Riverbend City: Decision Mission, Coursework Example

Introduction

In the Riverbend City example, the nurse leader must demonstrate a high level of understanding and support for the development of new approaches to accommodate patients. This process demonstrates the importance of new challenges that have a significant impact on nurse leadership and the decision-making process. Nurse leaders must demonstrate a high level of support and understanding for the needs of patients and for their ability to develop effective strategies that will have a positive impact on patient outcomes. Through these experiences, nurses are able to transform the face of nursing practice and provide a stronger framework for success and greater achievement. Nurses must be able to recognize the importance of transformative leadership skills as a means of expanding nursing-based knowledge to improve outcomes for patients and for the practice as a whole.

Analysis

Professional nurses must demonstrate a high level of understanding of practices such as shared governance, which are designed to empower nurses to make important and relevant decisions that impact the healthcare setting on a continuous basis (Bamford-Wade & Moss, 2010). Nurses must be able to support a culture where they are able to increase their effectiveness without difficulty and in order to accomplish the objectives that nurses must achieve through their practice-based activities (Bamford-Wade & Moss, 2010). Therefore, transformative activities must occur on a regular basis and provide patients with the ability to recover and improve their wellbeing in a timely manner (Bamford-Wade & Moss, 2010). The transformative leadership style provides an opportunity to examine the different constructs of a nurse leader as a driving force in the healthcare system, particularly when there are opportunities to shape the direction of the practice setting in a positive manner that also supports long-term success and achievement through significant growth in patient-related outcomes (Bamford-Wade & Moss, 2010).

The nurse leader must make different types of critical decisions on a regular basis; therefore, this requires a skilled and experienced approach that will aim to accomplish these objectives in a timely manner. However, these decisions also introduce new challenges for nurses and require a high level of knowledge and training in order to accomplish the desired leadership objectives (Azaare & Gross, 2011). Many nurses make poor decisions in judgment that have a negative impact on other employees, including control and manipulation; however, these are inappropriate means of exercising control over patients (Azaare & Gross, 2011). Therefore, it is important to identify the resources that are required to ensure that other methods are identified that are more effective in improving performance and managing issues that may arise (Azaare & Gross, 2011). With the decision-making process, there must be a high level of understanding and acceptance of the issues that are most prominent in the lives of patients, and this reflects a means of examining new ideas that will have a positive impact on nursing practice over time (Azaare & Gross, 2011).

Nurse leaders must be able to recognize the importance of developing challenges that will positively impact the organization in different ways, and this is best accomplished by using a framework that supports the internal and external environment. Due to the uncertain nature of nursing practice from one day to the next, it is essential that collaboration across different disciplines is supported and expanded through the practice setting in order to accomplish the desired treatment objectives (The Daily Briefing, 2011). One example is case mix, which must be considered on a routine basis so that all patients receive the care and treatment that is necessary to meet their needs effectively, while also maintaining high quality treatment objectives at all times (The Daily Briefing, 2011). This will facilitate greater efficiency and growth in nursing practice, including metrics development and compliance concerns that may impact practice outcomes (Brooks, 2008).

As a nurse leader, a number of principles are critical in supporting the demands of the practice setting, including the development of a balance that supports greater performance, effectiveness, and control over the nursing practice setting in a respectful manner. This process requires a high level of commitment and understanding of the needs of nurses, while also recognizing that patients require significant support and guidance in meeting the required objectives. Nurse leaders must lead by example in this regard and provide opportunities for other nurses to be successful in meeting their objectives and in advancing the success of the practice setting as a whole. Therefore, the nurse leader must demonstrate a high level of support and acknowledgement of the practice environment and what is required to improve quality of care on a continuous basis.

Conclusion

Nurse leaders are instrumental in advancing the objectives of the practice setting and in supporting the growth and development of the patient care environment. Through innovative solutions, nurse leaders must be able to demonstrate a high level of competency and support for other nurses, using their skills and knowledge as a guide in advancing the patient care environment to a new level. The nurse leader must demonstrate these objectives and provide a high level of support and understanding for the practice environment as a means of growing the practice to promote high quality care and treatment under a variety of conditions that directly impact patients. These efforts will support the nurse leader’s role in shaping the practice environment in a positive and meaningful manner.

References

Azaare, J., & Gross, J. (2011). The nature of leadership style in nursing management. British                  Journal of Nursing, 20(11), 672-680.

Bamford-Wade, A., & Moss, C. (2010). Transformational leadership and shared governance: an action study. Journal of Nursing Management, 18(7), 815-821.

Brooks, M.G. (2008). Getting a handle on analytics for strategic success. Healthcare Financial Management, 62(7), 100-104.

The Daily Briefing (2011). 13 strategic nursing priorities for a changing future. Pp. 1-2.