The main goal of leaders is to ensure other people achieve the best outcomes.
Leaders “should be ready to direct, delegate, and dictate” (Grossman & Valiga, 2013, p. 37).
Leadership is a powerful practice that can advance the nature of nursing. Medical practitioners should possess the best leadership skills. This approach will make it easier for them to offer quality medical care.
Nurse leaders (NLs) should provide visionary ideas and concepts.
According to many specialists, leadership should be a shared responsibility.
This paper describes “the person of the leader”.
Personal leadership is a powerful practice in every medical profession. Nurses should become good leaders.
This kind of leadership will make it easier for them to address their challenges and obstacles. They will also empower their workmates in order to become competent providers of quality healthcare.
Members of the nursing profession should embrace the power of nursing.
Nurses should have a personal leadership philosophy. This philosophy is critical in the nursing profession.
The practice will “increase the capacity of nurses to lead change and advance health” (Grossman & Valiga, 2013, p. 63). Personal leadership in this profession will eventually produce the best health outcomes.
Nurses should embrace the power of leadership in order to motivate others.
They “will build powerful relationships through a shared mission and vision” (Curtis, Vries, & Sheerin, 2011, p. 307).
They should also be confident in order to inspire others.
They will also establish powerful teams that can produce the best goals.
A successful leader will praise and encourage others. This practice will eventually produce the best nursing goals.
Personal leadership is therefore a powerful strength that guarantees the best nursing competencies.
Pertinent Skills and Abilities of Clinical Leaders
Every clinical leader should possess several skills. Such skills will ensure more people get the best health support.
The first powerful skill is courage. A courageous person will be able to deal with challenges and provide the best medical support. The second skill is self-confidence. This skill makes it possible for clinical leaders to focus on the best outcomes. Medical practitioners should also be willing to expand their skills.
Problem-solving is another powerful skill that can produce the best goals. Clinical leaders should be ready to appreciate and empower others (Grossman & Valiga, 2013). They should be competent change agents.
Clinical leaders should also possess certain abilities. Such abilities will ensure every clinical leader empowers more nurses.
They should be advocators of health change and quality care. This practice will support the changing health demands of many patients and communities (Porter-O’Grady & Malloch, 2013).
NLs should be good collaborators. This approach will improve the level of collaboration and decision-making. Clinical leaders “should be articulate communicators” (Curtis et al., 2011, p. 307).
A good communicator addresses most of the issues affecting his or her nursing team. These “leaders should be visionaries, risk-takers, role models, and mentors” (Curtis et al., 2011, p. 308).
Leading Knowledge Workers
Nurse Leaders (NLs) should produce Learning Health Organizations (LHOs). A learning organization embraces the best practices in order to produce new competitive advantages. A LHO is “an institution that expands its resources and capacities in order to support its future goals” (Curtis et al., 2011, p. 307).
NLs in such organizations should be ready to lead their workers and nurses. That being the case, medical leaders should design powerful systems and concepts in order to make every healthcare institution successful.
A “number of competencies and practices will lead knowledge workers” (Porter-O’Grady & Malloch, 2013, p. 82). To begin with, NLs should always be ready to lead by example.
They should also embrace the targeted vision and share it with different stakeholders. Leadership “should also provide a sustainable, health, and successful atmosphere for different caregivers” (Curtis et al., 2011, p. 307).
A sense of community must be created within the targeted health institution. The possession of the above leadership abilities will produce the best goals. These concepts will eventually make more health institutions successful.
Leadership Challenges and Pitfalls
The main goal of nursing leadership is to produce quality outcomes and patient satisfaction.
NLs have succeeded in their respective health institutions. However, such leaders encounter a wide range of pitfalls and challenges.
To begin with, many Nurse Leaders (NLs) are unable “to deal with the current workforce shortage” (Thompson, 2008, p. 913). This challenge makes it impossible for such leaders to support the health goals of many patients.
Many health institutions lack the required financial support. This situation affects the performance of many leaders. This fact explains why the government should offer the best financial support to these institutions.
The government provides specific quality and safety regulations.
Many leaders should work hard in order to fulfill these safety requirements. Many nurses are unable to use modern medical technologies.
It is challenging to acquire, implement, and use different medical technologies (Thompson, 2008). This gap continues to affect the effectiveness of many nursing professionals.
It is also notable that these challenges vary from one region to another. Researchers and NLs should address these challenges in order to address the health needs of every underserved population.
Curtis, E., Vries, J., & Sheerin, F. (2011). Developing Leadership in Nursing: Exploring Core Factors. British Journal of Nursing, 20(5), 306-309.
Grossman, S., & Valiga, T. (2013). The New Leadership Challenge: Creating the Future of Nursing. Philadelphia, PA: F.A. Davis Press.
Porter-O’Grady, T., & Malloch, K. (2013). Leadership in Nursing Practice: Changing the Landscape of Health Care. Burlington, MA: Jones and Bartlett.
Thompson, A. (2008). Key Challenges Facing American Nurse Leaders. Journal of Nursing Management, 16(8), 912-914.