Organizational Structure and the Nurse Leader, Coursework Example

Introduction

Nurse leadership requires a successful approach that is based upon advanced practice knowledge and experience. From a leadership perspective, nurses must possess the ability to be effective communicators and to recognize their value in shaping strategy to improve organizational outcomes. The organizational structure is important to nursing practice because it defines the ability to expand knowledge and frameworks that directly impact practice settings and enable nurses to take all possible steps to improve quality of care and treatment on a continuous basis. Nurses hold a stake in developing and expanding the organizational structure in such a way that collaborations with colleagues across different disciplines is of critical importance. In addition, there are considerable options available to ensure that organizations take advantage of nurses in a positive manner to ensure that they actively contribute to the practice setting to achieve the anticipated results. Therefore, nurses must be responsible for making the most of all situations and in supporting a viable and transformative leadership strategy that encompasses a successful strategy for long-term success and achievement in nursing practice.

Analysis

Nurses must demonstrate a high level of understanding and support for their roles and responsibilities in the larger scope of the organization. This requires an understanding of these roles and how they must actively contribute to the nursing profession in a leadership capacity and in expanding the knowledge that is required to facilitate change and progress at the organizational level (Gutierrez et.al, 2012). From the organizational perspective, nurses are a critical component of the organizational structure and support a long-term strategy to achieve greater quality of care within the scope of the practice setting (Gutierrez et.al, 2012). Nurses must also fulfill a transformative role in this process in order to ensure that patient care quality is not compromised on any level. As they transform the practice setting, they are responsible for facilitating a critical step in achieving optimal quality of care for all patients on a continuous and successful basis.

Nurses must be able to demonstrate their knowledge and understanding of the practice setting in a manner that is consistent with key principles and objectives. In this context, nurses must act as transformational leaders who work collaboratively in a manner that supports new nurse-based objectives and directions to enhance quality of care and treatment over the long term (Salanova et.al, 2011). Nurse leaders must possess full engagement in the nursing profession and must be able to demonstrate their ability to work effectively to achieve the desired results through new ideas and approaches to promote greater efficiency and improved quality of care for the foreseeable future (Salanova et.al, 2011). This practice requires nurses to examine their own organizations and to consider how a transformative leadership strategy might be effective in achieving the desired results and in expanding the knowledge required to optimize nursing care quality and treatment (Salanova eta.l, 2011).

From an organizational perspective, nurses must be able to expand their practice environments to encompass new perspectives that facilitate nurse satisfaction and greater achievement in the workplace setting (Munir et.al, 2012). An organization with an emphasis on continuous improvement is likely to benefit from this process and in expanding its scope of practice as necessary to bridge any gaps that may impact patient care quality and nurse performance over time (Munir et.al, 2012). When an organization is preparing to make a significant change to its structure to accommodate changes in the healthcare system, it is important to identify specific resources that are required to achieve this goal, using a framework that encompasses the transformative aspects of leadership to maximize progress within the patient care setting. A change requires a full commitment from leaders and staff members, along with other factors that will ensure that the organization is successful in its efforts to achieve significant progress over time.

Communication within the transformative leadership setting requires nurse leaders to share new changes and policies that will impact daily nursing practice and staff nurses. Therefore, nurse leaders must possess strong communication skills and the ability to effectively communicate regarding specific issues that directly impact the practice setting (Heuston & Wolf, 2011). This process will also demonstrate the ability to be effective in demonstrating a high degree of leadership and expert knowledge regarding issues of importance, along with a means of facilitating nurse-led engagement within the healthcare setting (Heuston & Wolf, 2011). An organization and its nurse leadership must demonstrate congruence in ideas and approaches in communicating information to staff members in order to accomplish the desired objectives and in expanding opportunities to achieve success within the practice environment on a regular basis (Heuston & Wolf, 2011).

Conclusion

Healthcare organizations must continuously innovate and modify their structures in order to accommodate emerging changes and new requirements. Nurse leaders must possess the ability to expertly communicate these issues to others in a manner that is consistent with the desired objectives to improve nursing outcomes and patient care quality. It is the responsibility of nurse leaders to engage staff nurses in a transformative approach to the practice setting in order to accomplish the desired objectives and to achieve optimal performance. These factors play a significant role in shaping the nursing environment and in expanding knowledge to ensure that nurses are able to actively contribute throughout their careers.

References

Gutierrez, A. P., Candela, L. L., & Carver, L. (2012). The structural relationships between organizational commitment, global job satisfaction, developmental experiences, work values, organizational support, and person?organization fit among nursing faculty. Journal of advanced nursing, 68(7), 1601-1614.

Heuston, M. M., & Wolf, G. A. (2011). Transformational leadership skills of successful nurse managers. Journal of Nursing Administration, 41(6), 248-251.

Munir, F., Nielsen, K., Garde, A. H., Albertsen, K., & Carneiro, I. G. (2012). Mediating the effects of work–life conflict between transformational leadership and health?care workers’ job satisfaction and psychological wellbeing. Journal of nursing management, 20(4), 512-521.

Salanova, M., Lorente, L., Chambel, M. J., & Martínez, I. M. (2011). Linking transformational leadership to nurses’ extra?role performance: the mediating role of self?efficacy and work engagement. Journal of Advanced Nursing, 67(10), 2256-2266.