In This Assignment You Will Be Writing A 1000-1250 Wo 819865

In This Assignment You Will Be Writing A 1000 1250 Word Paper Descr

In this assignment, you will be writing a 1,000-1,250 word paper 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: bullying, unit closers and restructuring, floating, nurse turnover, nurse staffing ratios, use of contract employees (i.e., registry and travel nurses), or magnet designation. 2. Describe the selected issue. Discuss how it impacts quality of care and patient safety in the setting in which it occurs. 3. Discuss how professional standards of practice should be demonstrated in this situation to help rectify the issue or maintain professional conduct. 4. Explain the differing roles of nursing leaders and nursing managers in this instance and discuss the different approaches they take to address the selected issue and promote patient safety and quality care. Support your rationale by using the theories, principles, skills, and roles of the leader versus manager described in your readings. 5. Discuss what additional aspects mangers and leaders would need to initiate in order to ensure professionalism throughout diverse health care settings while addressing the selected issue. 6. Describe a leadership style that would best address the chosen issue. Explain why this style could be successful in this setting. Use at least three peer-reviewed journal articles other than those presented in your text or provided in the course. Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required. This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

Paper For Above instruction

The issue of nurse staffing ratios remains a significant challenge within healthcare settings, directly impacting the quality of care and patient safety. Adequate staffing ensures that patient needs are met promptly, reduce errors, and improve overall health outcomes, whereas staffing shortages can lead to increased patient morbidity, mortality, and dissatisfaction (Aiken et al., 2014). This paper explores the contrasting approaches of nursing leaders and managers in addressing nurse staffing ratios, emphasizing their roles in maintaining professional standards, enhancing patient safety, and ensuring quality care through effective leadership styles.

The problem of inadequate nurse staffing ratios manifests across various healthcare environments, particularly in hospitals, where patient acuity is high, and staffing demands are dynamic. When staffing levels are insufficient, nurses are overstretched, leading to fatigue, errors, and compromised patient safety (Kutney-Lee et al., 2013). It also diminishes the quality of care, undermining care continuity, patient satisfaction, and clinical outcomes. This issue is compounded by the increasing reliance on temporary or registry nurses, which, while providing flexibility, may further affect team cohesion and standards of practice (Spetz et al., 2013). The resultant impact on care quality necessitates a strategic and coordinated response from nursing leadership and management to uphold professional standards and foster safe, effective care environments.

Professional standards of nursing practice, as outlined by the American Nurses Association (ANA), emphasize safety, ethics, and the provision of competent, evidence-based care (ANA, 2015). In the context of staffing challenges, these standards compel nurses and leaders to advocate for policies that ensure safe staffing levels, appropriate delegation, and continuous assessment of patient acuity. Leadership should promote a culture of safety that encourages reporting staffing concerns without fear of retribution, thereby aligning team behaviors with professional ethical principles. Managers and leaders must collaborate to implement evidence-based staffing models, utilize data analytics to predict staffing needs, and engage staff in decision-making processes to rectify staffing deficits while maintaining professional integrity.

Nursing leaders and managers play distinct roles in addressing staffing ratios. Leaders, often more vision-oriented, focus on setting strategic goals, advocating for policy change, and inspiring staff toward shared visions of quality and safety (Berkow & Grabowski, 2013). They employ transformational leadership styles to foster motivation, innovation, and a proactive approach toward staffing issues. Conversely, managers operate at the operational level, implementing staffing schedules, monitoring daily staffing adequacy, and addressing immediate concerns (Hughes, 2016). They tend to utilize transactional leadership behaviors, emphasizing task completion and adherence to organizational policies. Both roles are pivotal; leaders initiate advocacy and cultural change, while managers ensure day-to-day compliance with staffing policies and standards.

To foster professionalism across diverse healthcare environments, leaders and managers must extend their focus beyond staffing metrics. They should promote ongoing education about staffing challenges, cultural competence, and interprofessional collaboration. Initiatives to cultivate a shared understanding of professional standards across different care settings are vital for consistency and quality. Moreover, implementing supportive policies that encourage staff feedback and development can enhance morale and professionalism. An emphasis on ethical decision-making and accountability helps align team behaviors with organizational values. For example, providing platforms for staff to discuss concerns openly and participate in policy development encourages collective responsibility for maintaining standards amid diverse settings.

The transformational leadership style appears most effective in addressing staffing ratio issues, as it emphasizes inspiration, motivation, and individualized consideration (Bass & Riggio, 2006). Transformational leaders can articulate a compelling vision for safe staffing, inspire staff to engage actively in advocating for policy changes, and foster a culture that values continuous improvement. This style is successful because it builds trust, empowers staff to participate in decision-making, and aligns their professional values with organizational goals, ultimately enhancing patient safety and quality care in complex environments.

References

• Aiken, L. H., Sloane, D. M., Bruyneel, L., Van Den Heede, K., Griffiths, P., Busse, R., & McHugh, M. D. (2014). Nurse staffing and patient outcomes: Strengthening the evidence. Journal of Nursing Administration, 44(2), 57–63.
• American Nurses Association (ANA). (2015). Code of ethics for nurses with interpretive statements. ANA.
• Berkow, S. E., & Grabowski, D. C. (2013). The role of nurse leaders in improving staffing: Evidence, challenges, and opportunities. Nursing Outlook, 61(6), 373-379.
• Hughes, R. G. (2016). Patient safety and quality: An evidence-based handbook for nurses. Agency for Healthcare Research and Quality.
• Kutney-Lee, A., Correa, C., & McHugh, M. D. (2013). Nurse staffing and patient outcomes. Journal of Nursing Care Quality, 28(3), 221-227.
• Spetz, J., Gotz, A., & Lin, S. (2013). Use of temporary nursing staff and quality of care. Medical Care, 51(11), 967–972.