nursing (health leadership interview C)

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NOTE: THIS ASSIGNMENT IS IN TWO PARTS YOU HAVE DONE THE PART ONE ALREADY IT IS NOW LEFT WITH PART TWO

PART ONE

Nursing Leadership Interview Assignment Instructions

Assignment Title: Leadership Interview Paper (CO 1-8)

This assignment takes some time for planning, implementation and submission. It is strongly recommended to plan ahead of time and work on this comprehensive assignment.

Overview:

For this assignment, you will choose a nursing leader to interview. It will require planning ahead, so please give yourself adequate time and don’t wait until the last minute to reach out to your prospective interviewee, as schedules change and life happens for you and the leader you choose to work with. The person that you choose should be a leader at the manager level or higher.

Setting Up the Interview:

Choose a leader from our profession whom you would like to interview. This can be the leadership on your unit/department, leadership from another unit or service line in the organization, or from another organization altogether.

Preparing for and Conducting the Interview

When reaching out to your identified leader to request their help with this assignment, please make sure that your communications are professional in nature. Prepare a list of questions that you would like to have answered over the course of the interview. Some will just naturally be answered over the course of the discussion, but some will need to be asked directly or clarified. It is a courtesy to offer the person you are going to interview a copy of the questions ahead of time. Your questions for your interviewer should focus on leadership qualities that either you or your leader identify.

Interview Questions should provide insight on these eight topics:

1. Leadership Innovation

2. Emotional Competence

3. Crisis Management

4. Spirituality

5. Change and Conflict

6. Leading Teams

7. Coaching and Mentoring

8. Financial Responsibility

Other topics, brought up by the leader may also be good to include in your write up. For example, change and conflict are two distinct concepts. Consider what you will do if your leader answers your question negatively or declines to answer your question (which is their right). Think about how you can engage the leader differently and not let the topic drop. One strategy is "tell me about a time when... (you dealt with a difficult change)".

Writing the Paper:

Paper Length:

• Write an 8-10 pages paper (including title page and references). At least 5 scholarly references

besides your text should be used.

• No abstract is required.

• The text should be between 6-8 pages. Please do not exceed the page limit.

• Points will be taken off if the paper is more or less than the specified length.

Content:

• Introduce the leader and why you chose them. Include a URL to a site where they can be seen or are discussed. This can be a staff page in an organization, or a news story, etc.

• The paper should highlight the essence of your leader’s statements and you should use the scholarly literature (both from the text and other appropriate scholarly literature) to underscore or refute your leader’s comments for each section of the paper.

• Make sure the eight topics listed above are addressed. Provide specific examples and references in the scholarly literature that show how this particular leader demonstrates/incorporates/refutes each of these concepts.

• Please do NOT include your interview questions in the body of the paper.

Formatting:

• The paper should adhere to APA 7th Edition guidelines.

• Please use headings which are explained in the manual. Please use headings for each content area you describe. There should be no errors in grammar or spelling.

THE ANSWER FOR PART ONE IS BELOW AND YOU WILL NEED TO USE IT TO ANSWER THE PART TWO OF THE ASSIGNMENT

PART TWO

Please come prepared to discuss the following:

· Who your leader is and why you chose them

· The thing that surprised you the most during your shadow day/interview experience

· Your biggest takeaway from this experience

· Something that you will incorporate into your own leadership practice

Title

Student’s name

Instructor

Course

Date

NURSING LEADERSHIP INTERVIEW

Many nurses are leaving the profession due to low morale and a lack of leadership in the nursing community (Prestia, 2021). This creates several openings for new nurses to enter the field. I spoke with Michelle Smith. Throughout my life, she has been an inspiration and a great friend. She inspires, encourages, and serves as a professional role model. For the last twenty years, she's worked as a nurse at the hospital where and she is now a nurse manager. As a nurse manager, she is an expert in her field due to her extensive training and credentials. She is someone I look up to because she consistently puts the needs of her employees ahead of her own. There aren't many nurse managers who care about the health and safety of their workers as much as Smith does. One of the most difficult tasks facing the nursing community today is identifying and nurturing the next generation of leaders in the field. I interview her to get more insight into Nursing Leadership.

LEADERSHIP INNOVATION

I started by asking her what her thoughts about leading innovation and creativity in nursing were. She stated that nursing has always been an inventive profession – by its very nature, as such job needs nurses to continually examine, evaluate, and develop answers to issues that may vary considerably in an ever-changing environment. She told me that hospitals and healthcare systems lag behind other businesses when it comes to innovation. According to current statistics, a recent study shows that it takes an average of 17 years to make it into routine nursing practice (Argyropoulos, & Chronopoulou, 2021). Consequently, nursing leaders have banded together to discover more innovative and efficient practices that benefit their patients and the healthcare system at large.

The other question I asked her was what she thought were the major challenges to innovation in nursing. According to her, nurses are not at the forefront of healthcare innovation, even though they use several pieces of medical technology, document in electronic health records, and provide holistic patient care to patients. There have been several instances in which impediments to innovation have hindered many nursing leaders from realizing their creative potential. Some of the challenges that she highlighted include:

· Nursing education relies mostly on clinical knowledge, excluding the creation and promotion of new concepts.

· Patients' "pain spots" are dealt with by nurses instead of being regarded as part of the solution.

· Hierarchies often rely on nurse participation rather than nurturing and executing solution-finding strategies for organizational buy-in.

The last question was the role of nurse leaders in ensuring that there is an innovative nursing work environment. She states that every stakeholder has a role in ensuring innovation in the healthcare industry. For new ideas to flourish, and the inclusive work atmosphere is necessary. To positively impact the workplace, nurse leaders must be real and successful in their actions.

EMOTIONAL COMPETENCE

On this aspect, I started by asking her what emotional competence meant to her. She stated that Emotional competence is the skill of effectively controlling and communicating one's feelings. The influence on patient care, working relationships, and the healthcare environment are particularly significant in nursing practice, and it may be an important ability to model and teach patients. It is important to understand one's own feelings as well as one's own motivations, as well as to have empathy for others.

The other question was about the significance of emotional intelligence for nurse leaders. According to her, one of the most useful skills you can have is emotional intelligence as an RN. The fundamental purpose is to deliver high-quality care, regardless of the diversity of tasks they do. Empathy is essential. Empathy is critical in the nursing process because it helps to build trust between the nurse and the patient. Patients may be more inclined to follow their treatment plan if they feel trusted. To sum it up, she said that "Without emotional intelligence, you cannot have empathy.”

The last question on this aspect was what nurse leaders could do to improve their emotional competence. She stated that Emotional competence might be developed via practice in the same way that RNs can improve clinical skills such as intravenous IV insertion. Before meeting patients, emotionally savvy RNs may check in to ensure that stress does not interfere with the patient-provider interaction. RNs, in their role as patient advocates, may disagree with the choices made by healthcare practitioners. However, a fear of disagreement may make it tough to speak up. There are several ways in which a high degree of emotional intelligence may help nurses better express their concerns and build mutually respectful relationships. Emotional intelligence may make a huge difference when it comes to teamwork and patient outcomes. This may help nurse leaders cope with the stress of their work at home.

CRISIS MANAGEMENT

The first question was about the nurse leaders' role in crisis management. According to her, the voice of the nurses and the patients is the responsibility of nurse leaders. As a result, they each have a unique function to perform during times of crisis.

In a crisis, a nurse leader's first job is to instill trust in the staff and calm nerves (Kim, 2021). Crises are times of great uncertainty for the people involved. Assurances from the nurse leaders are needed by both patients and staff since they are critical to the crisis's successful management Nurse managers must also make judgments amid a crisis (Kim, 2021). These judgments need a great deal of transparency and accountability since they are often made in the face of uncertainty. Because of this, nursing leaders in a crisis have to put the needs of patients first and make the best use of the resources at their disposal to maintain care for both new and current patients (Kim, 2021).

In addition, nurse leaders serve as liaisons between varieties of parties. As a result, leaders must communicate often and openly. Complex topics must also be communicated clearly and concisely. Finally, nurse leaders aid in crisis adaptation and action plan development.

The last question in this aspect was the strategies and solutions that can help empower nursing leadership. She stated that healthcare providers might employ a variety of ways to promote a combined program of empowering leadership because of the critical role of nurse leaders in crisis management. A more explicit statement of freedom of practice and practice scope is needed, which should be encouraged by both government and professional organizations. Decreasing nurse leader stress and removing organizational limits are dependent on reducing role conflict. This might be done by the government and healthcare administration by establishing guidelines for nurse leaders' practice and allowing them to exercise autonomy, which will help them feel more confident in crises. Another option would be to foster an atmosphere where nurse leaders are recognized and valued in the workplace.

SPIRITUALITY

The first question was the role of spirituality in nurse leadership. She stated that spirituality is an important component of holistic treatment. This is a method of finding hope and meaning in the world. In times of sickness or disaster, it is important to assist those feeling vulnerable by providing them with a sense of purpose and purpose in life. There are several ways in which spirituality may assist head nurses in finding purpose and meaning in their profession. Spiritual leadership has been shown to boost retention and improve the psychological well-being of each person. Nurse leaders must be encouraged to adopt spiritual leadership to restore the nursing culture and keep frontline nurses.

In the hospital setting, spiritual leadership by the head nurses promotes autonomous decision-making, motivates and retains the staff nurses. A nurse's choice to remain in a present post, move, or seek employment elsewhere or outside of the nursing profession is influenced by the leadership styles demonstrated by nursing leaders (Kuchinka, 2021). When a hospital's head nurse acts as a spiritual leader, she may create an environment where leaders and followers have a real feeling of care and appreciation for both her and others. In contrast, only spiritual leadership can meet the fundamental requirements of both. Increased organizational commitment and self-determination directly result from this feeling of belonging and significance.

CHANGE AND CONFLICT

The first question was the changes and conflicts that nurse leaders face. All parts of our society are subject to change and conflict. Nurses must recognize and accept changes and conflicts and handle them in a timely and efficient way.

The other question was what the nurse leaders identify and respond to the conflicts and changes. If you're a healthcare leader, it's imperative that you rapidly detect conflicts and react positively. First, we must acknowledge that conflict comes from differences among people, groups, or organizations (Gagneur, 2021). Real or imagined differences between the two parties matter equally. Conflict may be resolved or exacerbated depending on how a leader reacts.

LEADING TEAMS

The first question was the role and the responsibilities of a nurse leader. A nurse leader is in charge of a group of nurses and is tasked with making choices and setting patient care. They possess significant clinical expertise and are dedicated to enhancing the well-being of their patients. Nurse leaders must communicate effectively with their staff and allocate work effectively. Working with patients daily requires a high level of compassion and empathy. Strong problem-solving and critical thinking abilities are also required of nurse leaders who want to succeed.

The other question was the essential qualities for nurse leaders. Leadership and management positions in nursing need dedication and an extensive understanding of the profession. To be a successful nurse manager or leader, it is important to have strong management and leadership skills. Patients' results are directly impacted by the decisions made by nurses, particularly those in leadership roles within the healthcare system. Nurses should aspire to be the best leaders and managers they can be.

COACHING AND MENTORING

The first question in this aspect was what is coaching and mentoring. Mentoring, according to her, is not the same as coaching. One is concentrated on the instructor, whereas the other isn't. A mentor's experience and wisdom are crucial to mentoring. In contrast, a coach's role is to assist the coach in gaining a better understanding of the knowledge and wisdom they already possess. Coaching is a process in which workers engage with a coach to develop objectives and discover what they want to change in themselves. Coaching should concentrate on professional growth, collaboration, leadership, and readiness for greater responsibilities to be successful. Growing and taking risks should be encouraged by assigning new responsibilities and letting the team make errors.

Financial Responsibility

The first question was the Financial Responsibility of nurse leaders. She states that Finances in their healthcare company may be within the purview of a nurse executive. Employee pay, patient care equipment, and IT may be included in a single budget. They are often in charge of keeping track of insurance reimbursements and coming up with new ways to save costs.

How has financial responsibility changed recently? More than two decades after most NMs had their first training, their job description has evolved dramatically. The professional nurse has typically had no say in hospital financial matters. Nurses need to know that both public and private hospitals rely on money to operate in today's world. NM's financial management is not considered when determining employment or advancement in the public sector.

References

Argyropoulos, T., & Chronopoulou, I. (2021). Innovation in nursing practice and education. Health & Research Journal, 7(2), 58-64.

Gagneur, J. (2021). Book review on leadership and self deception. Journal of Applied Clinical Medical Physics, 22(5), 198.

Kim, S. J. (2021). Crisis leadership: An evolutionary concept analysis. Applied Nursing Research, 151454.

Kuchinka, D. G. (2021). Spirituality and its Impact on Stress and Subjective Well-Being Among Healthcare Professionals. European Journal of Management, 21(1), 66-76.

Prestia, A. S. (2021). The remote influence of nursing leadership. Nurse Leader, 19(2), 184-187.