Details In This Assignment: Writing 1000–1250 Words

Detailsin This Assignment You Will Be Writing A 1000 1250 Word Ess

In this assignment, you will be writing a 1,000-1,250-word essay describing the differing approaches of nursing leaders and managers to issues in practice. To complete this assignment, do the following: 1. Select an issue from the following list: nursing shortage and nurse turn-over, nurse staffing ratios, unit closures and restructuring, use of contract employees (i.e., registry and travel nurses), continuous quality improvement and patient satisfaction, and magnet designation. 2. Compare and contrast how you would expect nursing leaders and managers to approach your selected issue. Support your rationale by using the theories, principles, skills, and roles of the leader versus manager described in your readings. 3. Identify the approach that best fits your personal and professional philosophy of nursing and explain why the approach is suited to your personal leadership style. 4. Use at least two references other than your text and those provided in the course. Prepare this assignment according to the APA guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required. This assignment uses a grading rubric. Instructors will be using the rubric to grade the assignment; therefore, students should review the rubric prior to beginning the assignment to become familiar with the assignment criteria and expectations for successful completion of the assignment. You are required to submit this assignment to Turnitin. Refer to the directions in the Student Success Center. Only Word documents can be submitted to Turnitin.

Paper For Above instruction

The dynamic nature of healthcare necessitates a clear understanding of how nursing leadership and management differ in their approaches to critical issues in practice. Among the pressing issues currently impacting nursing practice are staffing ratios, nurse turnover, and the use of contract employees. This essay compares and contrasts how nursing leaders and managers address these issues, supported by relevant theories, principles, skills, and roles. Furthermore, it reflects on the approach that aligns best with my personal and professional nursing philosophy, demonstrating its suitability to my leadership style.

Approach to Staffing Ratios and Nurse Turnover

Nursing managers typically focus on operational strategies to address staffing ratios and nurse turnover. Guided by principles of efficiency and resource management, managers often utilize quantitative data, such as patient acuity and staffing levels, to optimize staffing schedules (Hancock et al., 2019). This approach aligns with classical management theories emphasizing planning, organizing, and controlling resources effectively to ensure adequate patient care (Fitzgerald & McInerney, 2018). For example, managers may analyze data trends to make staffing adjustments or implement retention programs aimed at reducing turnover.

Conversely, nursing leaders tend to approach staffing and turnover issues through transformational leadership principles. Leaders focus on inspiring staff, fostering a positive work environment, and promoting shared governance to enhance nurse engagement and job satisfaction (Cummings et al., 2018). They leverage their roles as visionaries to advocate for policies that support professional development and work-life balance, thereby addressing underlying factors contributing to turnover. Transformational leadership theory, which emphasizes motivation and employee development, is central to this approach (Bass & Riggio, 2006).

Approach to Use of Contract Employees

In managing the use of contract or travel nurses, managers often prioritize flexibility and cost-efficiency. They adhere to operational goals, often utilizing transactional leadership skills to monitor staffing needs and ensure compliance with policies (Wong et al., 2019). Managers are concerned with immediate staffing solutions, emphasizing task completion and maintaining workflow continuity.

Nursing leaders, however, approach this issue by considering its impact on team cohesion and professional culture. They aim to integrate contract staff into the unit’s shared values and foster a sense of belonging, which aligns with transformational leadership qualities. Leaders may advocate for policies that promote long-term staffing stability, ensuring that contract employees are adequately supported and integrated into the team's culture (O’Neill & McCarthy, 2020).

Comparison and Contrast Summary

While both leaders and managers aim to optimize patient care outcomes, their approaches differ significantly. Managers focus on operational efficiency, process optimization, and immediate problem-solving, often employing transactional leadership skills rooted in control and organization (Fitzgerald & McInerney, 2018). Leaders, on the other hand, prioritize inspiration, team cohesion, and long-term vision, employing transformational leadership principles to effect change and foster professional growth (Cummings et al., 2018). Both roles are essential; managers ensure day-to-day functioning, whereas leaders drive strategic improvement.

Personal Philosophy and Leadership Style

Aligned with my personal and professional philosophy of nursing—that of compassionate, patient-centered care—I resonate most with an approach that integrates transformational leadership qualities. I believe that fostering a positive work environment, motivating staff, and promoting shared governance are crucial to addressing staffing challenges and reducing turnover. This approach promotes a culture of trust, professional development, and collaboration, which are essential for sustainable staffing solutions.

My leadership style is participative and empowering, emphasizing open communication, shared decision-making, and mentorship. I view leadership as a means to inspire others to reach their full potential while maintaining focus on quality patient care. The transformational approach complements my values by emphasizing empathy, individual growth, and a shared vision for excellence in nursing practice.

Conclusion

In summary, effective management and leadership in nursing involve distinct but complementary approaches to addressing practice issues. Managers utilize operational and transactional strategies to ensure efficiency, while leaders employ transformational principles to inspire and motivate staff. Personally, I align most closely with the transformational approach, which best supports my philosophy of compassionate, patient-centered care and my leadership values of empowerment and collaboration. Understanding these differences enhances my ability to navigate complex healthcare environments and contribute positively to nursing practice.

References

• 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. (2018). Leadership styles and outcome patterns for the nursing workforce and work environment: A systematic review. International Journal of Nursing Studies, 85, 19-60.
• Fitzgerald, L., & McInerney, P. (2018). Nursing management: Principles and practice (2nd ed.). Elsevier.
• Hancock, C., Ball, C., McMillan, R., & Titchen, A. (2019). Nursing workforce planning and management. Journal of Nursing Management, 27(3), 480-488.
• O’Neill, M., & McCarthy, O. (2020). Staff retention and the role of leadership. Nursing Management, 27(7), 32-36.
• Wong, C. A., Cummings, G. G., & Ducharme, L. (2019). The relationship between nursing leadership and patient outcomes: A systematic review. Journal of Nursing Administration, 49(4), 191-198.