Leadership Theories in Practice Discussion NURS 6053

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Leadership Theories in Practice Discussion NURS 6053

Please be mindful of plagiarism and APA format, I have included the rubric as directed. Please use my course resources as one of my references as instructed. Please include Broome, M., & Marshall, E. S. (2021) in the references. Thank you.

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Discussion 1: Leadership Theories in Practice

A walk through the Business section of any bookstore or a quick Internet search on the topic will reveal a seemingly endless supply of writings on leadership. Formal research literature is also teeming with volumes on the subject.

However, your own observation and experiences may suggest these theories are not always so easily found in practice. Not that the potential isn’t there; current evidence suggests that leadership factors such as emotional intelligence and transformational leadership behaviors, for example, can be highly effective for leading nurses and organizations.

Yet, how well are these theories put to practice? In this Discussion, you will examine formal leadership theories. You will compare these theories to behaviors you have observed firsthand and discuss their effectiveness in impacting your organization.

To Prepare:

Review the Resources and examine the leadership theories and behaviors introduced.
Identify two to three scholarly resources, in addition to this Module’s readings, that evaluate the impact of leadership behaviors in creating healthy work environments.
Reflect on the leadership behaviors presented in the three resources that you selected for review.

Post two key insights you had from the scholarly resources you selected. Describe a leader whom you have seen use such behaviors and skills, or a situation where you have seen these behaviors and skills used in practice. Be specific and provide examples. Then, explain to what extent these skills were effective and how their practice impacted the workplace.

Required Media
Walden University, LLC. (Producer). (2014). Leadership [Video file]. Baltimore, MD: Author.

Accessible player
Moore Foundation. (n.d.). Nurses share lessons in leadership. Retrieved from https://www.youtube.com/playlist?list=PLopRJPO6GaifsYPGP_jcWXZzU10H3AaX7

Also Read:

NURS 6053 Discussion: Organizational Policies and Practices to Support Healthcare Issues

NURS 6053 Assignment: Analysis of a Pertinent Healthcare Issue

NURS 6053 Assignment: Work Environment Assessment Example

NURS 6053 Assignment: Personal Leadership Philosophies

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Leadership Theories in Practice Discussion NURS 6053 Example Solution 1

Nursing leadership is critical in daily nursing practice, research, and the nursing workforce among other aspects of healthcare delivery. there are various theories of nursing leadership in nursing. These include but are not limited to relationship, management, big bang, trait, great man, situational, authentic, servant, participative, behavioral, and breakthrough theories.

The leadership journey of an individual can be promoted by their lifetime habits (Broome & Marshall, 2021). Leadership has been the epitome of various systemic organizations and running of various public service sectors but has been a source of controversy and debate. In addition to this week’s reading resources, I have looked through other scholarly resources that evaluated the impact of leadership behavior on the workplace environment.

Key Points from the Resources

The resources reviewed were from journal articles of varying levels of research evidence. The first key insight derived from these resources is that nursing leadership styles derive their principles from specific nursing theories. The style of nursing leadership correlates with the nurse’s job satisfaction (Specchia et al., 2021). Job satisfaction is one of the recipes for good quality indicators of healthcare outcomes. The morale of the nurses as well as their satisfaction will improve their retention, lower turnover rates (Fennell, 2021), and reduce chances of medical errors. Therefore, the style of the leadership should strive to improve the quality of care.

Nursing leadership and allied behaviors are critical enablers in nursing research. the process of translation of research evidence into practice through evidence-based practice requires enabling nursing leadership (Gifford et al., 2018). Evidence-based practice is the epitome of current nursing practice. The health practice protocols and standards keep improving and the nursing needs to keep up to date with the latest practices that would benefit patient care outcomes. The relationships between a nurse leader and other nurses need to be stable and mutual to ensure the process of evidence-based practice.

Situations for Application of Leadership Behaviors

A new health facility has limited nursing staff and has been utilizing the services of agency nurses to manage the deficit. There has been a history of high nurse turnover in this facility since the start of its operation. The facility manager wanted to solve the issue thus the facility replaced the top nurse managers in the departments who would use various leadership styles of many types to retain the nursing workforces.

The last half-year has seen the least number of hirings of agency nurses. The nurse turnover rates have also been reduced. The change in nursing leadership at the unit levels has changed the nursing leadership behavior hence nursing job satisfaction. The navigation through these social systems has been much more complex (Belrhiti et al., 2018) but the change in leadership  would be associated with the outcomes

Nursing leadership is not only confined to nurse managers and unit leaders. A new nurse had just joined the unit and requires to confirm a diagnosis make a necessary nursing plan for her patient. the nurse unit manager decided to take the new nurse through the process of data retrieval and application to practice. In the process, the nurse would later base her plans on the latest state and national guidelines. The other nurses were also able to follow the same procedure develop future care plans.

Conclusion

Nursing leadership determines the success of nursing interactions in health care and consequently the quality of nursing care and patient care outcomes. The given situations illustrated how the various nursing leadership styles impacted the quality of nursing in workforce retention and utilization of evidence-based practice. The choice of leadership style is reliant on various factors including the personality of the leader as well as the goal of the nursing practice in the unit.   

Leadership Theories in Practice Discussion NURS 6053 References

Belrhiti, Z., Nebot Giralt, A., & Marchal, B. (2018). Complex leadership in healthcare: A scoping review. International Journal of Health Policy and Management, 7(12), 1073–1084. https://doi.org/10.15171/ijhpm.2018.75

Broome, M. E., & Marshall, E. S. (2020). Transformational leadership in nursing: From expert clinician to influential leader (M. E. Broome & E. S. Marshall, Eds.; 3rd ed.). Springer Publishing. https://doi.org/10.1891/9780826135056

Fennell, K. (2021). Conceptualizations of leadership and relevance to health and human service workforce development: A scoping review. Journal of Multidisciplinary Healthcare, 14, 3035–3051. https://doi.org/10.2147/JMDH.S329628

Gifford, W. A., Squires, J. E., Angus, D. E., Ashley, L. A., Brosseau, L., Craik, J. M., Domecq, M.-C., Egan, M., Holyoke, P., Juergensen, L., Wallin, L., Wazni, L., & Graham, I. D. (2018). Managerial leadership for research use in nursing and allied health care professions: a systematic review. Implementation Science: IS, 13(1), 127. https://doi.org/10.1186/s13012-018-0817-7

Specchia, M. L., Cozzolino, M. R., Carini, E., Di Pilla, A., Galletti, C., Ricciardi, W., & Damiani, G. (2021). Leadership styles and nurses’ job satisfaction. Results of a systematic review. International Journal of Environmental Research and Public Health, 18(4), 1552. https://doi.org/10.3390/ijerph18041552 

Leadership Theories in Practice Discussion NURS 6053 Example 2

Leadership Theories in Practice

Leadership theories are constructs that explain why certain people become leaders. The major focus of leadership theories is the behaviors and traits that individuals can adopt to increase their leadership abilities (Frasier, 2019). There are different formal and informal leadership theories. Formal leadership theories include the great man, transactional, situational, transformational, trait, and behavioral theories. This discussion examines formal leadership theories against behaviors I have observed in my organization and their effectiveness in impacting my organization.

Formal leadership theories propose that leaders should demonstrate behaviors and skills such as active listening, trustworthiness, inspiration, effective communication, and recognition of diverse perspectives from followers (Vidman & Strömberg, 2020). The two key insights drawn from the week’s reading and external scholarly resources on the impact of formal leadership behavior in creating healthy work environments are that leadership behavior impacts conflict resolution and problem-solving in the workplace (Cummings et al., 2021) and promotes employees’ morale and engagement. 

I have witnessed situations whereby a leader in my practice setting utilized these leadership behaviors and skills. For instance, there have been continuous multigenerational conflicts in the workplace. The nurse manager in my unit used active listening and effective communication to solve the problem and resolve the conflicts. In another situation where the unit had sub-performed, the leader used rewards and recognition to support the staff and promote their morale.

The application of these leadership skills was considerably effective and positively impacted practice in the workplace. The staff began respecting each other regardless of generational differences, thus preventing conflicts. More so, the staff became open to sharing their issues with the nurse manager, considering he demonstrated active listening and effective problem-solving in resolving conflicts. In addition, the practice of motivating staff and encouraging them based on their performance enhanced active engagement and empowered staff to perform better.

Leadership theories promote different behaviors and traits that individuals can cultivate to become effective leaders. These behaviors include active listening and effective communication. The key insights on leadership behaviors from this week’s reading were leadership behaviors and skills that promote conflict resolution and employee morale. These behaviors have been applied in my work setting in the two situations mentioned above. The application of leadership behavior and skills positively impacts practice in a workplace setting.

References

Cummings, G. G., Lee, S., Tate, K., Penconek, T., Micaroni, S. P. M., Paananen, T., & Chatterjee, G. E. (2021). The essentials of nursing leadership: A systematic review of factors and educational interventions influencing nursing leadership. International Journal of Nursing Studies, 115, 103842. https://doi.org/10.1016/j.ijnurstu.2020.103842

Frasier N. (2019). Preparing Nurse Managers for Authentic Leadership: A Pilot Leadership Development Program. The Journal of Nursing Administration, 49(2), 79–85. https://doi.org/10.1097/NNA.0000000000000714

Vidman, Å., & Strömberg, A. (2020). Leadership for a healthy work environment – a question about who, what, and how. Leadership in Health Services (Bradford, England), 34(1), 1–15. https://doi.org/10.1108/LHS-06-2020-0041

NURS 6053 Module 1 Assignment – ANALYSIS OF A PERTINENT HEALTHCARE ISSUE

The Quadruple Aim provides broad categories of goals to pursue to maintain and improve healthcare. Within each goal are many issues that, if addressed successfully, may have a positive impact on outcomes. For example, healthcare leaders are being tasked to shift from an emphasis on disease management often provided in an acute care setting to health promotion and disease prevention delivered in primary care settings. Efforts in this area can have significant positive impacts by reducing the need for primary healthcare and by reducing the stress on the healthcare system.

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Changes in the industry only serve to stress what has always been true; namely, that the healthcare field has always faced significant challenges, and that goals to improve healthcare will always involve multiple stakeholders. This should not seem surprising given the circumstances. Indeed, when a growing population needs care, there are factors involved such as the demands of providing that care and the rising costs associated with healthcare. Generally, it is not surprising that the field of healthcare is an industry facing multifaceted issues that evolve over time.

In this module’s Discussion, you reviewed some healthcare issues/stressors and selected one for further review. For this Assignment, you will consider in more detail the healthcare issue/stressor you selected. You will also review research that addresses the issue/stressor and write a white paper to your organization’s leadership that addresses the issue/stressor you selected.

RESOURCES

Be sure to review the Learning Resources before completing this activity.
Click the weekly resources link to access the resources. 

Required Readings

  • Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.
    • Chapter 2, “Transformational Leadership: Complexity, Change, and Strategic Planning” (pp. 34–62)
    • Chapter 3, “Current Challenges in Complex Health Care Organizations and the Quadruple Aim” (pp. 66–97)

Read any TWO of the following (plus TWO additional readings on your selected issue):

https://human-resources-health.biomedcentral.com/track/pdf/10.1186/s12960-016-0154-3

Required Media

  • Walden University, LLC. (Producer). (2015). Leading in Healthcare Organizations of the Future [Video file]. Baltimore, MD: Author.

Transcript Below:

DR. BRENDA FRESHMAN: The issues, the challenges in health care are only going to get more extreme. So we’re going to need to be informed as to what’s going on in the industry as well as what’s going on in our organization.

NARRATOR: What can individuals working in health care do to prepare themselves for the future? Dr. Louis Rubino, Dr. Cecelia Wooden, Dr. Brenda Freshman, and Kevin Smith share their views on how individuals can further their professional development and maintain their energy and enthusiasm for this work.

DR. LOUIS RUBINO: In order to make sure that somebody’s successful on our health care industry today and to be able to adapt to the changes that are occurring, I think the number one step is to be aware. It’s so important to keep apprised as to what’s happening in regards to the politics in health care reform, the industry trends, the successes outside of our industry, and how they’re making those successes.

We can all learn from each other. Finding meaningfulness is so important for people today. We’re not in the stages of the early 20th century where people went to work and just were there to produce an income and to do what they were told to do and then to go home and come back the next day. The ways that organizations are truly successful and are superior are organizations that have employees that are committed, committed to the mission and to the values of the organization.

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And in order to do that, we need to, as leaders, serve the needs of our people in a better way than ever before. The other thing is just the networking that is needed to be done by these people in order to find out who are the significant players out there, who are the stakeholders that are going to make a difference and not stay within your own particular area of your discipline or your influence.

DR. BRENDA FRESHMAN: I think the most important thing that individuals and leaders can do to address the challenges of the future is develop cultural competency, develop the ability to take multiple perspectives, develop greater understanding of the whole system of the organization. And even though I focus on emotional intelligence and organizational behavior and what’s called the softer side, it’s very important to understand the economics and the accounting and the financial and survival side of the organization.

I think there will be advances in theory– organizational theory– and practice, organization development, based on the increasing complexities. We talk about now this concentric circle design of organizational design that we had not talked about previously. I’m hoping that as we move into the future, we’ll get more creative in an adaptive, functional way to think of things that we had never thought of before. Technology has a role in this.

Probably, even within my lifetime, there will be advances in technology that will help people collaborate better, and I’m hoping be more compassionate and also more aware of the system that they’re working in. The issues, the challenges in health care, are only going to get more extreme, so we’re going to need to be informed as to what’s going on in the industry as well as what’s going on in our organization. So seek opportunities to learn and educate yourself along the lines of what motivates you. This is where the skill of self awareness and self motivation come in.

DR. CECELIA WOODEN: An important fundamental belief is that you are in control of your career. Nobody’s going to be in control of your career like you’re going to be in control of your career, or should be. Like riding a bicycle. You can put all kinds of energy into the pedals, but it’s those handlebars that are going to get you where you want to go. So at any level in a career, you want to ask yourself two questions.

Right now, where I am in my career, how much technical knowledge should I have, and how much of this leadership management stuff should I be learning. And I always call this leadership mathematics, and what the usual rule of thumb is, early on in your career as an early careerist, 80% of your skills and your skill building ought to be in a technical field. But don’t let that 20% go by the wayside. Start to think about leadership, start to read about leadership, start to watch leaders in your organization that you admire.

How do they make decisions? What’s the behavior that makes me drawn to them as a leader? So start your leadership tool kit by sharpening up your powers of observation. Read to engage you in the thinking about leadership and the models of leadership that are available. What’s your theory of leadership? How are you going to let that evolve over the course of your career? As you progress through your career to perhaps mid-level, those percentages will change.

By mid-level you normally will see about 50% of your skills in the technical area and the other 50% in the leadership and management area. By the time you get to be senior executive, the numbers have dramatically shifted. Most executives will freely admit that only 10% of their skill is in the technical area and 90% of their skill is in the leadership and people business. The understanding of motivation and inspiration, and that’s at the leadership levels.

All right, so I’m a leader wanna be, and I’ve done all the things right, I’ve collected data on myself, I’ve sought feedback, I participated in a 360-degree evaluation for my development. I’ve got all this stuff in my toolkit, and now I’ve got to build a house. What order do I use this stuff? How do I integrate everything I’ve learned and everything that I will continue to learn in a meaningful way for me? What kind of risk taker am I? Am I willing to seek help when necessary?

Am I willing to find a mentor with whom I can learn where the land mines are? Am I willing to extend myself and put myself in the place of most opportunity even though I may not know what the outcome’s going to be? But it will give me a chance to deploy and practice some of those leadership skills. Don’t try to deploy them all at once. Work on one at a time. Right now, in your life, in your position, what would be the one leadership skill that you want to work on?

Don’t try to do more than that right now until you get that one down pat. Decide if it’s listening, decide if it’s been a good questioner, decide if it’s being a good diagnostician and figuring out what leadership style would be appropriate for this situation. So start with baby steps. Pick one leadership skill that you want to work on and then put yourself in the place of most opportunity.

DR. LOUIS RUBINO: You need to really reach out– all students and early careerists– to the industry leaders of today. We’re so afraid sometimes to approach people, and people that are at the end stages of their career that have accomplished a lot recognize that they have a lot to give and would like to do it, but sometimes are hesitant to do it, because they’re not asked or because they feel it might be pushing onto people certain aspects that– it’s almost like an ego trip for them. And that’s not the case at all.

DR. BRENDA FRESHMAN: I would not be where I am today without the mentors in my life. So mentorship has been a valuable part of my own professional development. I think that individuals should– no matter what level they are–should look for people that they can learn from and develop good relationships with.

DR. CECELIA WOODEN: Oftentimes when we think about leadership and people in leadership roles, the question comes up, is there work-life balance? How do they deal with the demands of work, the stress of work, avoiding burnout in a complex environment like health care? We used to use the terms work-life balance, and now we’re using the terms vitality and velocity.

The velocity means, what’s the pace of your work? Are you in your everyday life avoiding burnout and managing stress by actually scheduling time into your appointments, into your day, that are just for you. Schedule it just like a regular meeting. This is the hour that I protect for myself, because I’m going to write my journal, or I’m going to go for a walk around the hospital campus, or I’m going to have a conversation with my life partner.

So in terms of velocity, a good leader will take a measure of themselves– what’s my capacity for stress–and they’ll balance that out with vitality, but when you think of the energy that is demanded of a health care leader, there’s likely no other profession that is 24/7 and dealing with issues as life and death as health care is. So the stress that that very profession causes must require somebody to have exceptional vitality, and we’re finding more and more that in health care organizations, at hospitals, in clinics, that there are far more employee wellness programs that are springing up.

And so as a leader and wanna be leader, I want you to think about, what’s my velocity? How much am I working? How do I check my stress level? And then second of all, on the vitality end, what is my organization offering that I might be able to take advantage of? Am I eating healthy in the cafeteria? Does the cafeteria have a heart healthy selection? Am I doing that? Am I taking advantage of the smoking cessation program that my organization may be sponsoring? Do we have a center–a gym, if you will, that has equipment that I could work out in?

KEVIN SMITH: The balance is important in life that family, good physical and emotional health is important, and you can’t get that by pouring 100% of yourself into work, and I think that’s especially important in health care, because of what we ask, in particular, of direct caregivers. They’ve chosen a profession in which they show up for work every day and put incredible amounts of themselves, their emotional goodwill, into people that in many cases they’ve never laid eyes on before.

I don’t believe you can do that without having a source of replenishment someplace else in your life. So we try to talk about that in our organization, but I also think in organizations people need to see that you act in a manner that’s consistent with the way that you talk and the words to speak. So I think what we try to do is to behave that way, to role model it.

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To Prepare:

  • Review the national healthcare issues/stressors presented in the Resources and reflect on the national healthcare issue/stressor you selected for study.
  • Reflect on the feedback you received from your colleagues on your Discussion post for the national healthcare issue/stressor you selected.
  • Identify and review two additional scholarly resources (not included in the Resources for this module) that focus on change strategies implemented by healthcare organizations to address your selected national healthcare issue/stressor.

The Assignment (2-3 Pages):

Analysis of a Pertinent Healthcare Issue

Develop a 2 to 3 page paper, written to your organization’s leadership team, addressing your selected national healthcare issue/stressor and how it is impacting your work setting. Be sure to address the following:

  • Describe the national healthcare issue/stressor you selected and its impact on your organization. Use organizational data to quantify the impact (if necessary, seek assistance from leadership or appropriate stakeholders in your organization).
  • Provide a brief summary of the two articles you reviewed from outside resources on the national healthcare issue/stressor. Explain how the healthcare issue/stressor is being addressed in other organizations.
  • Summarize the strategies used to address the organizational impact of national healthcare issues/stressors presented in the scholarly resources you selected. Explain how they may impact your organization both positively and negatively. Be specific and provide examples.

Looking Ahead

The paper you develop in Module 1 will be revisited and revised in Module 2. Review the Assignment instructions for Module 2 to prepare for your revised paper.

NURS 6053 Assignment: Personal Leadership Philosophies 

Please be mindful of plagiarism and APA format, I have included the rubric as directed. Please use my course resources as one of my references as instructed. Please include Broome, M. & Marshall, E.S. in the references. Thank you.

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Learning Resources

Required Readings

Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.

Chapter 1, Frameworks for Becoming a Transformational Leader (pp. 2–19 ONLY)
Chapter 6, Shaping Your Own Leadership Journey (pp. 182-211)
Duggan, K., Aisaka, K., Tabak, R. G., Smith, C., Erwin, P., & Brownson, R. C. (2015). Implementing administrative evidence-based practices: Lessons from the field in six local health departments across the United States. BMC Health Services Research, 15(1). doi:10.1186/s12913-015-0891-3. Retrieved from https://bmchealthservres.biomedcentral.com/articles/10.1186/s12913-015-0891-3

Resources for the StrengthsFinder Assessment Tool
Rath, T. (2007). Strengths Finder 2.0 – with Access Code.

Purchase the access code from the Walden bookstore. Then follow the instructions in the document \”How to Access the Strengths Finder 2.0.

Document: How to Access Strengths Finder 2.0 (PDF)

Required Media
Walden University, LLC. (Producer). (2014). Leadership [Video file]. Baltimore, MD: Author.

Accessible player
Moore Foundation. (n.d.). Nurses share lessons in leadership. Retrieved from https://www.youtube.com/playlist?list=PLopRJPO6GaifsYPGP_jcWXZzU10H3AaX7

Many of us can think of leaders we have come to admire, be they historical figures, pillars of the industry we work in, or leaders we know personally. The leadership of individuals such as Abraham Lincoln and Margaret Thatcher has been studied and discussed repeatedly. However, you may have interacted with leaders you feel demonstrated equally competent leadership without ever having a book written about their approaches.

What makes great leaders great? Every leader is different, of course, but one area of commonality is the leadership philosophy that great leaders develop and practice. A leadership philosophy is basically an attitude held by leaders that acts as a guiding principle for their behavior. While formal theories on leadership continue to evolve over time, great leaders seem to adhere to an overarching philosophy that steers their actions.

What is your leadership philosophy? In this Assignment, you will explore what guides your own leadership.

To Prepare:

Identify two to three scholarly resources, in addition to this Module’s readings, that evaluate the impact of leadership behaviors in creating healthy work environments.
Reflect on the leadership behaviors presented in the three resources that you selected for review.
Reflect on your results of the CliftonStrengths Assessment*, and consider how the results relate to your leadership traits.
*not required to submit CliftonStrengths Assessment

The Assignment (2-3 pages):

Personal Leadership Philosophies

Develop and submit a personal leadership philosophy that reflects what you think are characteristics of a good leader. Use the scholarly resources on leadership you selected to support your philosophy statement. Your personal leadership philosophy should include the following:

A description of your core values.
A personal mission and vision statement.
An analysis of your CliftonStrengths Assessment summarizing the results of your profile
A description of two key behaviors that you wish to strengthen.
A development plan that explains how you plan to improve upon the two key behaviors you selected and an explanation of how you plan to achieve your personal vision. Be specific and provide examples.
Be sure to incorporate your colleagues™ feedback on your Clifton Strengths Assessment from this Modules Discussion 2.
Please include an introduction and a summary.

I HAVE UPLOADED MY CLIFTONSTRENGTHS ASSESSMENT. PLEASE USE IT FOR THE ASSIGNMENT

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Strengths Insight Guide

SURVEY COMPLETION DATE: 03-22-2022

Because many of your responses were in the Neutral category or unmarked, a note of caution is warranted: Some people are unable to choose one statement from a given pair because they feel either that both statements fit them well or that neither does. This is normal, but when it occurs very frequently, it does lead to less confidence in the accuracy of direction indicated by your report.

Depending on the order of your themes and how you responded to the assessment, some of your themes may share identical insight statements. If this occurs, the lower ranked theme will not display insight statements to avoid duplication on your report.

Your Top 5 Themes

  1. Positivity
  2. Includer
  3. Arranger
  4. Consistency
  5. Empathy

Positivity

SHARED THEME DESCRIPTION

People who are especially talented in the Positivity theme have an enthusiasm that is contagious. They are upbeat and can get others excited about what they are going to do.

YOUR PERSONALIZED STRENGTHS INSIGHTS

What makes you stand out?

Chances are good that you feel much more enthusiastic about your life when you can compare your results to those of others. You are highly motivated by the image of yourself standing in the victory circle and being hailed as the best. By nature, you feel upbeat and cheerful when you keep busy.

Without question, you derive much satisfaction from producing tangible outcomes. Driven by your talents, you are viewed as a happy, lively, and animated person — but the fun ends abruptly when others expect you to begin casual conversations or initiate formal discussions. Usually you feel relieved the moment someone else volunteers to get everyone talking. It’s very likely that you value financial security, but you refuse to think about it as much as many people do.

You measure the quality of your life in less tangible but more meaningful ways. You place a higher priority on spending time with family and friends than working overtime to make extra money. You prefer a simple, less costly vacation to an expensive trip. You treasure a gift someone made for you more than a costly present purchased at an upscale, trendy store.

Because of your strengths, you feel much more optimistic about dealing with whatever life hands you when you can keep abreast of breaking news. Having limited access to broadcast media, newspapers, magazines, electronic mail, fax machines, mobile phones, or people in the know can create a lot of stress for you.

Questions

  1. As you read your personalized strengths insights, what words, phrases, or lines stand out to you?
  • Out of all the talents in this insight, what would you like for others to see most in you?

Includer

SHARED THEME DESCRIPTION

People who are especially talented in the Includer theme are accepting of others. They show awareness of those who feel left out, and make an effort to include them.

YOUR PERSONALIZED STRENGTHS INSIGHTS

What makes you stand out?

Because of your strengths, you spontaneously look for ways to involve everyone in group-related activities. You really sense what not belonging feels like to the person who is intentionally left out, overlooked, or ignored. By nature, you can help others easily fit into groups. You quickly establish good relationships with just about everyone you encounter. How? You spontaneously notice people’s good qualities. When others hear your favorable comments about an individual, they are much more likely to make the person feel welcome.

Driven by your talents, you usually find a reason to befriend everyone. You welcome individuals into group discussions and activities. This can require the redistribution of resources or the revision of plans. You frequently figure out ways to accommodate those who want to participate. It’s very likely that you realize your friendly nature permits you to cooperatively live and work with many kinds of people.

You are frequently the first to call attention to the goodness, talents, knowledge, or skills others possess. This makes individuals feel good. It also makes them feel they truly belong. Chances are good that you feel life is wonderful when you can forge bonds with many of the individuals you meet. You have a gift for befriending just about anyone. You immediately notice those whom others leave out of conversations, forget to involve in meetings, or fail to invite to social events.

Questions

  1. As you read your personalized strengths insights, what words, phrases, or lines stand out to you?
  • Out of all the talents in this insight, what would you like for others to see most in you?

Arranger

SHARED THEME DESCRIPTION

People who are especially talented in the Arranger theme can organize, but they also have a flexibility that complements this ability. They like to figure out how all of the pieces and resources can be arranged for maximum productivity.

YOUR PERSONALIZED STRENGTHS INSIGHTS

What makes you stand out?

Because of your strengths, you function very well as a member of a group or task force. Contributing your talents, skills, and knowledge to the team gives you great pleasure. You are less attracted to projects on which you are isolated from people and expected to work alone. Driven by your talents, you are frequently the team member who pays close attention to whatever people say.

It’s very likely that you enjoy partnering with teammates to complete certain tasks or to reach particular goals. Chances are good that you usually choose to work with a group rather than by yourself. You probably are motivated to help your team be the best and win the top prize. Instinctively, you naturally choose to work in groups rather than do things by yourself. This preference for partnerships reflects your willingness to welcome into the team many different types of individuals.

Questions

  1. As you read your personalized strengths insights, what words, phrases, or lines stand out to you?
  • Out of all the talents in this insight, what would you like for others to see most in you?

Consistency

SHARED THEME DESCRIPTION

People who are especially talented in the Consistency theme are keenly aware of the need to treat people the same. They try to treat everyone in the world with consistency by setting up clear rules and adhering to them.

YOUR PERSONALIZED STRENGTHS INSIGHTS

What makes you stand out?

Chances are good that you may pay attention to due dates when you are planning certain types of projects. Perhaps your desire to finish on schedule motivates you to move methodically from one milestone to the next or from one point on the timeline to the next. You might want everyone involved in an endeavor to understand the plan and faithfully follow it.

When players stick to the original schedule, sometimes the day a project ends is just an ordinary day. By nature, you might know what is and is not morally good. In certain situations, you can determine what is and is not quality work. When you consistently use reliable systems, you may be able to distinguish right from wrong or excellence from mediocrity. Perhaps having a uniform set of criteria or a detailed evaluation process helps you determine the worth of your own words and deeds.

Instinctively, you sometimes exhibit particular patterns of behavior over and over. Perhaps you appreciate certain individuals because they help you follow your daily regimen. To some degree, these people contribute to your productivity or success. Because of your strengths, you perhaps invent rules or procedures for the sake of efficiency and accuracy when you must perform repetitious or mundane tasks.

By following your own directions, you may find it is easier to complete certain types of daily, weekly, monthly, or annual chores. Sometimes you are thankful for people who not only recognize but also respect your need for uniformity. Driven by your talents, you are most comfortable with people who appreciate your need for conformity. You define fairness as giving everyone the same advantages. You follow rules and administer policies without showing favoritism to any person or group.

Questions

  1. As you read your personalized strengths insights, what words, phrases, or lines stand out to you?
  • Out of all the talents in this insight, what would you like for others to see most in you?

Empathy

SHARED THEME DESCRIPTION

People who are especially talented in the Empathy theme can sense the feelings of other people by imagining themselves in others’ lives or others’ situations.

YOUR PERSONALIZED STRENGTHS INSIGHTS

What makes you stand out?

Driven by your talents, you frequently consider what you want to make better about yourself, a project, another person, a plan, or an event. When people recognize your commitment to quality, many are willing to reveal to you their innermost thoughts and feelings. Few things mean more to you than being trusted not to tell anyone what was meant for you alone to hear. Because of your strengths, you routinely have insights into what individuals are thinking and feeling. Even so, you refrain from invading people’s privacy by commenting on their moods and ideas. You are much more comfortable when they introduce the subject.

Instinctively, you are quite sympathetic to the idea that no monetary reward can buy you or anyone else contentment, peace, or a sense of personal well-being. It’s very likely that you encourage people to express their innermost thoughts and feelings, and you refrain from judging them. You like knowing that others depend on you to listen. Moreover, you have noticed that individuals come to you for advice. By nature, you bring an emotional awareness to conversations. Many times, you ease the stress of individuals when they are about to make an important decision. You can also calm those who are struggling with the uncertainty of change. You are likely to pose probing questions to direct the thinking of others. However, you refrain from telling people what they should and should not do.

Questions

  1. As you read your personalized strengths insights, what words, phrases, or lines stand out to you?
  • Out of all the talents in this insight, what would you like for others to see most in you?

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Personal Leadership Philosophies Example Solution

Leadership is an integral part of nursing practice. Leadership styles vary among nurse leaders in nursing practice. These styles are based on nursing leadership theories. The leader’s core values, professional mission, vision, behavior, and personality are some of the contributors to the leader’s choice of style of leadership. Each style has its own strengths and weaknesses in nursing leadership and management. A leadership philosophy forms a system of beliefs, emotions, and character of the leader that guide the leader’s decision-making and social relations. The purpose of this paper is to describe and evaluate my leadership philosophy

My Core Values

I complete the Clinton Strengths Insight Guide survey evaluation of personal values and strengths. My core values are positivity, empathy, acknowledgment of human emotions, inclusivity, flexibility and arrangement for maximum productivity, and a belief in just and consistent treatment. I have an enthusiasm to change my environment through positive thinking. I believe in tolerance of differing opinions to make positive outcomes of these differences.

I believe that every person’s thinking and personality can produce something positive for the common team’s goal. I fancy incorporating people thinking and emotions into decision-making. Behind human reasoning, some emotions determine their actions and excisions. Empathy allows me to put myself in the other team members’ shoes and understand their reasoning behind the decisions.

Emotional intelligence is one of the core values that I hope to sharpen in the future as a practicing nurse. Sharing the decision in clinical decision-making enhances inclusivity. Brunt & Bogdan (2021) argued that shared decision-making is a more effective way of leadership in nursing practice. Shared decision-making allows more participation and active involvement of the team in making team decisions that every team member will have to own the outcomes. My belief in incorporating inclusive leadership for maximum productivity provides me with a reassurance of achieving transforming the input of each individual into a meaningful team output.

Personal Mission and Vision Statement

My mission in the profession is to provide nursing care that is equitable, timely, just, and patient-centered nursing care through effective team leadership and coordination. I believe that at one time I will be charged with the repressibility to provide nursing leadership direction in decision making at personal and group levels.

Under these circumstances, I hope to incorporate my core values. My vision is to provide ethical and evidence-based direct and indirect care to my patients without infringing the patient’s autonomy and cultural beliefs. The current paradigm in nursing care revolves around evidence-based practice and culturally sensitive care. My vision is to ensure that at all times my nursing care doesn’t contradict these two concepts of modern nursing. 

Clifton Strengths Assessment

Clifton Strengths guide by Gallup was been used by various learners to identify and develop leadership skills (Bloom, 2018; Comer et al., 2019). The Clifton Strengths assessment provided me with self-reflection on the personal strengths that would shape my future leadership style and principles. Five themes came out from this assessment: positivity, includer, arranger, consistency, and empathy.

The positivity theme manifested my contagious nature to influence my colleagues into thinking positively in all situations and converting these situations into significant personal and group outcomes. To achieve this, I would need the inclusion and arrangement abilities to ensure no bias but the consistent treatment of colleagues. The theme of empathy also reinforces my core values aforementioned. Further analysis showed that these themes are related and would complement my ultimate leadership physiology supporting the transformational ideology in leadership. 

Behaviors to Strengthen

The balance and contrasts between the transactional and transformational basis of the common styles of leadership are still not instilled in me. My short-term goals aim to ensure that colleagues assert their commitment to the common goal. This makes me sometimes my personal goals at the expense of transforming others’ commitment (Carvalho et al., 2019; Broome & Marshall, 2021). This makes my philosophy a nonmutual one.

The transformational style requires that the leader and the follower have a mutual relationship (Brunt & Bogdan, 2021; (Broome & Marshall, 2021). Gratifying my team members’ motives and needs overrides my focus on personal professional commitments. Secondly, I find it not more effective to work alone and would sometimes seek colleagues’ opinions on indecisive matters of daily professional development. This independence makes thinking about other successes and contributions paramount. However, I also have a personal mission to achieve in providing timely care. somehow, achieving timely delivery would be impeded by this behavior. 

Plans to Strengthen Behavior to Achieve my Professional Vision

I intend to navigate my behavioral challenges through consistent practice and the use of evidence-based literature to provide the necessary expertise and knowledge on curbing nonmutual selfless behavior and self-reliability. Practicing daily leadership skills on colleagues by explaining the ‘broader picture’ outcomes of the processes would make me gain directly a transformational change behavior in effecting leadership skills (van Dorssen-Boog et al., 2020).

As new evidence is being published, I intend to utilize the evidence in modifying my skills in nursing leadership. Using empirical evidence will improve my leadership behavior (James et al., 2021). My personal vision concerned evidence-based ethical care that would synergize my change-oriented leadership style and achievement of professional goals. 

Conclusion

My leadership is change-oriented and aims to influence colleagues and teamwork to achieve common team goals. My vision is to provide evidence-based ethical nursing care through change-oriented leadership. My strengths are positivity, empathy, arranger abilities, inclusivity, and consistency. However, I still lag in my ability to be standalone in decision making and making mutual engagement with team members. Hopefully, the application of evidence-based practice in leadership and the use of the regular practice to overcome these weaknesses would enhance my achievement of the personal professional vision.  

References

Bloom, T. J. (2018). Comparison of StrengthsQuest signature themes in student pharmacists and other health care profession students. American Journal of Pharmaceutical Education, 82(1), 6142. https://doi.org/10.5688/ajpe6142

Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer. https://books.google.com/books?id=jkC9DwAAQBAJ&printsec=frontcover#v=onepage&q&f=false

Brunt, B. A., & Bogdan, B. A. (2021). Nursing Professional Development leadership. In StatPearls [Internet]. StatPearls Publishing. https://www.ncbi.nlm.nih.gov/books/NBK519064/

Carvalho, M., Ramalhal, T., & Bernardes Lucas, P. (2019). Self-efficacy of nurses as clinical leaders – scoping review. Annals of Medicine, 51(sup1), 202–202. https://doi.org/10.1080/07853890.2018.1560161

Comer, R. D., Schweiger, T. A., & Shelton, P. (2019). Impact of students’ strengths, critical thinking skills, and disposition on academic success in the first year of a PharmD program. American Journal of Pharmaceutical Education, 83(1), 6499. https://doi.org/10.5688/ajpe6499

James, A. H., Bennett, C. L., Blanchard, D., & Stanley, D. (2021). Nursing and values-based leadership: A literature review. Journal of Nursing Management, 29(5), 916–930. https://doi.org/10.1111/jonm.13273

van Dorssen-Boog, P., de Jong, J., Veld, M., & Van Vuuren, T. (2020). Self-leadership among healthcare workers: A mediator for the effects of job autonomy on work engagement and health. Frontiers in Psychology, 11, 1420. https://doi.org/10.3389/fpsyg.2020.01420

NURS 6053 Module 4: Assignment – WORKPLACE ENVIRONMENT ASSESSMENT

Clearly, diagnosis is a critical aspect of healthcare. However, the ultimate purpose of a diagnosis is the development and application of a series of treatments or protocols. Isolated recognition of a health issue does little to resolve it.

In this module’s Discussion, you applied the Clark Healthy Workplace Inventory to diagnose potential problems with the civility of your organization. In this Portfolio Assignment, you will continue to analyze the results and apply published research to the development of a proposed treatment for any issues uncovered by the assessment.

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RESOURCES

LEARNING RESOURCES

Required Readings

  • Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.
    • Chapter 5, “Collaborative Leadership Contexts: It Is All About Working Together (pp. 155–178)
    • Chapter 8, “Creating and Shaping the Organizational Environment and Culture to Support Practice Excellence” (pp. 237–272)
    • Chapter 7, “Building Cohesive and Effective Teams” (pp. 212–231)

Select at least ONE of the following:

Required Media

Transcript already sent

To Prepare:

  • Review the Resources and examine the Clark Healthy Workplace Inventory, found on page 20 of Clark (2015).
  • Review the Work Environment Assessment Template*.
  • Reflect on the output of your Discussion post regarding your evaluation of workplace civility and the feedback received from colleagues.
  • Select and review one or more of the following articles found in the Resources:
    • Clark, Olender, Cardoni, and Kenski (2011)
    • Clark (2018)
    • Clark (2015)
    • Griffin and Clark (2014)

*Template completed in the Week 7 discussion should not be submitted with this assignment.

The Assignment (3-6 pages total):

Part 1: Work Environment Assessment (1-2 pages)

  • Review the Work Environment Assessment Template you completed for this Module’s Discussion.
  • Describe the results of the Work Environment Assessment you completed on your workplace.
  • Identify two things that surprised you about the results and one idea you believed prior to conducting the Assessment that was confirmed.
  • Explain what the results of the Assessment suggest about the health and civility of your workplace.

Part 2: Reviewing the Literature (1-2 pages)

  • Briefly describe the theory or concept presented in the article(s) you selected.
  • Explain how the theory or concept presented in the article(s) relates to the results of your Work Environment Assessment.
  • Explain how your organization could apply the theory highlighted in your selected article(s) to improve organizational health and/or create stronger work teams. Be specific and provide examples.

Part 3: Evidence-Based Strategies to Create High-Performance Interprofessional Teams (1–2 pages)

  • Recommend at least two strategies, supported in the literature, that can be implemented to address any shortcomings revealed in your Work Environment Assessment.
  • Recommend at least two strategies that can be implemented to bolster successful practices revealed in your Work Environment Assessment.

BY DAY 7 OF WEEK 9

Submit your Workplace Environment Assessment Assignment.

SUBMISSION INFORMATION

Before submitting your final assignment, you can check your draft for authenticity. To check your draft, access the Turnitin Drafts from the Start Here area. 

  1. To submit your completed assignment, save your Assignment as WK9Assgn_LastName_Firstinitial
  2. Then, click on Start Assignment near the top of the page.
  3. Next, click on Upload File and select Submit Assignment for review.

NURS 6053 Week 7 Workplace Environment Assessment

Please be mindful of plagiarism and APA format, I have included the rubric as directed. Please use my course-required reading for the references.

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Learning Resources

Required Readings

Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.

Chapter 5, Collaborative Leadership Contexts: It Is All About Working Together (pp. 155-178)
Chapter 8, Creating and Shaping the Organizational Environment and Culture to Support Practice Excellence (pp. 237–272)
Chapter 7, Building Cohesive and Effective Teams (pp. 212–231)
Select at least ONE of the following:

Clark, C. M., Olender, L., Cardoni, C., Kenski, D. (2011). Fostering civility in nursing education and practice. The Journal of Nursing Administration, 41(7/8), 324-330.

Clark, C. M. (2018). Combining cognitive rehearsal, simulation, and evidence-based scripting to address incivility. Nurse Educator.

Clark, C. M. (2015). Conversations to inspire and promote a more civil workplace. American Nurse Today, 10(11), 18-23. Retrieved from https://www.americannursetoday.com/wp-content/uploads/2015/11/ant11-CE-Civility-1023.pdf

Griffin, M., & Clark, C. M. (2014). Revisiting cognitive rehearsal as an intervention against incivility and lateral violence in nursing: 10 years later. Journal of Continuing Education in Nursing, 45(12), 535-542.

Document: Work Environment Assessment Template (Word document)

Required Media
TEDx. (2017, April). Jody Hoffer Gittell: The power of a simple idea [Video file]. Retrieved from https://www.youtube.com/watch?v=X7nL5RC5kdE

Walden University, LLC. (Producer). (2009a). Working with Groups and Teams [Video file]. Baltimore, MD: Author.

Accessible player

Discussion: Workplace Environment Assessment

How healthy is your workplace?

You may think your current organization operates seamlessly, or you may feel it has many issues. You may experience or even observe things that give you pause. Yet, much as you wouldn’t try to determine the health of a patient through mere observation, you should not attempt to gauge the health of your work environment based on observation and opinion. Often, there are issues you perceive as problems that others do not; similarly, issues may run much deeper than leadership recognizes.

There are many factors and measures that may impact organizational health. Among these is civility. While an organization can institute policies designed to promote such things as civility, how can it be sure these are managed effectively? In this Discussion, you will examine the use of tools in measuring workplace civility.

To Prepare:

Review the Resources and examine the Clark Healthy Workplace Inventory, found on page 20 of Clark (2015).
Review and complete the Work Environment Assessment Template in the Resources.

Post a brief description of the results of your Work Environment Assessment. Based on the results, how civil is your workplace? Explain why your workplace is or is not civil. Then, describe a situation where you have experienced incivility in the workplace. How was this addressed? Be specific and provide examples.

NOTE:
I HAVE UPLOADED MY CLARK HEALTH WORKPLACE ASSESSMENT. PLEASE USE MY REQUIRED READINGS AS MY REFERENCES.

THANK YOU.

Workplace Environment and Safety Example Solution

A healthy nurse workplace refers to a safe, satisfying and empowering environment. Building and consistently keeping a healthy work environment is critical for patients’ safety, nurse satisfaction, workforce retention, and care quality, all of which are critical to the financial survival of healthcare organizations. The six key factors that enable employers to foster a sustainable healthy workplace culture are – true collaboration, skilled communication, effective decision-making, meaningful recognition, appropriate staffing, and authentic leadership.

True collaboration is a synergistic relationship formed when two or more entities work together to achieve something far better than the sum of their separate powers and efforts. Regarding authentic leadership, the leader models and encourages others to emulate a good work environment (Broome & Marshall, 2021). Skilled communication is an open, engaging, and productive conversation among nurses that enhances team collaboration, a faster adaptation of new nurses, and fosters civility (Clark, 2019).

Meaningful recognition acknowledges personnel behavior and skill that influenced the patient’s nursing care. Recognition, promotion, and incentives increase nurses’ loyalty to the job. A workplace health assessment is a process of obtaining information on the variables that support or hinder employee health at a specific company or hospital and finding potential possibilities to improve or address those problems.

According to the Clark Healthy Workplace Inventory tool, personnel are not only motivated by a healthy work environment but also have a high degree of civility (Clark et al., 2011). The paper reflects on an assessment of my workplace based on Clark’s tool, a snapshot of my work environment, and encounters with incivility cases.

Workplace Civility Measurement

The Clark Healthy Workplace Inventory revealed that my workplace is moderately healthy after documenting a score of 80/100. Top-rated features in the assessment were transparency, team collaboration, skilled communication, wellness, and effective leadership. The attributes fall mainly under personal motivation factors and are critical for a healthy environment.

Low-rated attributes were meaningful recognition and effective decision-making making. The low scores centered on traits with organizational responsibility. The scores could pose an issue with the organization’s structure and practices for employee welfare. The workplace is civil, as evidenced by high scores on “discernible level of trust,” “transparent and respectful communication,” and “fair and respectful treatment of employees.”

Workplace Incivility Case Scenario

Workplace incivility refers to low-intensity social behavior typically regarded as unacceptable in the workplace and can be used to harm, belittle, or undermine another person or group (Clark, 2015). An example of a case witnessed during my attachment is a fresh graduate nurse in his late thirties who shifted from a successful job in the corporate world to nursing. Years of professional expertise, valuable parental insights, and a calm attitude disposition were all assets brought to the table by this nurse.

This nurse was enthusiastic about understanding the unit’s norms, highly motivated, and quick to develop tactile skills. However, he made enemies with one of the most outspoken departmental nurses who had a position in day-to-day operations. The nurse snubbed his questions and concerns. Furthermore, he was unfairly assigned responsibilities and given fewer days off despite being a family man.

Being a person fully aware of his rights, the nurse raised awareness to a more superior leader. The work schedules were enough to measure the incivility besides the colleagues witnessing it. The Nursing Director dug into the matter and formed an interim committee to investigate. Finally, the two nurses were summoned, had a conflict mediation process, and were allocated to different departments. Later the hospital developed automated shift scheduling to curb such issues.

Conclusion

Incivility in the nursing workplace causes physical and emotional anguish to victims and affects the quality of care provided to patients. Interventions to improve the situation include raising awareness about workplace incivility, training on effective communication methods to combat workplace incivility, and drills to practice the newly learned communication techniques. Facilities and organizations should establish acceptable and unacceptable behavior rules and procedures for reporting and dealing with occurrences of incivility.

References

Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer. https://books.google.com/books?id=jkC9DwAAQBAJ&printsec=frontcover#v=onepage&q&f=false

Clark, C. M. (2015). Conversations to inspire and promote a more civil workplace. American Nurse Today, 10(11), 18–23. Retrieved from https://www.americannursetoday.com/wp-content/uploads/2015/11/ant11-CE-Civility-1023.pdf

Clark, C. M. (2019). Combining cognitive rehearsal, simulation, and evidence-based scripting to address incivility. Nurse Educator, 44(2), 64-68. https://doi.org/10.1097/nne.0000000000000563

Clark, C. M., Olender, L., Cardoni, C., & Kenski, D. (2011). Fostering civility in nursing education and practice: Nurse leader perspectives. JONA: The Journal of Nursing Administration, 41(7/8), 324-330. https://doi.org/10.1097/nna.0b013e31822509c4

NURS 6053 Week 11 Change Implementation and Management Plan

Please be mindful of plagiarism and APA format, I have included the rubric as directed. Please use my course resources as one of my references as instructed. Please include Broome, M. & Marshall, E.S. in the references. Thank you.

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Required Readings

Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.

Chapter 4, Practice Model Design, Implementation, and Evaluation (pp. 99-154)
Cullen, L., & Adams, S. L. (2012). Planning for implementation of evidence-based practice. Journal of Nursing Administration, 42(4), 222-230.

Pollack, J., & Pollack, R. (2015). Using Kotter’s eight stage process to manage an organizational change program: Presentation and practice. Systemic Practice and Action Research, 28(1), 51-66.

Seijts, G. H., & Gandz, J. (2016). Transformational change and leader character. Business Horizons, 61(2), 239-249.

Tistad, M., Palmcrantz, S., Wallin, L., Ehrenberg, A., Olsson, C. B., Tomson, G., & Eldh, A. C. (2016). Developing leadership in managers to facilitate the implementation of national guideline recommendations: A process evaluation of feasibility and usefulness. International Journal of Health Policy and Management, 5(8), 477-486. doi:10.15171/ijhpm.2016.35. Retrieved from http://www.ijhpm.com/article_3183_5015382bcf9183a74ef7e79b0a941f65.pdf

Required Media
TEDx. (2013, January). Six keys to leading positive change: Rosabeth Moss Kanter at TEDxBeaconStreet [Vi

Change Implementation and Management Plan
It is one of the most cliche, but it nevertheless rings true: The only constant is change. As a nursing professional, you are no doubt aware that success in the healthcare field requires the ability to adapt to change, as the pace of change in healthcare may be without rival.

As a professional, you will be called upon to share expertise, inform, educate, and advocate. Your efforts in these areas can help lead others through change. In this Assignment, you will propose a change within your organization and present a comprehensive plan to implement the change you propose.

To Prepare:

Review the Resources and identify one change that you believe is called for in your organization/workplace.
This may be a change necessary to effectively address one or more of the issues you addressed in the Workplace Environment Assessment you submitted in Module 4. It may also be a change in response to something not addressed in your previous efforts. It may be beneficial to discuss your ideas with your organizational leadership and/or colleagues to help identify and vet these ideas.
Reflect on how you might implement this change and how you might communicate this change to organizational leadership.

The Assignment (5-6-minute narrated PowerPoint presentation):

Change Implementation and Management Plan

Create a 5- or 6-slide narrated PowerPoint that presents a comprehensive plan to implement changes you propose.

Your narrated presentation should be 5–6 minutes in length.

Your Change Implementation and Management Plan should include the following:

An executive summary of the issues that are currently affecting your organization/workplace (This can include the work you completed in your Workplace Environment Assessment previously submitted, if relevant.)
A description of the change being proposed
Justifications for the change, including why addressing it will have a positive impact on your organization/workplace
Details about the type and scope of the proposed change
Identification of the stakeholders impacted by the change
Identification of a change management team (by title/role)
A plan for communicating the change you propose
A description of risk mitigation plans you would recommend to address the risks anticipated by the change you propose

Please include a title page, introduction, and a summary. Must be 5-6 slides and use the required reading materials.

Also Read: NURS 6052 Evidence-Based Project Part 1 Identifying Research Methodologies