Leadership and Alignment, Coursework Example

Introduction

Throughout nursing practice, it is important to address the challenges that impact leadership and related outcomes for nurses. There are considerable challenges related to the development of new strategies to align the leadership structure with the organization and its primary objectives. It is necessary to identify the resources that are required to facilitate the desired results and nursing-related performance. It is expected that nurse leaders must demonstrate a high level of emphasis on the organization and how they might perform effectively in order to achieve the desired results. This process also demonstrates the importance of shaping nursing practice to coincide with the development of new strategies to improve nursing delivery and quality of care. This process is instrumental in enhancing the care that patients receive and the development of new strategies to address current weaknesses in nursing practice that may impact outcomes in different ways. From a nursing perspective, alignment must be effective in supporting the demands of nursing practice and the ability to exercise long-term approaches to improve patient care over time.

Analysis

It is important to demonstrate the value of developing new perspectives in evaluating nursing practice objectives to meet the demands of an organization. It is important to identify the issues that are most relevant from a leadership perspective so that full alignment is achieved and supported by successful organizational outcomes. Nurses must be able to identify the resources that will contribute to successful organizational performance, using the tools and resources that are available to them (Brady et.al, 2010). This practice also supports the demand for enhancing performance effectively over time (Brady et.al, 2010). This approach encourages the development of new strategies that will facilitate a desirable set of outcomes for an organization seeking to be successful in all areas of its nursing practice (Brady et.al, 2010). It is likely that a successful strategy will encompass a new set of perspectives that will likely support new directions in expanding education and training for individual nurses who must provide exemplary care and treatment for their patients (Curtis et.al, 2011).

From an organizational perspective, it is also important to demonstrate a high level of commitment to aligning with the organization as a means of expanding knowledge and progress in a number of key areas. Furthermore, it is likely that nurses will achieve greater success when they are able to capture the essence and spirit of the organization through its vision and mission (Curtis et.al, 2011). Nursing leaders must be able to represent a means of expanding knowledge and improving outcomes for patients through their ability to evaluate difficult problems and develop viable solutions to these problems over time (Curtis et.al, 2011). There are considerable efforts required to ensure that organizations are successful in meeting their primary goals and objectives, using education, training, and other resources as a guide in forming new principles to meet the needs of the patient population (Curtis et.al, 2011).

For employees who are not fully aligned with the organization, it is necessary to determine the best possible strategy to address these concerns and to recognize the importance of active discussions with employees in order to discuss the mission and vision of the organization and their role in this process. It is important to identify the resources that are necessary in order to accomplish employee goals and objectives that effectively coincide with the organization’s vision and mission (MacPhee et.al, 2012). From this perspective, it is widely evident that employees must be sufficiently prepared to manage the risks associated with patient care and their responsibilities in fulfilling the organizational mission (MacPhee et.al, 2012). This perspective is likely to be successful when employees truly recognize their roles in the organization and their ability to understand how they might be able to improve within the organization over the long term (MacPhee et.al, 2012). When an employee is not effective in fulfilling the organizational mission, it is more important than ever for these employees to be provided with an opportunity to examine their own core strengths and weaknesses and to recognize that their role within the organization is instrumental in advancing the chosen mission and vision (MacPhee et.al, 2012). Most importantly, working collaboratively with the organization is likely to contribute to effective outcomes and to the development and support of the organization over the long term (MacPhee et.al, 2012).

Conclusion

Nurses working in a variety of capacities within an organization require a high level of focus and an understanding of the current mission and vision in order to perform at optimal levels. This process also demonstrates a need for nurse managers to effectively understand the roles that nurses play in patient care and how they contribute to the scope of nursing practice. This process is likely to have a significant impact on organizational performance and on the ability to continuously improve the organization and the quality of patient care that is provided. If nurses are not aligned with the organization, they face critical risks that must be addressed as they arise so as not to disrupt organizational operations in different ways. Since nurses play an integral role in all healthcare organizations, it is more important than ever to determine how to best move forward and to address how nurses have a direct impact on patient care and related needs that directly impact quality of care and the overall nurse-patient experience as it aligns with the mission. This process will enable experienced nurse leaders to recognize those who require further evaluation prior to achieving full alignment with the organization on a continuous basis.

References

BRADY GERMAIN, P. A. M. E. L. A., & Cummings, G. G. (2010). The influence of nursing leadership on nurse performance: a systematic literature review. Journal of Nursing Management, 18(4), 425-439.

Curtis, E. A., de Vries, J., & Sheerin, F. K. (2011). Developing leadership in nursing: exploring core factors. British Journal of Nursing, 20(5), 306.

Curtis, E. A., Sheerin, F. K., & de Vries, J. (2011). Developing leadership in nursing: the impact of education and training. British Journal of Nursing, 20(6), 344-352.

MacPhee, M., Skelton?Green, J., Bouthillette, F., & Suryaprakash, N. (2012). An empowerment framework for nursing leadership development: supporting evidence. Journal of advanced nursing, 68(1), 159-169.