There are many organizations pursing the accreditation by the American Nurses Credentialing Center (ANCC) Magnet Recognition Program (Pinkerton, 2008). It is a great achievement when an organization receives Magnet recognition. However, “several factors must be considered by those organizations making the decision, and these factors can be grouped and reviewed using the recently released empirical model for the Magnet Recognition Program” (Pinkerton, 2008, p. 323).
The programs five components are as followed:
Transformational leadership: leadership that leads people to where they need to be to meet the demands of the future. Structural empowerment: a variety of structures and programs, such as the strategic plan, systems, policies, and programs, including the community, that develop, direct, and empower the staff to accomplish the organizational goals and achieve desired outcomes. Exemplary professional practice: establishment of strong professional practice and what the professional practice can achieve. New knowledge, innovation, and improvements: the ethical and professional responsibility that Magnet organizations have to contribute to patient care, the organization, and the
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The organization must realize, “Magnet recognition is not a checklist of achievements, but rather an enculturation of values, standards, vision, commitment, and pride” (Pinkerton, 2008, p. 324). When an organization is in the process of determining whether or not the Magnet recognition is suitable for them, there are several questions that can be asked. For example, all of the systems are judged as a whole, therefore, is the organization prepared? In conclusion, “the decision is considered about Magnet recognition as a system or as an individual organization, it is important to remember that each organization is different and is at a different place at any one time” (Pinkerton, 2008, p.
“In 2010, the US Department of Labor Statistics (DLS) projected a 22 percent increase in the demand for RNs or 581,500 new jobs by 2018, to total a projected 1,039,000 jobs needed to be filled by 2018” (Cottingham, DiBartolo, Battistoni, and Brown, 2011, p. 250). It is imperative that strategies be implemented to improve the recruitment of nurses to meet the needs. Without improvements in the recruiting of new grads or seasoned nurses, organizations will need to rely on expensive agencies and traveling nurses; therefore, causing a financial burden on organizations (Cottingham et al., 2011).
...atistics, U.S. Department of Labor, Occupational Outlook Handbook, 2010-11 Edition, “Registered Nurses”, on the Internet at http://www.bls.gov/oco/ocos083.htm, 17 Dec. 2009. Web. 09 March. 2012.
American Nurses Credentialing Center. (n.d.). Magnet Recognition Program Model. Retrieved March 9, 2012, from http://www.nursecredentialing.org/Magnet/ProgramOverview/New-Magnet-Model.aspx
American Nurses Credentialing Center. (2011). American Nurses Credentialing Center. Retrieved July 19, 2011, from http://www.nursecredentialing.org/Magnet/Magnet-CertificationForms.aspx
Bass (1990) states that transformational leadership is identified by different patterns of behavior. Firstly , transformational leadership delivers the charisma to be a leader in order to gain respect and trust. Secondly, the characteristics of a leader show efforts to change a purpose of the transformation process and to effectively communicate. Finally, transformational leadership proposes that leaders treat employees individually to show them attention and provide them coaching and advice to show that you care about your employees. However, Wang and Howell (2010) claim that transformational leadership is in every individual.This means an individual can develop their potential to enhance their abilities and skills to improve and overcome any weaknesses. In relation to group work transformational leadership helps to grow common values and beliefs, and to inspire group members to reach their group goals. In this type of situation, leaders treat equally towards members and to make them feel comfortable. However, on occasions problems occur during team work which puts a leader into a situation to overcome the condition. For example, if one of my team members has no belief in me to lead the group, my attitude towards the group and the member will change as they have shown a lack of confidence and interest in teamwork. According to Novicevic, Harvey, Buckley, Brown & Evans (2006) explains that authentic leadership is when a leader shows their individual responsibility in what they were responsible for in their organization. Novicevic, Harvey, Buckley, Brown & Evans (2006) discusses a particular style of leadership which is the matrix of executive leadership. This style of leadership occurs when a leader has lost confidence in them self. The
The article I chose to discuss for this week’s discussion is by Doody, C. & Doody, O. (2012). This article focuses on transformational leadership and its use in nursing/health care. This article draws attention to the many changes that have taken place in nursing/healthcare and how nursing theories and nursing frameworks must continue to evolve as changes are made. As nursing theories and nursing frameworks continue to advance and change, leadership styles must also continue to evolve as time progresses and as changes are made in the healthcare field. This article points out current healthcare issues and the need for strong leaders to overcome obstacles and challenges. Also, background information and a definition of transformational leadership
An organization with a shared decision-making system ("Forces of Magnetism"): Managers implement this force by making decisions based on votes among staff including staff nurses and nurse techs. Managers can hold monthly meeting such as on every 3rd Tuesday of the month for both the shifts and discuss issues the unit is facing and ask for solutions. This way staff feels that they have a say on the unit and not feel that their opinions are ignored by managers and directors. Also, a delegate can be picked from each unit or clinical area who can represent the unit on hospital based committees.
Leadership is an important aspect of all businesses, especially the health care industry, and without good leadership, patient care and outcomes may be affected. Effective leaders and managers use various styles and theories and adapt these with consideration to the characteristics of their workers and of the environment. A self-assessment was done that asked a series of questions that generated a picture of the quality and what style of leader that I am. This picture will be compared to existing leadership and management theories along with a few examples. Also, my leadership style will show the actions and behaviors required for effectively leading an ideal workforce and workplace environment. There are many surveys that help one to
The shortage of registered nurses (RNs) in the United States has been a cyclical topic dating back to the 1960s. Only recently have employers in certain regions of the nation stated a decline in the demand for RNs. Consequently, according to the American Association of Colleges of Nursing’s (American Association of Colleges of Nursing [AACN], 2014) report on 2012-2013 Enrollment and Graduations in Baccalaureate and Graduate Programs in Nursing, American nursing schools denied admission to 79,659 qualified applicants from baccalaureate and graduate nursing programs in 2012. The reported decrease in job availability and rejected admissions has left many individuals to question if the nursing shortage still exists. On the other hand, some experts project that the United States will be short more than one million RNs by 2020 (Dolan, 2011). Although some parts of the country are in less of a demand than others, it is undeniable that there is a national shortage of RNs.
The leadership clinical preceptor that I have had the opportunity to work with throughout the semester considers herself to be a transformational leader (J. P., personal communication, March 23, 2014). The preceptor displays transformational leadership behavior characteristics such as showing charisma, inspiring and motivating the unit, viewing each employee as an individual (Yoder-Wise, 2011). For example, she makes an effort to get to know each employee individually by gaining knowledge about their personal lives such as likes, dislikes, hobbies, and family life front the point of hiring the employee (J. P., personal communication, March 23, 2014). She also promotes and encourages her unit employees to function as a team not as individuals (J. P., personal communication, March 23, 2014).
It has been said that CNSs may be considered ‘invisible champions’ despite the many positive and significant contributions that they make to quality improvement.” (Walker, Urden, & Moody, 2009, p.515). Due to a CNS involvement in quality, evidence practice and safety issues are seen and addressed. Magnet status is a very complex process. There are 14 Forces of Magnetism which are the groundwork of obtaining Magnet status. The new model consist of an added 5 major components. These five components are as follows: “(1) transformational leadership; (2) structural empowerment; (3) exemplary nursing practice; (4) new knowledge, innovation, and improvements; and (5) empirical quality results.” (Walker, Urden, & Moody, 2009, p.515). As I view these new added components I see that the CNS role is an asset to applying and maintaining Magnet status. Which leads us into the question of how a CNS impacts the cost and quality of
Transformational leadership serves to improve the inspiration, morale, and employment execution of devotees through an assortment of systems; these incorporate interfacing the supporter's feeling of character and self to a venture and to the aggregate personality of the association; being a good example for adherents so as to move them and to bring their enthusiasm up in the undertaking; testing devotees to take more prominent proprietorship for their work, and understanding the qualities and shortcomings of adherents, enabling the pioneer to adjust supporters to errands that upgrade their
Acknowledgement and appreciation are key to nursing retention. Hospitals who are Magnet certified enable nurses to be a key component of healthcare, which increases patient satisfaction and lowers mortality rates. Therefore, it isn’t a matter of only nurse retention rates, but also an increase of patient care, and a decrease in burnout within the profession (Laureate Education, 2009). Ideally, the Magnet status components of care will spread throughout the profession. This will lead to an increase in comradery and accountability of nurses everywhere (Tinham, 2013).
A Transformational leader would elevate the interests of their employees, they would generate awareness and acceptance of the goal for the group. (Bass, B. M. ,1991) An example of transformational leadership in a hypothetical situation would be if there was a monthly goal set for each individual on the team and the leader finished his goals first then went on to help the rest of the team, taking extra time to see every employee as an individual. Another situation would be if a team member had a death in the family and the leader would provide emotional support for the employee as well as rallying the rest of the team to console the team member. Napoleon declared that an army of rabbits commanded by a lion could do better than an army of lions commanded by a rabbit (Bass, B. M. ,1991). The world is full of transformational leaders but we need more. Transformational leadership can be learned, and it can and should be the subject of management training and development (Bass, B. M. ,1991). Next, we will look at Servant
Why now? Why are we focusing on transformational leadership? Healthcare costs are continuing to rise. Some of the critical problems and active debates prevalent in many hospital organizations include the rapidly intensifying healthcare costs, funding and reimbursement cutbacks, and concern regarding the overall quality and safety of health care. “Healthcare systems have come under pressure to improve performance and manage productivity” (Botting, 2011). To be successful in the 21st century, there is a demand on healthcare systems to have a vision and executive and clinical leadership to inspire the change process and make the difference between success and failure in change.