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Essentials Of Nursing Leadership
Essentials Of Nursing Leadership
Which of the following behaviors may be considered: (1) ethical but illegal, (2) legal but unethical, (3) illegal and unethical, and (4) legal and ethical?
a) Working in a clinic where abortions are performed.
b) Honoring the requests of an ALS patient who wishes to die with dignity rather than be placed on “breathing machines.”
b) Honoring her friend’s health surrogate’s wishes for the termination of life support.
d) Observing a coworker take out two oxycodone tablets as ordered for pain treatment for his patient but keep one for himself, administering only one dose to the patient.
2. Distinguish between deontological theories, utilitarianism, and principlism.
3. What are your thoughts on health-care workers giving information concerning a poor prognosis to customers, especially if the information may cause extreme distress?
4. What are their thoughts on health-care personnel providing information to patients against their families’ wishes?
5. You witness a colleague using another nurse’s login to gain access to the medication administration system and withdraw a narcotic.
What would your reaction be?
6. Your colleague’s youngster fell and was sent to the emergency room.
She returns to the unit and informs you that they cleaned and debrided the wound and that she must change the dressings twice daily using a wet to dry procedure.
You observe her use a patient’s identifying number to enter the supply system and remove the dressings and saline.
What would your reaction be?
7. You are caring for a patient who is nearing the end of his or her life.
He asks if he’s going to die.
Would you inform him?
If so, how so?
What would you say if the answer is no?
8. You are giving a patient hydromorphone.
The patient inquires as to what medication you are administering.
Would you inform the patient about the medication?
6th Edition of Nursing Leadership and Management Essentials
MSN, EdD, RN, CNE, ANEF Sally A. Weiss
Tappen, Ruth M.
ISBN-13: 978-0-8036-3663-7 EdD, RN, FAAN
Nurse leaders are required in all care provider companies to supervise staff members.
 As nurse leaders prepare for a major migration of retiring registered nurses and an influx of young, green talent, the health care industry becomes more difficult.
Despite warnings of a health-care talent shortfall for several decades, contemporary governments have made creating new nurse leaders a low priority.
Today, nurse leaders are concerned about three factors: the expanding baby boomer generation, the increased need for medical services offered by this group, and the large number of registered nurses who will shortly retire.
It is vital that current nursing leaders develop protégés to fill the hole left by their departure.
Despite years of warnings, the lack of planning to affect this outcome has provided a significant problem for health care practitioners.
Organizations aiming to establish a pool of qualified nurse leaders are facing a difficult time.
The retiring nurse cohort represents the most significant problem for provider organizations, as it will result in a substantial influx of inexperienced nursing talent, which will eventually comprise half of the registered nursing pool in the United States.
Because of these circumstances, the development of new nurse leaders is critical.
As a result, a number of nursing supporters have created partnerships to foster the development of new leaders.
With this in mind, the nine criteria listed below can help nursing executives achieve their goal of developing fresh leadership potential.
1. Intuitive Emotional Intelligence
Nurse leaders work closely with trainees in clinical settings to help them develop emotional intelligence.
 This type of assistance assists peers in coping with the tensions that arise amid normal struggles.
Nurse leaders aid trainees in dealing with these issues as well as other negative factors that can lead to emotional weariness and poor team engagement.
Integrity for oneself and one’s charges is a major goal for nurse leaders.
 Personal integrity assists nurse practitioners in making the best decisions for their patients’ treatment programs at critical junctures.
Furthermore, effective leaders adapt to and teach morally feasible techniques that enable new nurse leaders to make safe and effective care decisions on their own.
3. Analytical Thinking
Nurse leaders coach new practitioners in the application of critical thinking to help them improve the ability to make judgments based on a complicated set of factors.
This expertise is essential in a health-care setting where multidisciplinary teamwork is becoming more common.
Because of the growing trend of autonomy for nurses, critical thinking has become a key professional skill for practitioners.
4. Commitment to Excellence
Nurse leaders are dedicated to their passion and mission, and their endurance in the caring setting demonstrates this.
Leaders may examine performance quarterly to encourage this tendency in new nurses.
Regardless of the technique employed to increase nurse performance, all nurse leaders instill in their charges a commitment to excellence by providing excellent service so that trainees can learn from their examples.
5. Communication Capabilities
Collaboration in the care provider context is becoming increasingly important in today’s multidisciplinary treatment environment.
Nurse leaders arrange for trainees to attend rounds while engaging with diverse medical experts, such as support workers, primary care providers, and senior executives, to foster teamwork.
Some health-care organizations also form recruitment and retention teams, which may participate in these rounds with trainees.
6. Professional Networking
During their training, nurse leaders develop a thorough awareness of the patient-nurse interplay.
 Nurse leaders concentrate on teaching trainees how to interact with patients after they have been triaged.
During the learning process, effective nurse leaders look for chances to train new organizational leaders.
7. Be respectful
Nurse leaders are passionate, dynamic influencers who encourage change in others while earning their charges’ respect and trust.
To achieve this, leaders teach communication strategies such as two-way communication and rephrasing in order to foster a workplace atmosphere in which stakeholders engage each other in a constructive, positive manner.
Trainees build respect for their peers and nurse leaders as they learn about each other’s situations.
Nurse leaders use motivational tactics that are tailored to the personalities of their learners.
Nurse leaders foster an environment of continuous learning by empowering trainees and encouraging them toward understanding their roles as caregivers.
While good nurse leaders make every effort to find learning opportunities, they also allow trainees enough authority to avoid feeling micromanaged.
Nursing is a dynamic profession that necessitates skilled, self-assured leadership.
These professionals, as organizational leaders, represent the nursing field at practically every professional point of contact inside the organization.
This will become more important when nurse leaders find themselves representing the field in the boardroom more frequently as time passes.
Over the next decade, nursing leadership will pass to a new generation of nursing talent.
 In the shifting health care environment, these individuals will be critical in bridging the gap between nurses and senior management.
As a result, it is vital that nurse leaders begin grooming their successors now, and that the next generation of nurses pursue additional training, such as Doctor of Nursing Practice accreditation, to allow them to practice to the full extent of their talents.
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