the charge” for transformational leadership in an organization where you work or have done prelicensure clinical experiences.
ANSWER
Since I have a new DON that I really know nothing about (I’ve not even met her yet), I am choosing to write about my previous DON.
IV. Professionalism
Personal and Professional Accountability: my previous DON was the highest level of nurse in the Oncology office where I worked. There were 6 physicians. We had an on-sight chemotherapy infusion center and full clinic. Each MD had their own RN that was in charge of their patients and patient flow. Our DON (Kim) oversaw the infusions nurses (4), UR nurse (1), RN’s (6), and LVN’s (1). She created a pleasant working environment and had a warm personality that conveyed empathy and genuine concern for each of her staff members. She demonstrated compassion for those around her. Kim had a vision to grow our practice that she shared with her nursing staff. She had a plan of implementation and short and long term goals that she shared with us at our staff meetings quarterly. She involved her staff in the implementation and planning process which showed that she valued our input. We had a checks and balance system and a schedule to follow to ensure that our duties were being met. If they were not met, she would meet with us individually to seek at the reason and assist with correcting the problem. We were held accountable for our actions.
Kim wanted to see her staff succeed and would provide us with educational offerings in effort to grow our knowledge. We were allowed to choose one distant conference or educational opportunity a year and the company would pay all expenses and allow us a week-off for the offering and to spend time relaxing in the area we chose. We were also allowed to take our spouse at our own expense. The company also paid for one local education conference per year. She mentored us in areas that we were unfamiliar with. This created an environment where we wanted to learn and better ourselves. Kim promoted high ethical standards. We were expected to adhere to our nursing code of ethics to the highest regard. We had EBP protocols and procedures which we used on a daily basis to ensure the best quality of care. She was an advocate for the facility as well as, her nursing staff. He ensured that we felt valued and were rewarded with bi-annual social gatherings to show her appreciation for the staff. We were encouraged to participate in the local American Society and the Oncology Nursing Society. She also worked tirelessly in these organizations and encouraged us to be leaders in them. Kim led by example and would pitch in and assist us when the need arose. She was an amazing DON.
According to Finkleman, A. (2016), transformational leaders embrace change, reward staff, guide staff in understanding their own role, develop self-awareness, and take risks to improve. Aarons, G. (2006) stated that transactional leadership is based more on exchanges between the leader and the follower while transformational leaders inspire and motivate followers. I feel that Kim was a transformational leader as she embraced change, guided us in our roles, rewarded us for jobs well and helped her staff to develop self-awareness. She wanted to see us succeed and was committed to her staff. Her vision was to grow our physician and chemotherapy practice and under her management, we grew from 6 MD’s to 8 and the chemotherapy infusion center doubled in size. She was an inspiration and one of the reason I decided to pursue my BSN in nursing.
Aarons, Gary A. (2006). Transformational and Transactional Leadership: Association With Attitudes Toward Evidence-Based Practice. Psychiatr Serv. 2006 Aug; 57(8): 1162-1169. Doi: 10.1176/appi.ps.57.8.1162 retrieved from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC1876730/
Finkelman, A. (2016). Leadership and management for nurses: Core competencies for quality care (3rded.). Boston, MA: Pearson. [Show Less]