In This Assignment You Will Be Writing A 1000–1250 Wo 961342

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 managers 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 healthcare environment is complex and continually evolving, necessitating distinct roles and approaches by nursing leaders and managers in addressing issues that threaten patient safety and care quality. For this paper, the selected issue is nurse turnover, which significantly impacts healthcare settings by affecting continuity of care, staff morale, and organizational stability. Analyzing this issue through the lenses of leadership and management reveals differing strategies and responsibilities aimed at improving patient outcomes and maintaining professional standards.

The issue of nurse turnover involves the frequent loss of nursing staff due to various reasons, including job dissatisfaction, burnout, and better opportunities elsewhere. High turnover rates compromise the consistency of care, leading to increased errors, reduced patient satisfaction, and overall decline in quality metrics. Studies indicate that nurse turnover disrupts team cohesion, increases workloads for remaining staff, and elevates stress levels, which can compromise adherence to safety protocols (Bae, 2020). Consequently, this not only jeopardizes patient safety but also undermines the stability and reputation of healthcare organizations.

Professional standards of practice, as delineated by the American Nurses Association (ANA, 2015), emphasize accountability, ethical behavior, and commitment to lifelong learning. Addressing nurse turnover ethically involves fostering a supportive environment, promoting professional development opportunities, and ensuring equitable treatment. Leaders and managers must demonstrate transparency, communication, and a shared vision aligned with these standards to curb turnover, thus safeguarding patient safety and care quality (ANA, 2015). Furthermore, adhering to standards such as promoting a healthy work environment directly contributes to staff retention and organizational integrity.

The roles of nursing leaders and managers differ yet complement in tackling nurse turnover. Leaders, such as executive directors or chief nursing officers, focus on strategic vision, fostering an organizational culture of engagement, and aligning policies with overarching goals. They employ transformational leadership styles, inspiring staff, and advocating for systemic change to address root causes of turnover (Cummings et al., 2018). Conversely, managers operate at the operational level, overseeing daily staffing, scheduling, and performance management, often employing transactional leadership approaches to ensure immediate staffing needs are met and policies enforced (Wong & Cummings, 2019).

Leaders' approaches to addressing nurse turnover include developing a compelling vision for retention, implementing mentorship programs, and engaging staff in decision-making to foster ownership and satisfaction. Managers, on the other hand, focus on optimizing workforce planning, offering competitive compensation, and creating a supportive work environment that recognizes staff contributions. Both roles inherently aim to uphold patient safety by maintaining optimal staffing ratios, reducing burnout, and fostering a culture of professionalism (Ingersoll et al., 2020). The synergy between strategic leadership and operational management is vital for sustainable solutions.

To ensure professionalism across diverse healthcare settings, both leaders and managers must initiate initiatives that promote ethical practice, cultural competency, and continuous quality improvement. These include creating inclusive policies that respect cultural differences, providing ongoing education on ethical standards, and encouraging open communication channels. For example, implementing diversity training and ethical workshops can foster respect and understanding, essential for professional conduct (Eickholt, 2017). Engaging staff at all levels in policy development enhances ownership and adherence, ultimately strengthening professionalism and patient care standards in varied contexts.

The transformational leadership style emerges as particularly effective in addressing nurse turnover. This style emphasizes inspiration, motivation, and fostering personal and professional growth, creating a compelling vision that aligns staff with organizational goals (Bass & Riggio, 2006). Transformational leaders can inspire a shared commitment to professional standards, improve job satisfaction, and promote organizational loyalty, all of which are critical in reducing turnover. Their emphasis on empowerment and recognition can build resilience among nurses, enhance team cohesion, and foster a positive work environment conducive to delivering high-quality care (Cummings et al., 2018).

In conclusion, addressing nurse turnover requires a nuanced understanding of the distinct yet interconnected roles of nursing leaders and managers. Leaders focus on strategic initiatives that cultivate a motivated, engaged workforce committed to professionalism, while managers ensure operational stability through effective staffing and resource management. The transformational leadership style provides a robust framework for addressing this pervasive issue, ultimately promoting a culture of safety, professionalism, and excellence in care delivery. Implementing these approaches across healthcare settings supports not only staff retention but also the continuous improvement of patient outcomes and organizational resilience.

References

• American Nurses Association. (2015). Nursing: Scope and standards of practice (3rd ed.). ANA.
• Bae, S. H. (2020). Impact of nurse staffing and work environment on nurse turnover: A systematic review. Journal of Nursing Management, 28(4), 779-787.
• 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., Muanual, B., ... & Squires, M. (2018). Leadership styles and outcome patterns for the nursing workforce and work environment: A systematic review. International Journal of Nursing Studies, 85, 19-60.
• Eickholt, J. (2017). Diversity and ethics in nursing: Creating an inclusive environment. Nursing Ethics, 24(4), 446-456.
• Ingersoll, G. L., et al. (2020). Retaining nursing staff: Strategies that work. Journal of Nursing Administration, 50(2), 66-73.
• Wong, C. A., & Cummings, G. G. (2019). The effect of authentic leadership on nursing staff outcomes: A systematic review. Journal of Nursing Management, 27(8), 1644-1653.