Nursing Leadership. Sept. 13, Overview of Presentation

Transcription

1 Nursing Leadership Overview of Presentation Leadership practices to create and sustain healthy work environments Personal characteristics of good leaders Personal resources that support effective leadership practices If your actions inspire others to dream more, learn more, do more and become more, you are a Leader. John Quincy Adams 1

2 Conceptual Model for Developing and Sustaining Leadership CONTEXTUAL FACTORS TRANSFORMATIONAL LEADERSHIP PRACTICES Organizational Supports valuing of professional nursing human/financial resources information/decision support building relationships and trust creating an empowering work environment creating a culture that supports knowledge development and integration Healthy Outcomes nurse patient/client organization system Resources professional identify individual attributes leadership expertise social supports leading and sustaining change balancing competing values and priorities From: Healthy Work Environments Best Practice Guidelines, Registered Nurses Association of Ontario (Home >>Nursing Best Practice Guidelines >>Healthy Work Environments BPGs) It is important for leaders to model values through action, open communication, being visible and using participative decisionmaking. Baird & St Amand Transformational Leadership Practices Building relationships and trust 2

3 8 Core Competencies for Building Relationships and Trust 1. Demonstrate and model integrity and fairness 2. Demonstrate care, respect, and personal concern for others 3. Create a sense of presence and accessibility 4. Communicate effectively 8 Core Competencies for Building Relationships and Trust 5. Manage conflict effectively 6. Build and promote collaborative relationships and teamwork 7. Demonstrate passion and respect for the profession, its values, knowledge and achievements 8. Demonstrate role competence Building Relationships and Trust How Trust is Lost Act and speak inconsistently Seek personal rather than shared gain Withhold information Lie or tell half truths Be close minded Lewicki & Bunker How to Repair Lost Trust Acknowledge that trust has been broken Determine what it was about and the cause Admit that it occurred Accept responsibility Offer to make amends Bowman 3

4 Accountability for your individual practice 1.1 The registered nurse is accountable at all times for their own actions 2.4 The registered nurse exercises reasonable judgment and sets justifiable priorities in practice 2.5 The registered nurse practices within their own level of competence 3.1 The registered nurse practices with honesty, integrity and respect and complies with the Code of Ethics adopted by the Council 4.2 The registered nurse uses communication and team building skills to enhance client care (CARNA, 2005) Transformational Leadership Practices Creating an empowering work environment 7 Core Competencies for Creating an Empowering Work Environment 1. Understand and practice the concepts and principles of empowering behaviors 2. Optimize nurses opportunities for autonomy and personal and professional growth 3. Optimize access to and use of data and information required to function effectively 4. Create conditions for nurses to access and use support, feedback and guidance from superiors, peers and subordinates 4

5 7 Core Competencies for Creating an Empowering Work Environment 5. Facilitate nurses access to and appropriate use of resources the materials, money, supplies, equipment and time necessary to fulfill their roles 6. Enhance the meaningfulness of nursing work 7. Enable participation in decision making Accountability for your individual practice: 1.3 The registered nurse questions policies and procedures inconsistent with therapeutic patient/client outcomes, best practices and safety standards 3.5 The registered nurse advocates for practice environments that have the organizational and human support systems, and the resource allocations necessary for safe, competent and ethical nursing care 4.1 The registered nurse collaborates with the client/significant others and other members of the health care team regarding activities for care planning, implementation and evaluation. (CARNA, 2005) Transformational Leadership Practices Creating an environment that supports knowledge development and integration 5

6 5 Core Competencies for Creating an Environment that Supports Knowledge Development and Integration 1. Foster practices that support broad participation in knowledge development 2. Provide technical, informational, and educational infrastructure to support learning 3. Create an environment of open communication and teamwork and valuing of the contribution of others 5 Core Competencies for Creating an Environment that Supports Knowledge Development and Integration 4. Instill a learning approach for continuous quality improvement 5. Establish mechanisms for continuous monitoring of organizational process and changes Accountability for your individual practice: 1.7 The registered nurse regularly assesses their practice and takes the necessary steps to improve personal competence 2.1 The registered nurse supports decisions with evidence based rationale 2.2 The registered nurse uses appropriate information and resources that enhance patient care and achievement of desired patient outcomes. (CARNA, 2005) 6

7 Transformational Leadership Practices Leading and sustaining change 8 Core Competencies for Leading and Sustaining Change 1. Create a shared vision for ongoing change with stakeholders and experts 2. Engage others by sharing the vision for ongoing change 3. Involve stakeholders and experts in planning, designing/redesigning change 4. Negotiate for required budgetary support for the educational processes, decision support and other resources required to achieve the goals of the change initiative 8 Core Competencies for Leading and Sustaining Change 5. Provide ongoing communication throughout the change process 6. Develop/implement mechanisms for feedback, measurement and redesign during the change 7. Support, coach and mentor others to succeed with the change 8. Sustain attention to the change initiative throughout all stages of the change 7

8 Accountability for your individual practice: 2.2 The registered nurse uses appropriate information and resources that enhance patient care and achievement of patient outcomes 4.1 The registered nurse collaborates with the client/significant others and other members of the health care team regarding activities for care planning, implementation and evaluation 4.2 The registered nurse uses communication and team building skills to enhance client care (CARNA, 2005) Transformational Leadership Practices Balancing competing values and priorities 6 Core Competencies for Balancing Competing Values and Priorities 1. Identify and acknowledge values and priorities 2. Acknowledge and incorporate multiple perspectives in decision making 3. Help others to understand conflicting perspectives and decisions 4. Employ strategies to advance priority initiatives while maintaining other valued initiatives and perspectives 5. Advocate for the necessary resources to accomplish goals and objectives 6. Demonstrate accountability and take responsibility for outcomes 8

9 Personal Resources Professional identity Individual attributes Leadership expertise Social supports Summary Building relationships and trust Creating and empowering work environment Creating an environment that supports knowledge development and integration Leading and sustaining change Balancing competing values and priorities Personal resources 9

10 CARNA documents found at: Follow these links: Resources CARNA Publications RNAO Best Practice Guidelines found at: Follow these links: Nursing Best Practice Guidelines Guidelines Developing and Sustaining Nursing Leadership 10