Kelly Vana's Nursing Leadership and Management

Patricia Kelly Vana, Janice Tazbir, Patricia Kelly Vana, Janice Tazbir

• Publisher: Wiley-Blackwell
• Year: 2021
• Print ISBN: 9781119596615
• eBook ISBN: 9781119596639
• Edition: 4
• Topic: Medicine
• Subtopic: Nursing

Nursing Leadership & Management, Fourth Edition provides a comprehensive look at the knowledge and skills required to lead and manage at every level of nursing, emphasizing the crucial role nurses play in patient safety and the delivery of quality health care. Presented in three units, readers are introduced to a conceptual framework that highlights nursing leadership and management responsibilities for patient-centered care delivery to the patient, to the community, to the agency, and to the self.

This valuable new edition:

• Includes new and up-to-date information from national and state health care and nursing organizations, as well as new chapters on the historical context of nursing leadership and management and the organization of patient care in high reliability health care organizations
• Explores each of the six Quality and Safety in Nursing (QSEN) competencies: Patient-Centered Care, Teamwork and Collaboration, Evidence-based Practice (EBP), Quality Improvement (QI), Safety, and Informatics
• Provides review questions for all chapters to help students prepare for course exams and NCLEX state board exams
• Features contributions from experts in the field, with perspectives from bedside nurses, faculty, directors of nursing, nursing historians, physicians, lawyers, psychologists and more

Nursing Leadership & Management, Fourth Edition provides a strong foundation for evidence-based, high-quality health care for undergraduate nursing students, working nurses, managers, educators, and clinical specialists.

Unit 1
Kelly Vana’s Nursing Leadership and Management

1
Nursing Leadership, Management, and Motivation

Linda Searle‐Leach

Azusa Pacific University, Azusa, CA, USA, and Huntington Hospital, Pasadena, CA, USA

Source: Jenny Chenying, Ryan Beattie, Jason Ortiz, Brittany Bryne, and Abigail Alund.

Leadership is not about titles, positions or flowcharts. It is about one life influencing another.

(John Maxwell, 1997)

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OBJECTIVES

Upon completion of this chapter, the reader should be able to:

1. Define and differentiate between leadership and management.
2. Distinguish characteristics of effective leaders.
3. Identify leadership theories.
4. Explain emotional intelligence.
5. Identify direct care nurses as Knowledge Workers and first‐line leaders of patient care delivery.
6. Apply knowledge of leadership theory in carrying out the nurse's role as a leader.
7. Describe the management process.
8. Explain frontline, middle and executive level management roles that nurses fulfill in an organization.
9. Relate management theories.
10. Summarize motivation theories.

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OPENING SCENARIO

Ed Harley was admitted to the cardiac observation unit earlier in the day. He had been diagnosed previously with heart disease and had experienced episodes of ventricular arrhythmias. His cardiologist had determined the need to change his antiarrhythmic medication to reduce the side effects Mr. Harley was experiencing. That evening, while Mr. Harley was talking to his wife on the phone and as his nurse, Maria, was walking to his bedside, he suddenly stopped talking and went into ventricular fibrillation and cardiac arrest. Maria reacted instinctively and startedAdvanced Cardiac Life Support (ACLS) defibrillating him immediately. Normal sinus rhythm appeared on the monitor before anyone else could respond to the code. Mr. Harley was then transferred to theCoronary Care Unit (CCU).

Maria had been a Registered Nurse (RN) for less than one year at the time, and although she had participated in Code arrests a few times, she had never witnessed one occur right before her eyes. Her knowledgeable action saved this patient's life. In nursing, Cardiopulmonary Resuscitation (CPR) and ACLS are mandatory skills and considered part of a nurse’s ordinary work. Yet it is quite extraordinary work.

Everything had happened so quickly that evening that Maria did not have a chance to talk to the patient before he was transferred. She entered his room the next morning in CCU, as the sun was just rising. As he awoke, Maria spent that quiet time with him. While he embraced the start of a new day, his thoughts were intense. What he chose to share was this acknowledgment: “You saved my life. Thank you.” This precious moment was a celebration of both of their lives.

What leadership characteristics did Maria demonstrate in preventing a nurse‐sensitive outcome of cardiac arrest?

Why is Maria considered a leader, even though she is not in a formal leadership or management position?

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For all nurses, their knowledge of nursing and ability to apply that knowledge, is the basis of their leadership. Many people think that leaders are only top corporate executives and administrators, political representatives, military generals, or those who head an organization. This is because these leaders are highly visible and hold high‐profile positions. However, leaders are needed at all levels of an organization. With the advent of the information age, many professionals, including nurses, became known as knowledge workers. Nurses' education and specialized clinical preparation develops their expertise and leadership ability. Nursing knowledge workers are leaders. This idea of nursing knowledge workers contrasts with the manufacturing age, where the manager was the most knowledgeable person and closely supervised employees to carry out routine work. Leadership however is a basic competency for all nursing professionals. Leadership development is a necessary part of the preparation of nurses.

Nurses make a critical difference every day in the lives of their patients and patients' families, yet nurses believe those accomplishments are part of their ordinary work. Nurses are leaders, and by using their expert knowledge, they coordinate patient care and lead patients and families through health care journeys. Nurses lead themselves as they develop in their career and nurses lead change to improve patient outcomes and the quality of care. Nurses are leaders and lead without being in a management position.

Leadership and management are different. Leadership influences or inspires the actions and goals of others. One does not have to be in a position of authority to demonstrate leadership. Not all leaders are managers. Leaders have been characterized as people who do the right thing whereas managers are viewed as people who do things right (Drucker, 1993). Both leadership and management are crucial but different.

This chapter lays the groundwork for the development of knowledge about nursing leadership and management. Many concepts touched on in this chapter will be developed in depth in the chapters that follow. This chapter discusses leadership and provides a framework to differentiate leadership and management and explain emotional intelligence. Leadership characteristics, styles of leadership, and leadership theories are described emphasizing transformational leadership and complexity leadership. The chapter introduces the process of management and explains management and motivation theories. T...

Table of contents

• Cover
• Table of Contents
• Kelly Vana’s Nursing Leadership and Management
• Copyright
• dedication
• Contributors
• Former Contributors to the Third Edition
• Preface
• Foreword
• Chapter Features
• About The Editors
• Acknowledgments
• About the Companion Website
• Unit 1: Kelly Vana’s Nursing Leadership and Management
• 2 The Health Care Environment
• 3 Nursing Leadership and Management in a Historical Context
• 4 Organization of Patient Care in High Reliability Care Organizations
• 5 Organization and Staffing of Patient Care at the Unit Level
• 6 Health Care Economics
• 7 Hospital Department and Unit Budgets
• Unit 2: Leadership and Management of Patient-Centered Care
• 9 Patient and Health Care Education
• 10 Patient Outcomes and Evidence‐Based Health Care
• 11 Searching for the Evidence
• 12 Quality Improvement of Patient Care
• 13 Improving Quality at the Bedside
• 14 Safety: Patient and Health Care Team
• 15 Nursing Informatics
• Unit 3: Nursing and the Interprofessional Team
• 17 Members of the Interprofessional Team
• 18 Delegation, Assignment, and Supervision of Patient Care
• 19 Time Management and Setting Patient Care Priorities
• 20 Change, Clinical Decision Making and Innovation
• 21 Power and Politics
• 22 Legal Aspects of Nursing
• 23 Ethical Aspects of Nursing
• 24 Culture, Generational Differences, and Spirituality
• Unit 4: Leadership and Management of Self and the Future
• 26 Entry into the Profession: Your First Job
• 27 Career Planning and Professional Development
• 28 Balancing a Healthy Personal and Professional Life
• 29 Nursing Career Opportunities
• Appendix 1: Appendix 1
• Preparation to Assume New Position as Bedside Staff Nurse Leader and Manager of Various Types of Patients
• Preparation to Assume New Position as Bedside Staff Nurse Leader and Manager of Patients on Labor and Delivery Unit
• Daily RN Shift Timeline for Nursing Care of Patients on Labor and Delivery (L&D) Unit
• Daily RN Shift Timeline (Example) for Nursing Care of Patients on Medical, Surgical, Intensive/Critical Care and Stepdown Units, Labor and Delivery, Mother/Baby, Pediatric, and Psychiatric Units
• Clinical Practice Guidelines
• Glossary of Terms
• Index
• End User License Agreement