Nursing Leadership, Transitioning to New Roles, & New Graduate Nurses PDF

Nursing Leadership, Transitioning to New Roles, & New Graduate Nurses NURS 3002 Nov 14 & 15, 2024 Nursing Leadership What is leadership? Nursing Leadership & Management A nursing leader can be any nurse who has the courage to fulfill a vi...

Nursing Leadership, Transitioning to New Roles, & New Graduate Nurses NURS 3002 Nov 14 & 15, 2024 Nursing Leadership What is leadership? Nursing Leadership & Management A nursing leader can be any nurse who has the courage to fulfill a vision focused on achieving goals or outcomes related to the provision of quality health care. This courage to lead others comes from passion, not position. As a nurse, you will be a leader in the provision of client care. Leadership is a dimension of practice in all areas, not solely those in formal leadership positions. Nursing Leadership Leadership The process of pursuing and influencing the thoughts, feelings, and behaviours of others regarding a course of action Guide us through adversity, uncertainty, hardship, disruption, transformation, transition, recovery, new beginnings, and other significant challenges while also seeking to disturb the status quo Nursing Management Management Directing and leading others to meet desired outcomes in the workplace through the effective and efficient use of resources Although leaders are often found among managers, not all managers are leaders. Not everyone can be a manager, but anyone can take action and be a leader. Are there naturally born leaders? Find great mentors to help you develop leadership skills that you respect. Mentorship is a relational process of growth and development that requires the support and guidance of individuals with exemplary skills and abilities. Look for informal or formal mentorship opportunities. Leadership Theories Three Major Categories: 1) Behavioural: leaders are made and learn how 2) Situational: all leadership is contingent on the situation 3) Contemporary: focused on relationship building  Various nursing leadership Styles and theories in practice Style or Theory Brief Explanation Transformational Leadership Theory Leader's vision influences goal accomplishment Transactional Leadership Theory Leaders want you to follow their regulations Situational Leadership Theory Suggest various situations require specific leadership styles Democratic Leadership Style Members of a group are collaborative decision- makers Autocratic Leadership in Nursing Leader makes ultimate decision Participative Leadership in Nursing Every members’ voice is heard Servant Leadership in Nursing Leader puts own needs aside to help others achieve full potential Nursing Leadership Nursing Leadership Theories Authentic Leadership (Laschinger & Fida, 2014; Wong & Laschinger, 2013) Strengths-based Leadership (Gottlieb & Shamian, 2012) Both approaches highlight leaders that emphasize people’s strengths, foster trusting work environments, prioritize relationships, build confidence Demonstrate a sense of genuine caring for employees Shown to improve workplace culture and support Authentic leadership emphasizes self-awareness, honesty, integrity, and consistency  Research on workplace empowerment suggests a strong link between work environments and nurse behaviour and attitudes, including job satisfaction and organizational commitment (Wagner & Gregory, 2015). A number of key concepts foster job satisfaction and organizational commitment: Healthy Work Structural empowerment – support from those above, below and peers; Environments required knowledge to do job; resources (e.g., adequate staffing, equipment); opportunity to learn. Spirit at work – work is engaging, sense of community, sense of contributing to something bigger than oneself. Resonant leadership – focuses on relationships, building relationships and managing emotions in the workplace. Emotional Intelligence Emotional intelligence of leaders is an important trait to develop Research suggests that managers with strong emotional intelligence is also associated with spirit at work (Pirkola et al, 2016) This is fostered by managers who listen to their staff, help to give them the sense that their work is meaningful, and give staff opportunities to influence and improve their own work Domains of Emotional Intelligence Self-awareness Leaders are aware of how their emotions affect themselves and their performance on the job. Self-management Leaders display self-control, transparency, and adaptability that are directed toward achievement. Social Awareness Leaders display empathy and organizational awareness throughout their service to others. Relational management Leaders are change catalysts who manage conflict and encourage collaborate teamwork by inspiring, influencing, and developing others. Promoting Healthy Work Environme nts(Wagner et al., 2013)  Healthy Work Environments Research on workplace empowerment suggests a strong link between work environments and nurse behaviour and attitudes, including job satisfaction and organizational commitment (Wagner & Gregory, 2015). A number of key concepts foster job satisfaction and organizational commitment: Structural empowerment – support from those above, below and peers; required knowledge to do job; resources (e.g., adequate staffing, equipment); opportunity to learn. Spirit at work – work is engaging, sense of community, sense of contributing to something bigger than oneself. Resonant leadership – focuses on relationships, building relationships and managing emotions in the workplace. Nursing leaders do more than delegate, dictate, and direct others in clinical settings. Leadership involves helping others to reach for their highest potential.  Retention of all nurses, including new graduate nurses (NGN), is critical to address the shortage of nurses The rate of NGN turnover or intent to leave is Authentic concerning Leadership & NGN leave the profession for various reasons: lack of New support, stress, incivility Graduate One research study highlighted the important role of leadership (Laschinger et al., 2012) Nurses Authentic leadership increased job satisfaction, decreased incivility and emotional exhaustion, and lowered turnover intentions Job satisfaction increases with skill confidence, social acceptance and, role clarity Leadership is vital to creating supportive work environments  Transition to Professional Practice Transition to Practice and Communication Strategies 17  New Graduate Nurses (NGN) in Transition Transition to Practice 18  RPN to RN Role Transition (Coffey et al., 2017) Qualitative study in Ontario, examining transition of RPNs into RN role Bridging/accelerated nursing programs are rapidly growing Recent research demonstrated a number of themes regarding the transition: Felt unprepared for demands of a university program Greater awareness and internalization of increased professional responsibility Transition in practice is a process that takes time and occurs as a result of both new learning from their BScN and work experience Requiring greater leadership knowledge and skills than expected Increased self-esteem, confidence, and feelings of accomplishment in achieving this goal Transition to Practice and Communication Strategie 19 s  Independent reflection on LeadershipFrom 1-10, how true are these 1 I don’t need to be in charge of a group, but I enjoy making detailed plans that everyone will carry out. statements for 2 I am the nurturing type who takes care of everyone. you? 3 I am the listener. I hear what people are saying and make sure everyone has a voice. 1- untrue 4 I am the logical one. I enjoy working through puzzles and equations. 10- fully true 5 I am the peacekeeper who listens to everyone and finds a reasonable compromise. 6 I look at all sides of a situation before arriving at a solution. 7 I can be stubborn when I feel passionately about something going my own way. 8 I am the dreamer who is always thinking of new and exciting ideas. I believe there is no limit to what we can achieve. 9 I like to tackle tasks, problems, and projects with a well-thought out plan. 10 I am friends with just about everyone I meet. 11 I am drawn to hands-on tasks. I like making tangible products. 12 I like to take risks and try ideas before knowing if they will work or not. 13 I like to think of new solutions to old problems. 14 I am the energetic one who is always ready to roll up my sleeves and get to work. 15 I am the artistic one and people see me as creative. 16 I don’t like trying something unless I’m pretty sure it will work the first time. 17 I like to get things done quickly. 18 Sometimes I can seem disorganized. 19 People are quick to trust me. 20 I make most decisions based on facts, data and numbers. 21 I am good at coming up with big ideas, but not always good at following through to make them happen. 22 Often it takes me a long time to make decisions because I need more information. 23 I am good at being in charge of groups and keeping groups focused. 24 People see me as someone who will get the job done, no matter what. 25 Sometimes I have a hard time saying no to people and end up taking on too much.  Tally up your scores Green Yellow Red Blue Nursing Leadership Group Discussion What are the greatest strengths and advantages of your leadership style? In what circumstance does our leadership style thrive? What group roles are we best suited for? How do we think the different styles work with each other? What are the challenges/disadvantages of this leadership style? In what ways might our approach to leadership be a challenge for people with other leadership styles? When there is conflict among team members, how would we advise others to approach other people with our leadership style? Leadership NursingHow can we integrate the different leadership styles in a team  References Coffey, S., Lindsay, G., Cummings, K., Bouchard, S., Cochrane, M., Macdonald, K., Mairs, S., & Sproul, S. (2017). Graduates’ experiences of transition and transformation following completion of a nursing bridging education program. Archives of Nursing Practice Care, 3(1), 7–11 Gottleib, L., Gottleib, B., & Shamian, J. (2012). Principles of strengths-based nursing leadership for strengths-based nursing care: A new paradigm for nursing and healthcare for the 21st century. Nursing Leadership, 25(2), 38-50. Laschinger, H. K., & Fida, R (2014). New nurse burnout and workplace wellbeing: The influence of authentic leadership and psychological capital. Burnout Research, 1, 19-28. Laschinger, H. K., Wong, C. A., & Grau, A. L. (2012). The influence of authentic leadership on newly graduated nurses’ experiences of workplace bullying, burnout and retention outcomes: A cross-sectional study. International Journal of Nursing Studies, 49, 1266-76. Wagner, J., Cummings, G., Smith, D.L., Olson, J., & Warren, S. (2013). Resonant leadership, workplace empowerment and spirit at work: Impact on job satisfaction and organizational commitment for registered nurses. Canadian Journal of Nursing Research, 45(5), 1-16. 23