NRSG 412 Unit 2 – Individual Project
NRSG 412 Unit 2 – Individual Project
Demographic information of the nurse leader
I got the pleasure to interview Tamara Randall, a Clinical Manager/Infection Control Coordinator. She works at Spanish Trails Rehabilitation. She has ten years of experience as a nurse. Because of her nursing expertise, she was promoted to nurse leader when she first arrived at the facility. Furthermore, management noted her expertise in the sector as well as her leadership abilities since joining the institution. Tamara stated that she specializes in long-term and short-term rehabilitation treatments in her profession in Albuquerque, New Mexico. She also stated that she taught high school pupils for a few years before returning to school to earn another bachelor’s degree in Nursing and a master’s degree in Health Sciences.
Position of the Nurse Leader
When the institution was founded in 2017, she assumed the role of the nursing leader. She serves as the treatment team’s leader and counselor to assure the delivery of high-quality rehabilitation services and the accomplishment of client goals and objectives. She also maintained a count of patients in each unit, received calls to the institution, and attended quarterly nurse-staff meetings. During the institution’s Friday morning flash meetings, she is also entrusted with reporting the events to the institution’s chief executive officer. Additionally, she makes sure that the patients receive high-quality treatment and are treated with decency and respect. She also talks to medical professionals about patients (Andersen & Watkins, 2018).
As a clinical manager and infection control coordinator, she supervises and reviews the organization-wide infection control plan, oversees the choice of appropriate measures, and makes sure that the institution operates at a consistently high quality (Andersen & Watkins, 2018). She offers advice and assistance to all campuses to ensure that all activities related to infection monitoring are carried out and that results, actions, and suggestions are recorded and continually evaluated and improved uniformly throughout the rehabilitation center. She analyses clinical markers for infection control, and when increased infection rates are noticed across all sites taken as a whole, suitable interventions are put into place. She offers oversight to make sure KPI compliance rates are reached and all external data is supplied on time.
Leadership Style
Ms. Tamara Randall affirmed using the contingency leadership theory and the transformational leadership style in the interview. The
significance of human relationships is emphasized by her transformative leadership approach. She describes employing this approach because it concentrates on the reasons, desires, beliefs, and ambitions of both leaders and followers to establish a shared objective (Zuchowski & Brelik, 2018). Instead of focusing on individual employees, her purpose in employing this approach is to inspire staff members to support the organization’s overall vision or ideal. With her contingency leadership theory, she recommends that leaders modify their guiding principles in response to shifting circumstances (Cummings et al., 2018). She illustrates a scenario in which, as the nurse manager, she may adopt an authoritarian approach while dealing with emergencies like a cardiac arrest and then switch to a participatory method when they are short on personnel. In her conclusion, she claims that an effective leadership approach enhances the unique traits of the team members while concentrating on and synchronizing with the environment and objectives of the company in general.
Experience with a Change Management Project
The clinical manager explained how she moved away from paper records and toward technology that can synchronize patient data across all of the departments using an electronic healthcare record system. She said that during the hospital’s first few months of operation, the nurses utilized paper patient records or other materials that were prone to lose, which resulted in the loss of vital information regarding the patient’s medical history. She said that after consulting with other hospital employees, she concluded that the patient’s electronic health data were suitable for the setting. She had to present the CEO and the administrators with this novel notion, and they all agreed that the technology should be used. She informed me she used Lewin’s change model, which comprised unfreezing, changing, and refreezing/freezing(Hussain et al., 2018).
The clinical manager reported holding a staff meeting where she discussed the need for change in terms of productivity, patient care, and a decrease in medical mistakes. The majority of the crew was ready, but they had trouble using the technology. She did, however, promise to thoroughly train the nurses on the program and offer technical assistance up until they felt comfortable enough to use the tool independently(Swingle & Hartney, 2018). The management gave budgetary approval for employee training and the purchase of hardware and software during the implementation phase. She added that the system was completely operational after three months since the training was carried out in shifts. Through ongoing monitoring and gap analysis to improve sustainability during the refreezing stage, she assessed the project. The project’s key performance measures included improved patient satisfaction, a decrease in medical mistakes, and effectiveness in delivering high-quality treatment.
Obstacles That A Nurse Leader May Face In Implementing Change
Individual nurses or a group of nurses may oppose the change that the nurse leader is proposing. For instance, a specific nurse must undergo a mental and psychological adjustment in how she approaches tasks. As a result, people may exhibit emotions that impede organizational improvements, such as anxiety, anger, confusion, or even fear. At the same time, a group of RNs from the pediatrics or surgery physicians may be opposed to the concept. This is particularly true if the nurse leader has a strong sense of group identification and culture, which might lead to individuals banding together against the suggested change (Swingle & Hartney, 2018). A healthcare organization may encounter strong resistance from important executives who are averse to change, which makes change implementation difficult.
Technology may present further challenges. For instance, the main driver of the transition is credited to technical advancements like computerized patient records. The personnel can be reluctant to use technology because they are unfamiliar with it, which would cause the project to stagnate (Andersen & Watkins, 2018). At the same time, some of the challenges could be connected to outside assistance. A new telehealth robot may need to be demonstrated how to use, maintain, and service it by a training team sent by the manufacturer to the hospital. This will be up to the nurse leader to arrange. The accomplishment of the modification would be in jeopardy until the project is fully operational since the supplier might not be prepared to send experts to the field for another six months.
Leadership Skills Used To Mentor A New Nurse Leader
There is no way to overstate the importance of a mentor for aspiring nursing leaders. Mentors give their mentees practical knowledge and skills. A nurse leader can have a successful career thanks to these relationships with other professionals and the doors they create for professional networks(Harrison-Blount et al., 2019). A mentor can assist the new nursing leader in planning his career, coming up with strategies, and setting goals and milestones for a predetermined period. A mentor will also offer support and a shoulder to cry on if things don’t work out. Finding a mentor with who we have a certain amount of chemistry is something I would do if I were in a new nurse leader role. Mutual respect and reciprocity should exist between us.
Accessibility is the key ability and quality I would look for in a mentor.A good mentor should be accessible and dedicated to investing his time in personal development rather than becoming distracted by his work. I’ll also look at how real their work is. A competent mentor, for instance, shouldn’t have only a long list of credentials like degrees, positions, and years of experience (Andersen & Watkins, 2018). He ought to be eager to support me in my endeavors since they recognize the potential that they genuinely desire to realize. They must have the patience to explain to me what is feasible given my abilities and motivation. I’ll be on the lookout for an objective mentor. This implies that while the mentor won’t be my greatest buddy, she will provide me with the honest criticism I need to advance over the long run.
Conclusion
The nurse leader employs a successful leadership style, based on the interview and information obtained thus far. I think that good leadership may be achieved by continual learning and showcasing the cognitive strengths of employees. When dealing with healthcare personnel, for example, inventiveness, tenacity, attention, and mental efficiency are essential. The nurse leader thought that everyone should be treated equally. As a coach, the nurse leader encouraged people to grow personally and professionally so that they might assume leadership positions.
Her experiences indicate that she has demonstrated leadership responsibility by identifying performance gaps and developing plans to fix them.
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NRSG 412 Unit 2 – Individual Project References
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Cummings, G. G., Tate, K., Lee, S., Wong, C. A., Paananen, T., Micaroni, S. P. M., & Chatterjee, G. E. (2018). Leadership styles and outcome patterns for the nursing workforce and work environment: A systematic review. International Journal of Nursing Studies, 85(85), 19–60. https://doi.org/10.1016/j.ijnurstu.2018.04.016
Harrison-Blount, M., Nester, C., & Williams, A. (2019). The changing landscape of professional practice in podiatry, lessons to be learned from other professions about the barriers to change – a narrative review. Journal of Foot and Ankle Research, 12(1). https://doi.org/10.1186/s13047-019-0333-2
Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin’s Change Model: A Critical Review of the Role of Leadership and Employee Involvement in Organizational Change. Journal of Innovation & Knowledge, 3(3), 123–127. Science Direct. https://doi.org/10.1016/j.jik.2016.07.002
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