Introduction Magnet hospitals are named for their potential to attract and retain qualified nurses. Magnet hospitals are facilities that have been certified by the American Nurses Credentialing Center for promoting positive patient outcomes through best practices in nursing (Upenieks, 2003). The Magnet environment fosters autonomy and professional nursing practice. Research shows that Magnet hospitals have better work environments, a more highly educated nursing workforce, superior nurse-to-patient staffing ratios, and higher nurse satisfaction than non-Magnet hospitals (Aiken, Kelly, & McHugh, 2011). Implementation of that environment requires the ability to create trust, accountability, and open communication in changing times. The American Nurse Credentialing Center (ANCC) organized 14 Forces of Magnetism into 5 Model Components to measure outcomes for the Magnet Recognition program. The first of the five components, Transformational Leadership, encompasses two of the 14 Forces of Magnetism: Quality of Nursing Leadership and Management Style (American Nurses Credentialing Center). The leadership approach best suited for the pursuance of Magnet recognition would be a transformational leadership approach. Nurse executives in a Magnet institution require the ability to foresee the future needs of healthcare, and must devise plans of action to meet those needs. They must communicate, monitor, engage, and inspire others toward the common goal. Management, likewise, has to communicate ideas and monitor progress, but must also be prepared to organize the undertaking and implementation of future pathways. Transformational Leadership and the Nurse Executive The most frequent and beneficial leadership type employed by ... ... middle of paper ... ...pe of leadership results in empowered and accountable clinicians. Future clinicians in the Magnet program will be autonomous planners and decision makers in the clinical practice. This method of leadership will lead to improved job satisfaction in both magnet and non-magnet institutions. References Aiken, K. (2011). Nurse Outcomes in Magnet and Non Magnet Hospitals. Journal of Nursing Administration, 41(10), 428-433. doi:10.1097/NNA.Ob013e31822eddbc 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 Huber, D. (2010). Leadership and Nursing Care Management (4th ed.). Maryland Heights, MO: Saunders Elsevier. Upenieks, V. (2003). What Constitutes Effective Leadership? Journal of Nursing Administration, 33(9), 456-467.
Whitehead, D. K., Weiss, S. A., & Tappen, R. M. (2010). Essentials of nursing leadership and
The history of Magnet Status began in 1992. The American Nurse Credentialing Center first developed of the idea of Magnet Status after extensive research studies were perform during the nursing shortage of the 1980’s. The goal was to find out why some hospitals were able to retain and even recruit nurses during the shortage. It was found that of the 165 hospitals that participated, 41 shared seven core attributes. (Chaffee, Leavitt, & Mason, 2007) These seven attributes were the beginning of what have become the fourteen forces of Magnetism. The attributes or forces are based on nursing standards of care. That is the ability of the hospitals, working with the nursing staff to provide the excellent nursing care. That is care for the patient as well as the nursing staff and the hospital as a whole. The programs first awarded Magnet status in 1994. Since then several hundred have reached Magnet Status with several hundred more in the application process. In 2001 the first international hospital was awarded Magnet status. As with the medical field and even nursing all things must change, this includes the Magnet Program. In 1996 the standards and requirements along with the name evolved and changed. The program became known as the Magnet Recognition program for excellence in Nursing Service with requirements moving from internal review to pu...
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).
Magnet Status is a credential of organizational acknowledgment of nursing superiority((Nursing world). It is given to hospitals that have satisfied the requirements intended to determine the quality and strength of their nursing (Nursing World). The magnet status award is given to hospitals by the American Nurses' Credentialing Center, which is an associate of the American Nurses Association (The truth about nursing, 2012). This award was started in 1990 as a way to recognize hospitals that offer outstanding nursing care(Hopkins Medicine). Since 1990, out of all 7,569 hospitals in the united states, only 258 of those hospitals have received the honor of magnet status (Hopkins Medicine). Magnet status does not come easy, so hospitals must work very hard in order to meet the strict requirements (Hawke, 2003). Magnet status is a
The magnet recognition program began in the early 1980s as a stride towards promoting nurse retention in the United States. Administrators, directors, staff nurses, and hospital administration gathered together to discuss the essentials of hospital designation. The original research, gathered in 1983, was targeted to identify successful nurse retention. In 1993, the ANCC approved the standards set forth in previous research to become standardized utilizing the forces of magnetism. The 14 characteristics described by the ANCC as “forces of magnetism” define the structure of excellence within the healthcare environment. McClure & Hinshaw (2002), describe the following 14 characteristics that attract and retain nurses to magnet hospitals: “Quality nursing leadership, organizational structure, management style, personal policies and programs, professional models of care, quality of care, quality improvement, consultation and resources, autonomy, community and health organization, nurses as teachers, image of nursing, interdisciplinary relationships, and professional development”.
In healthcare it is very important to have strong leaders, especially in the nursing profession. A nurse leader typically uses several styles of leadership depending on the situation presented; this is known as situational leadership. It is important that the professional nurse choose the right style of leadership for any given situation to ensure their employees are performing at their highest potential. Depending on which leadership style a nurse leader uses, it can affect staff retention and the morale of the employees as well as nurse job satisfaction (Azaare & Gross, 2011.) “Nursing leaders have the responsibility to create and maintain a work environment which not only promotes positive patient outcomes but also positively influences teams and individual nurses” (Malloy & Penprase, 2010.) Let’s explore two different leadership styles and discuss how they can enhance or diminish the nursing process.
A hospital that obtains magnet status displays “knowledge and expertise for the delivery of nursing care globally” (ANCC, 2008). Magnet status means displaying professionalism in models of care with nursing leadership, organizational structure and evidence based practice. The American Nurses Credentialing Center (ANCC) provides a model to help aid visually with understanding the components a hospital must achieve to be considered magnet. This 5 component model was designed “to provide a framework for nursing practice and research in the future, as well as serving as a road map for organizations seeking to achieve Magnet recognition” (ANCC, 2008).
Nurses are uniquely qualified to fill a demand for change through leadership. Unlike business minded individuals whose primary outcome concern is monetary, a nurses’ primary concern is organic: a living, breathing, tangible being. In a leadership role, a nurse might consider an organization as if it were a grouping of patients, or perhaps an individual patient, each limb with its own characteristics and distinct concerns. They can effectively categorize and prioritize important personal and professional matters and are therefore ideally positioned to lead change efforts. Perhaps most importantly, effective nurse leaders can provide clarity to the common goal and empower others to see their self-interests served by a better common good (Yancer, 2012).
The PES-NWI survey is used as a measurement tool to look at the quality of a nursing practice environment. Dr. Lake added five subscales to be included in the PES-NWI survey. “The five subscales are Nurse Participation in Hospital Affairs; Nursing Foundations for Quality of Care; Nurse Manager Ability, Leadership, and Support of Nurses; Staffing, and Resource Adequacy; and Collegial Nurse-Physician Relations” (Lake, 2007, p.109S). Dr. Lake felt it was necessary to include these five subscales in the survey to incorporate leadership and administrative qualities along with the other characteristics.
Organizations make investments in the environment with a goal of improving patient care delivery, enhancing the culture of nursing practice, and retaining nurses in a rewarding and productive workplace. ()Magnetstandards focus on : Transformational Leadership; Structural Empowerment; Exemplary Professional Practice; New Knowledge, Innovations, & Improvements; and Empirical Outcomes these five components are known as the Magnet model. (ANCC,2015) Research shows that attaing Magnet status will assure patients a proven level of quality of nursing care and should result in acquiring the most advanced medical technology as well as the knowledge to apply it. It should also result in a proven patient safety record and shorter lengths of stay for patients.
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I also noted that you mentioned "Magnet principles" in your posting for the Promise Career phase. I am of the same belief that Magnet principles seems to support outstanding leadership and high standards within the nursing profession.
In today’s society, leadership is a common yet useful trait used in every aspect of life and how we use this trait depends on our role. What defines leadership is when someone has the capability to lead an organization or a group of people. There are many examples that display a great sense of leadership such being an educator in health, a parent to their child, or even a nurse. In the medical field, leadership is highly used among nurses, doctors, nurse managers, director of nursing, and even the vice president of patient care services. Among the many positions in the nursing field, one who is a nurse manager shows great leadership. The reason why nurse manager plays an important role in patient care is because it is known to be the most difficult position. As a nurse manager, one must deal with many patient care issues, relationships with medical staff, staff concerns, supplies, as well as maintaining work-life balance. Also, a nurse manager represents leadership by being accountable for the many responsibilities he or she holds. Furthermore, this position is a collaborative yet vital role because they provide the connection between nursing staff and higher level superiors, as well as giving direction and organization to accomplish tasks and goals. In addition, nurse managers provide nurse-patient ratios and the amount of workload nursing staff has. It is their responsibility to make sure that nursing staff is productive and well balanced between their work and personal lives.