CEE 384 Assignment Submission Guidelines When Preparing Your

CEE 384 Assignment Submittal Guidelineswhen Preparing Your Assignments

When preparing your assignments/report, your objective is to communicate information to the reader (in this case, your instructor) in a Clear, Concise, Complete, Careful, and Courteous manner (“5 C’s” of good writing). If your work does not possess the “5C” qualities and/or does not adhere to the guidelines specified below, you will lose credit even though you may have the correct answer(s). In cases of serious offence, you may not receive any credit for the work. This policy will be strictly enforced beginning with the very first assignment.

Homework assignments must be submitted through Blackboard before midnight on the due date. Late submission will not be graded or receive any credit. No paper copy submissions or scanned handwritten work will be accepted, unless otherwise specified by the instructor.

Assignments must be very neat and 100% computer generated. They must be typed (including graphs and figures). Scanned handwritten work will not be graded or receive any credit.

Maintain minimum margins of 1 inch on all four sides.

You must prepare a cover page for each assignment. It should include course number, section number, semester, assignment number & name, assigned date, and submittal date.

Each new problem should start on a new page.

Problem statements (including any provided figures or tables) must be included for each problem.

Complete work must be shown to convince the instructor (or any reader) that knowledge of the course material has been mastered. You must show ALL steps in your work to receive partial or full credit. At each step, symbols must be clearly defined, symbolic formulas written out, and then numerical substitutions and calculations shown clearly. Above all, be organized and provide UNITS where appropriate. Also make sure that you report answers to the correct and appropriate number of significant digits. If you have any questions regarding submission of your homework, check with the instructor. The primary aim in specifying these guidelines is to ensure that your work reflects the professional nature of the career path you have chosen. Finally, guidelines may be modified, deleted, or added at the discretion of the instructor, with sufficient notice provided to participants.

Paper For Above instruction

The following essay discusses the differing approaches of nursing leaders and managers towards addressing the critical issue of nursing shortage and nurse turnover. It examines how each role would approach the problem based on their core theories, principles, skills, and roles. Additionally, the essay reflects on the approach that best aligns with personal and professional nursing philosophy, elucidating why this approach fits the author’s leadership style.

Introduction

The nursing profession has been grappling with escalating shortages and high turnover rates for decades. These issues compromise patient care quality, increase operational costs, and hinder healthcare system efficiency. How nursing leaders and managers address this challenge significantly impacts the effectiveness of interventions. Understanding their distinct approaches, rooted in their roles, responsibilities, and theoretical frameworks, provides valuable insights into strategic staffing solutions.

Approach of Nursing Leaders

Nursing leaders typically operate within a broader vision of the healthcare organization and focus on motivating, inspiring, and guiding staff towards shared goals. According to transformational leadership theory, leaders foster a vision of excellence, promote professional development, and stimulate innovation to retain nurses and reduce turnover (Bass & Riggio, 2006). They utilize skills such as emotional intelligence, strategic thinking, and advocacy to influence policy changes, improve workplace culture, and foster a sense of purpose among nurses (Cummings et al., 2018).

Leaders also emphasize the importance of nurse empowerment, participative decision-making, and creating supportive work environments. By establishing mentorship programs and advocating for policies that enhance work-life balance, leaders aim to address the intrinsic motivators of nurses and improve retention (Hart & Dugan, 2019). Their approach is proactive, focusing on systemic changes that address root causes like burnout, job dissatisfaction, and inadequate staffing levels.

Approach of Nursing Managers

Nursing managers, on the other hand, typically work within the framework of transactional leadership and operational management. Their primary focus is on day-to-day staffing, scheduling, resource allocation, and ensuring compliance with institutional policies (Hughes, 2016). They employ principles of administrative and managerial skills to optimize workflow, monitor performance metrics, and implement standardized procedures to ensure quality care.

Managers tend to address nurse turnover through practical measures such as competitive compensation, efficient staffing models, and providing adequate supplies and resources (Aiken et al., 2014). Their approach is often reactive—responding to immediate staffing crises by adjusting schedules or hiring temporary staff—and relies on control strategies to meet organizational targets (Murphy & O’Brien-Pallas, 2018). They may utilize theories like scientific management to maximize efficiency, though this can sometimes overlook the emotional and motivational needs of staff (Taylor, 1911).

Comparison and Contrasts

While both leaders and managers aim to reduce nurse turnover and mitigate shortages, their approaches differ considerably. Leaders adopt a transformational approach, cultivating a positive organizational culture, emphasizing professional growth, and fostering intrinsic motivation. Managers focus more on transactional techniques, such as ensuring compliance, maintaining operational efficiency, and addressing immediate staffing issues.

Leadership theories like transformational leadership encourage inspiring nurses through shared vision and mentorship, promoting loyalty and engagement (Bass & Riggio, 2006). Conversely, management practices employing transactional strategies prioritize performance monitoring, standardization, and control (Hersey & Blanchard, 1988). Consequently, the leadership approach tends to produce longer-term cultural change, whereas management strategies often produce short-term operational improvements.

Both roles are indispensable; however, integrating leadership principles into managerial practices could yield more sustainable solutions to nursing shortages. For instance, managers who adopt transformational strategies can foster a more motivated and committed workforce, thereby reducing turnover (Cummings et al., 2018).

Personal and Professional Nursing Philosophy

My personal and professional philosophy of nursing is rooted in transformational leadership. I believe in inspiring and empowering nurses to achieve their full potential, fostering a culture of continuous learning, and advocating for policies that enhance nurses’ work environments. The transformational approach aligns with my values of integrity, compassion, and dedication to lifelong learning.

This leadership style suits my personality, as I value active listening, mentorship, and collaborative problem-solving. I aim to create a supportive environment where nurses feel valued and motivated to stay, particularly in light of the ongoing challenges posed by nursing shortages.

Furthermore, embracing transformational leadership enables me to address root causes of nurse turnover, such as burnout and job dissatisfaction, through systemic changes rather than solely reactive measures. It promotes a sustainable, positive work culture that benefits both nurses and patients, aligning with my commitment to professional excellence and compassionate care.

Conclusion

In conclusion, while nursing leaders and managers approach the issue of nursing shortages and nurse turnover differently—transformational versus transactional—they are both crucial in tackling this complex problem. The most effective strategy involves integrating these approaches, fostering a professional environment that motivates nurses intrinsically while maintaining operational efficiency. Personally, adopting a transformational leadership style best fits my professional philosophy, as it focuses on inspiring others, creating systemic change, and nurturing a committed, satisfied workforce.

References

• Aiken, L. H., Sloane, D. M., Bruyneel, L., Van den Heede, K., & Sermeus, W. (2014). Nurse staffing and patient outcomes: A systematic review and meta-analysis. BMJ Quality & Safety, 23(7), 559-568.
• Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Lawrence Erlbaum Associates.
• Cummings, G. G., Tate, K., Lee, S., Wong, C. A., Paananen, T., Micaroni, S. P., & Arruda, C. (2018). Leadership styles and outcome patterns for the nursing workforce and work environment: A systematic review. International Journal of Nursing Studies, 89, 19-60.
• Hart, P., & Dugan, J. (2019). Nursing mentorship: Strategies for staff retention. Journal of Nursing Management, 27(4), 774-782.
• Hersey, P., & Blanchard, K. H. (1988). Management of organizational behavior: Utilizing human resources (5th ed.). Prentice Hall.
• Hughes, R. G. (2016). Patient safety and quality: An evidence-based handbook for nurses. Agency for Healthcare Research and Quality.
• Murphy, J., & O’Brien-Pallas, L. (2018). Workforce planning models in nursing: A systematic review. Journal of Nursing Management, 26(4), 293-302.
• Taylor, F. W. (1911). The principles of scientific management. Harper & Brothers.