WHAT IS THE DIFFERENCE BETWEEN LEADERSHIP AND MANAGEMENT? NUR 514
WHAT IS THE DIFFERENCE BETWEEN LEADERSHIP AND MANAGEMENT? NUR 514
From your experience in the health care industry, What Is The Difference Between Leadership And Management? How can an advanced registered nurse both lead well and provide management? Think about interactions with patients, team members, daily tasks, and responsibilities as you formulate your response.
Re: Topic 2 DQ 1
Management and leadership are vital to the delivery of good health services. Both are similar in some aspecst but they may involve different types of outlook, skills, and behaviors. According to the World Health Organization (WHO), good managers should strive to be good leaders and good leaders, need management skills to be effective (World Health Organization, 2019). Leaders have a vision of what can be achieved and then communicate this to others. Leaders evolve strategies for actualizing the vision through motivating others and seeking out resources. Managers ensure that the available resources are well organized and applied to produce the best results (WHO, 2019).
Leadership is often viewed as an art, not science and management on the other hand, is often thought of as a science as it involves a series of logical steps that can be followed to implement whatever the role demands. In my experience in the health care field, leaders differ from managers in a variety of ways. Leaders are active in formulating goals and objectives for the employees who work for them and strive to seek out efficiency. Managers work to accomplish the tasks and usually will continue to do whatever is necessary to get the job done.
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An Advanced Practice Registered Nurse (APRN) can both lead and provide management as they have an expert level of knowledge and complex decision-making skills and clinical competencies for expanded practice specific to the context in which they are credentialed to work (Lamb, Martin-Misener, Bryant-Lukosius, and Latimer, 2018). For example, APRNs can lead well to formulate goals related to patient care to help to reduce surgical site infections. An APRN can provide management to the staff on tasks the nurse can carry out to reduce infections such as proper skin prepping techniques and dressing application. APRNs are well versed on evidenced-based practice and can incorporate their knowledge into improving efficiency. An APRN in the role of a leader will strive to seek out efficiency through policy changes at the organization they are employed with. The APRN leader might identify equipment or staff training needs to accommodate high risk patient populations. The APRN manager would then continue this movement to ensure staff training is completed, that staff was familiar with policy updates, and that ultimately the process was rolled out completely. APRNs are an asset to organizations as they advanced education allots for an individual capable of both leading and managing the team.
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References
Lamb, A., Martin-Misener, R., Bryant-Lukosius, D., Latimer, M. (July 2018). Describing the leadership capabilities of advanced practice nurses using a qualitative descriptive study. Nursing Open, 5(3): 400-413.
World Health Organization (2019). Chapter 10: Leadership and Management. https://www.who.int/hiv/pub/imai/om10leadershipmanagement.pdf
RESPOND HERE (150 W0RDS, 2 REFERENCES)
Hello LaShionna,
I do agree with you that nurse leaders should strive to be good leaders to be able to manage resources efficiently. Nurse leadership is a dynamic role which involves promoting change projects in the nursing practice and helping the newly registered nurses learn the best nursing practices (Growing Nurse Leaders: Their Perspectives on Nursing Leadership and Today’s Practice Environment, 2020). The role of managers in any organization is well cut out, they have to harness resources and set out plans to utilize the resources appropriately and realize the organization’s goals and objectives. Leaders have an obligation of providing direction, inspiring and motivating other workers towards the realization of the set goals. Therefore, the healthcare managers need to work with top level stakeholders such as the directors and the investors to attract the required material resources while the leaders need work with nurses and patients to streamline the daily operations of the healthcare organization and realize quality care (Sfantou et al., 2017). Advanced practice registered nurses training has been enhanced to ensure that they provide quality leadership and are incorporate EBP in nurse practice.
References
Growing Nurse Leaders: Their Perspectives on Nursing Leadership and Today’s Practice Environment. (2020). Nursingworld.org. https://ojin.nursingworld.org/MainMenuCategories/ANAMarketplace/ANAPeriodicals/OJIN/TableofContents/Vol-21-2016/No1-Jan-2016/Articles-Previous-Topics/Growing-Nurse-Leaders.html
Sfantou, D., Laliotis, A., Patelarou, A., Sifaki- Pistolla, D., Matalliotakis, M., & Patelarou, E. (2017). Importance of Leadership Style towards Quality of Care Measures in Healthcare Settings: A Systematic Review. Healthcare, 5(4), 73. https://doi.org/10.3390/healthcare5040073
In my experience as a nurse manager at hospice, systems thinking helps to build strong interprofessional and organizational relationships by encouraging leaders to think about the impacts of their decisions for both their direct employees and the greater organization. As the nurse manager of the admissions department at hospice, I am constantly thinking about the impact of patient admissions on our daily census, which impacts financial reimbursement, and on the teams who care for these patients ongoing. All decisions I make must keep in mind the interest of our patients, our employees, our financial stability, and our organizational mission and goals. In order to make decisions that are beneficial to the organization as a whole, I must collaborate with my clinical and non-clinical employees, other nurse managers, the director of social work, and our CEO. Collaborating with people throughout the agency allows the decisions being made to positively influence the health of our community, which in turn impacts regional, national, and global health (Stalter & Mota, 2018). Interdisciplinary collaboration shows my coworkers in other disciplines that I respect them and value their opinion and input in regards to decision making, thus fostering strong interprofessional and organizational relationships.
A system thinking tool that can increase interprofessional collaboration to benefit patient outcomes is promoting patient-centered models of collaborative practice to develop individual patient care plans (Statler & Mota, 2018). Hospice care is provided by an interdisciplinary team including nurses, social workers, chaplains, and volunteers. Including all of these disciplines in the creation of a patient’s care plan ensures that the patient’s physical, emotional, and psychosocial needs are being met. Each discipline brings a unique perspective to the discussion and it is essential to ensure that each discipline has an equal voice during collaboration. Ensuring this occurs demonstrates the Interprofessional Education Collaborative (IPEC) first competency by creating a climate of mutual respect and shared values (IPEC, 2016).
Another system thinking tool that can increase interprofessional collaboration to benefit patient outcomes is the creation of interprofessional education based on the latest evidence-based research (Statler & Mota, 2018). As the majority of our agency’s hospice care occurs in patient homes, infection control policies must be maintained by the interdisciplinary team in the home. Creating interprofessional education on infection control policies uses the knowledge of the nursing profession in addition to the social work and chaplain professions to address the safety of our hospice patients, all of whom are immune compromised. Educating all disciplines on proper infection control practices promotes the health of the hospice population that we serve and informs all disciplines that it is all of our responsibility to keep our patients safe from infectious diseases, as defined in the second IPEC competency (IPEC, 2016).
References
Interprofessional Education Collaborative [IPEC]. (2016). Core competencies for interprofessional collaborative practice: 2016 update. https://ipec.memberclicks.net/assets/2016-Update.pdf
Stalter, A. M., & Mota, A. (2018). Using systems thinking to envision quality and safety in healthcare. Nursing Management, 49(2), 32-39. https://doi.org/10.1097/01.NUMA.0000529925.66375.d0
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