Leadership Analysis Paper

Leadership Analysis Paper

Instructions

Based in the attached questionnaire I completed (“Conceptualizing Leadership Questionnaire” in Peter G. Northouse – Introduction to Leadership_ Concepts and Practice-Sage Publications, Inc (2017), Chapter 1), please complete a 3 pages (not counting the cover page or references list) Leadership Analysis Paper including the following:

  • Comprehension: Share the findings of the questionnaire.
  • Application: Of the six dimensions in the questionnaire (trait, ability, skill, behavior, relationship, and process), which one is the most similar to your own perspective? Which one is least like your own perspective?
  • Analysis/Synthesis: What do the scores you received on the questionnaire suggest about your perspective on leadership?
  • Evaluation: What do your scores imply about your view of nurses as leaders versus managers? How are the results of this questionnaire beneficial to you as a leader? Leadership Analysis Paper
  • ORDER A PLAGIARISM – FREE PAPER NOW

*Please use 5 references, including these two required books. References must be within 3 years.

  • Huber, D. L. (2018). Leadership and nursing care management (6th ed.). St. Louis, MO: Saunders/Elsevier Publishers, Inc.
    • Chapter 1: Leadership and Management Principles
  • Northouse, P. G. (2018). Introduction to leadership: Concepts and practice (4th ed.). Los Angeles, CA: Sage Publications, Inc.
    • Chapter 1: Understanding Leadership

Nursing Leadership in Health Systems San Diego State University San Diego, California

Reviewers

REGISTER TODAY!

● Case Studies Case scenarios with accompanying questions and answer guidelines

apply chapter content to real-life nursing practice.

● Glossary A comprehensive alphabetical listing gives readers access to a compi-

lation of all key terms within the text. ● Research Notes Additional summaries of current research studies complement the recent

literature studies in the text.

● Short-Answer Study Questions Essay questions promote critical thinking related to important concepts.

● Study Questions Matching and true-or-false questions reinforce the key content

covered in the text.

● WebLinks Links to hundreds of websites supplement the textbook content.

Evolve Student Learning Resources for Huber: Leadership and Nursing Care Management, Fourth Edition, offers the following features:

http://evolve.elsevier.com/Huber/leadership/ To access your Student Resources, visit the web address below: Leadership Analysis Paper

xi

The time is now for strong leadership and care management in nursing. Highlighted by a series of reports from the prestigious Institute of Medicine (IOM), it is clear that nurses matter to health care delivery systems. Yet the United States is in the midst of a severe and continuing nurse shortage. Strong nurse leaders and administra- tors are important for clients (and their safety), for delivery systems (and their viability), and for payers (and their solvency). Some have called this the Age of the Nurse, but pressures remain to bal- ance cost and quality considerations in a complex, chaotic, and turbulent health care environment. Although society’s need for excellent nursing care remains the nurse’s constant underlying reason for existence, nursing is in reality much more than that. It is the Age of the Nurse precisely because nurses offer cost-effective expertise in solving problems related to the coordination and deliv- ery of health care to individuals and populations in society. Nurses are well prepared to lead clini- cal change strategies and to effectively manage the coordination and integration of interdisciplin- ary teams, population needs, and systems of care across the continuum.

It can be argued that nursing is a unique profes- sion in which the primary focus is caring— giving and managing the care that clients need. Thus nurses are both health care providers and health care coordinators; that is, they have both clini- cal and managerial role components. Beginning with the first edition of Leadership and Nursing Care Management, it has been this text’s philoso- phy that these two components can be discussed separately but in fact overlap. Because all nurses are involved in coordinating client care, leadership and management principles are a part of the core

competencies they need to function in a complex health care environment.

The turbulent swirl of change in this coun- try’s health care industry has provided both chal- lenges and opportunities for nursing. Nurses have needed a stronger background in nursing leader- ship and client care management to be prepared for contemporary and future nursing practice. As nurses mature in advanced practice roles and as the health care delivery system restructures, nurses will become increasingly pivotal to cost-effective health care delivery. Leadership and management are crucial skills and abilities for complex and integrated community and regional networks that employ and deploy nurses to provide health care services to clients and communities. Leadership Analysis Paper

Today nurses are expected to be able to lead and manage care across the health care continuum— a radically different approach to nursing than has been the norm for hospital staff nursing practice. In all settings, including both nurse-run and inter- disciplinary clinics, nursing leadership and man- agement are complementary skills that add value to solid clinical care and client-oriented practice. Thus there is an urgent need to advance nurses’ knowledge and skills in leadership and manage- ment. In addition, nurses who are expected to make and implement day-to-day management decisions need to know how these precepts can be practically applied to the organization and delivery of nurs- ing care in a way that conserves scarce resources, reduces costs, and maintains or improves quality of care.

The primary modality for health care in the United States has moved away from acute care hospitalization. As prevention, wellness, and alternative sites for care delivery become more

Preface

 

 

xii Preface

important, nursing’s already rich experiential tradition of practice in these settings is emerg- ing. This text reflects this contemporary trend by blending the hospital and nonhospital per- spectives when examining and analyzing nursing care, leadership, and management. The reader will notice examples from the wide spectrum of nursing practice settings in the specific applica- tions of nursing leadership and care management principles.

PURPOSE AND AUDIENCE

The intent of this text is to provide both a com- prehensive introduction to the field and a syn- thesis of the knowledge base and skills related to both nursing leadership and nursing manage- ment. It is an evidence-based blend of practice and theory. It breaks new ground by explain- ing the intersection of nursing care with leading people and managing organizations and systems. It highlights the evidence base for care manage- ment. It combines traditional management per- spectives and theory with contemporary health care trends and issues and consistently integrates leadership and management concepts. These concepts are illustrated and made relevant by practice-based examples.

The impetus for writing this text comes from teaching both undergraduate and graduate stu- dents in nursing leadership and management and from perceiving the need for a comprehensive, practice-based textbook that blends and integrates leadership and management into an understand- able and applicable whole.

Therefore the main goal of Leadership and Nursing Care Management is twofold: (1) to clearly differentiate traditional leadership and management perspectives, and (2) to relate them in an integrated way with contemporary nursing trends and practice applications. This textbook is designed to serve the needs of nurses and nursing students who seek a foundation in the principles of coordinating nursing services. It will serve the need for these principles in relation to client care, peers, superiors, and subordinates. Leadership Analysis Paper

ORGANIZATION AND COVERAGE

This fourth edition continues the format first used with the third edition. The first two editions were Dr. Huber’s single-authored texts. The edited book approach draws together the best think- ing of experts in the field—both nurses and non- nurses—to enrich and deepen the presentation of core essential knowledge and skills. Beginning with the first edition, a hallmark of Leadership and Nursing Care Management has been its depth of coverage, its comprehensiveness, and its strong evidence-based foundation. This fourth edition continues the emphasis on explaining theory in an easily understandable way to enhance com- prehension. A “Practical Tips” feature has been added to augment the existing features of previous editions.

In addition, the content of this fourth edition has been reorganized and refreshed to integrate leadership and care management topics with the nurse executive leadership competencies of the 2005 American Organization of Nurse Executives (AONE). As the professional organization that speaks for nurse leaders, managers, and execu- tives, AONE has identified the evidence-based core competencies in the field, and the content of this book has been aligned accordingly to reflect the knowledge underlying quality management of nursing services. This will help the reader develop the crucial skills and knowledge needed for core competencies. In addition, this new organiza- tional schema can serve as a guidepost for building curricula and continuing educational offerings.

The organizational framework of this book groups the 38 chapters into the following five parts:

• Part I: Leadership aligns with the AONE competency category of the same name and provides an orientation to the basic prin- ciples of both leadership and management. Part I contains chapters on leadership, man- agement, change, and organizational climate and culture.

• Part II: Professionalism aligns with the AONE competency category of the same name and addresses the nurse’s role and career Leadership Analysis Paper

Preface xiii

development. The reader is prompted to examine the role of the nurse leader and man- ager. Part II discusses the three core content areas of critical thinking and decision mak- ing, managing time and stress, and legal and ethical issues, which form the foundation for leadership and care management skills.

• Part III: Communication and Relationship Building aligns with the AONE competency category of the same name. Part III focuses on communication techniques, motiva- tion, team building, delegation, power and conflict, and workplace diversity. These are essential knowledge and skills areas for nurse leaders and managers as they work with and through others in care delivery.

• Part IV: Knowledge of the Health Care Environment covers the AONE competency category of the same name and features a broad array of chapters. Part IV starts with an overview of the health care delivery system and health policy and then covers evidence-based practice, organizational structure aspects, models of care delivery, case and population management, patient acuity, quality, and out- comes. This discussion highlights the impor- tance of understanding the health care system and the organizational structures within which nursing care delivery must operate. This sec- tion includes information on traditional orga- nizational theory, such as mission statements, policies and procedures; and the dynamics of decentralized and shared governance.

• Part V: Business Skills aligns with the AONE competency category on business skills and principles and contains an extensive group- ing of chapters related to human resource management, health care financing, work- place violence, and all-hazards disaster preparedness. These chapters discuss the opportunities and challenges for the nurse manager-leader when dealing with the health care workforce. The wide range of human resource responsibilities of nurse manag- ers is reviewed, and resources for further study are provided. The significant share of

scarce organization budgets consumed by the human resources of an institution makes this area of management a key challenge that requires intricate skills in leadership and management. This section examines some of the important factors that nurse leader- managers must consider in the nursing and health care environment. Also in this section are chapters that build on organizational the- ory and demonstrate the importance of inte- grating organizations and systems with the current technology and theory applications, including data management and informat- ics, strategic management, and marketing.

Each of the 38 chapters in this text is organized into a consistent format that highlights the following features:

Concept definitions• Study questions• Theoretical and research background• Leadership and management implications• Current issues and trends• Practical tips for practice leadership•

This format is designed to bridge the gap between theory and practice and to increase the relevance of nursing leadership and management by dem- onstrating the way in which theory translates into behaviors appropriate to contemporary leadership and nursing care management.

TEXT FEATURES

In addition to the traditional text features— chapter objectives, chapter summary, and references—this book contains other interesting and effective aids to readers’ comprehension, critical thinking, and application.

Leading & Managing Defined A definition box near the beginning of each chap- ter provides a quick summary of the key terms and accompanying definitions needed to master each chapter’s content. Key terms within this box are boldfaced within the text to give the reader quick access to a more detailed contextual discussion of each word or phrase. Leadership Analysis Paper

xiv Preface

Leadership & Management Behaviors In every chapter, this box summarizes applica- ble behaviors that fall under either leadership or management and also identifies the behaviors that overlap these areas. This box is designed to help readers reflect on the chapter content in a way that distinguishes leadership from management and also demonstrates how the two concepts are integrated.

Critical Thinking Exercises Found at the end of each chapter, this feature chal- lenges readers to inquire and reflect, to analyze critically the knowledge they have absorbed, and to apply it to the situation.

Research Notes These summaries of current research studies are highlighted in every chapter and introduce the reader to the liveliness and applicability of the available literature in nursing leadership and management.

Case Studies Found at the end of each chapter, these vignettes introduce the reader to the “real world” of nursing leadership and management and demonstrate the ways in which the chapter concepts operate in spe- cific situations. These vignettes show the creativity and energy that characterize expert nurse admin- istrators as they tackle issues in practice.

Practical Tips for Practice Leadership This new feature provides the reader with a few helpful hints about applying the knowledge being gained in the daily practice of nursing Leadership Analysis Paper.

Also check: Discuss the current government health care expenditures in the United States