Grand Canyon NUR 674 Leadership Practicum In Relation To Distinct Characteristics

Grand Canyon NUR 674 Leadership Practicum In Relation To Distinct Characteristics

Grand Canyon NUR 674 Leadership Practicum In Relation To Distinct Characteristics

DQ1: Describe your leadership experience in light of the textbook’s seven key characteristics in the following paragraphs:

What new actions will you take now that you have a better grasp on servant leadership?

To put into practice what you’ve learned, how can you apply servant leadership principles in a leadership role?

DQ2

When you reflect on your time together, do you see your mentor as the servant leader described in the textbook?

• As a student, how would you describe your mentor?
• Please share your route with us.
• Give examples of how your mentor exhibited these traits on a regular basis, and how they influenced you.
• You should be able to back up your points with specific examples from your own experience.

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They have evolved over time into highly complex and unpredictable environments that are constantly undergoing change and restructuring in health care.
Many factors have contributed to this outcome.
Changes in the health of populations served and their subsequent health needs, coupled with the resources and capacity of the health system to meet these needs, are the most critical.
Health care has also been affected by increasing use of technology, a rapidly changing multigenerational workforce, changing requirements of management accountability and a greater emphasis on performance measurement, the challenge of managing with scarce resources, rapid growth in inter- and intra-professional teams with changes in scope of practice, and higher consumer expectations.
Many of these factors have had a significant impact on the roles of nurse managers and leaders in organizations in ways that have never before been seen in the workplace.

Canadian nurses and doctors released “Principles to Guide Health Care Transformation in Canada” in July 2011.
Canadian health care reforms necessitated the development of this document as a common framework for regional and jurisdictional change.
It stresses the importance of adhering to the five principles of the Canada Health Act and incorporates the Institute for Healthcare Improvement’s Triple Aim Framework (IHI).
Health care experience, population health, and value for money are all emphasized in this guide.
Today, nurse managers’ work environments are dominated by these three themes (CNA & CMA, 2011).

“Registered Nurses: Stepping Up to Transform Health Care” by the Canadian Nurses Association (CNA, 2012) provides numerous examples of registered nurses implementing key principles based on the three main themes.
Nurses across Canada are being shown how they are making a positive impact on the health care system in their own unique ways.
For nurse managers and leaders in today’s health care environment, both publications serve as guiding framework documents that point to new ways of working together across care boundaries in order to better meet the health needs of the populations we serve.

Saskatchewan’s health care system is undergoing a major overhaul at the provincial level.
“Optimizing and Integrating Patient-Centered Care” was published in December 2016 by an Advisory Panel appointed by the Saskatchewan government.
Consolidating existing health authorities into one provincial authority to “achieve administrative efficiency and improve patient care” was one of the 14 recommendations from this panel’s report. (Saskatchewan Advisory Panel, 2016, p. 3).

Patient First Review (Saskatchewan Health, 2009) also identifies transformational opportunities for our health care system and nursing management in Saskatchewan, and it continues to have an impact on the province’s nursing management landscape today.

Management and Leadership Importance

According to the reports cited above, nurse managers and leaders must have the ability to deal with increased complexity in this ever-changing environment.
Managers must look beyond the traditional silos and focus on the patient journey along a care continuum.
To meet the needs of a rapidly changing health care system, nurse leaders in Canada must shift from a management style that relies heavily on control and directiveness to one that emphasizes engagement, empowerment, and an appreciation of the individual strengths of each patient.
Nurse leaders in our health care system face two major challenges as a result of system transformations: workforce impacts and management system changes.

The effect of the workforce on the economy

Nurse leaders and managers play a critical role in creating healthy work environments, despite the challenges of a changing workforce and increased accountability for scarce resources.

According to the nursing literature, a healthy work environment improves employee satisfaction, patient outcomes, and the overall performance of an organization (Sherman & Pross, 2010).

The multigenerational makeup of health care organizations today is a major factor in the changing workforce.
At all levels, our current workforces are made up of people from a variety of generations.
For Sherman (2006), there are four distinct generations, each with a distinct set of attitudes and beliefs, as well as distinct work habits and expectations.
The findings of Spinks and Moore (2007) show that there is a wide range of generational and cultural diversity in Canadian workplaces.

Additionally, today’s nurse leaders face the challenge of fostering healthy work environments and retaining their staff.

According to Mate and Rakover (2016), the concept of sustaining improvement in health care was examined in the context of transformations within Saskatchewan’s Saskatoon Health Region (now part of the Provincial Health Authority), with an emphasis on the critical role of leadership both at the unit level and on the front lines.
To sustain success, they say nurse leaders must work directly with staff engagement through team building, daily communication, and the ability to consistently function and manage the new standard processes in order to demonstrate the ability.

Inter- and intra-professional teams are another workforce impact that is rapidly evolving.
A greater emphasis is being placed on ensuring that all teams that interact with patients and their families are operating at a high level of efficiency.
Health care providers’ roles on the many teams with which a patient interacts throughout the care continuum have changed as the scope of their practice has evolved to meet the changing needs of the population.
Managers must be aware of the shifting roles and responsibilities of their teams in order to ensure that care is coordinated and integrated throughout the patient’s journey.