Leadership and Role of the Nursing Graduate

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Table of Contents

Leadership Style
Leadership Beliefs
Leadership Attributes Needed for Graduate Level Nurses
Personal Leadership Attributes
Attributes to Develop
Concluding Remarks
Reference List

Leadership Style

The completed task has indicated that I am a participative leader. This kind of leadership can support the needs of many followers and patients. According to Reinhard and Hassmiller (2014), participative leaders collaborate with their followers whenever making decisions. Such leaders embrace the power of participation to solve various problems. However, the leader “maintains the final say whenever the group is making specific choices” (Curtis, Vries, & Sheerin, 2011, p. 306). This leadership strategy empowers, motivates, guides, and supports the needs of different group members. A single leader “can never be an expert in all areas of practice” (Bortoluzzi, Caporale, & Palese, 2014, p. 649). Health Leaders (HLs) should acquire the best ideas and views from their group members to make evidence-based decisions. This practice is appropriate because many nurses possess the required expertise in medical care.

Leadership Beliefs

The above leadership style supports my personal beliefs and competencies as a Registered Nurse (RN). To begin with, I always embrace the power of collaboration. I always must empower, guide, and encourage my teammates. I have been encouraging my caregivers to share their ideas to make the best healthcare decisions (Sherman, Bishop, Eggenberger, & Karden, 2007). Sometimes I encourage my teammates to embrace the best practices whenever delivering special care to their patients. As well, I always act ethically and professionally. This practice makes it easier for me to support the changing health expectations of different individuals (Reinhard & Hassmiller, 2014). According to me, positive decisions are the ones made by two or more people. This knowledge encourages me to acquire new ideas from different teammates and HLs. Such values and beliefs will also support my future goals as an Advanced Practice Nurse (APN).

Leadership Attributes Needed for Graduate Level Nurses

Graduate-level nurses should possess powerful leadership competencies to support the needs of their clients. To begin with, good nurses should be ready to inspire others. This leadership attribute will make it possible for them to focus on the best goals. The group “will collaborate to deliver enhanced patient care” (Curtis et al., 2011, p. 306). Such nurses should also possess specific personal attributes to become competent leaders. Some of the attributes include “courage, initiative, integrity, and ability to cope with different forms of stress” (Parsons & Cornett, 2011, p. 280). A courageous nurse will be ready to acquire new ideas from his or her followers. The concept of integrity makes it possible for nurses to make accurate decisions. They also focus on the best practices that will eventually produce desirable medical outcomes. Collaboration should also be taken seriously in an attempt to deliver timely care.

Such nurses should also act diligently depending on the targeted situation. Such leaders and caregivers should also have powerful communication skills. These skills will make it possible for them to listen attentively. The leaders should also be supportive. It is appropriate for “nurses to provide supportive environments for their group members” (Sherman et al., 2007, p. 86). Competent graduate-level nurses also inspire their followers. This approach will ensure more followers are ready to deliver quality services. Critical thinking is another relevant skill for nurses. HLs should also influence the performance of their teammates and caregivers. This approach will “minimize tensions, deal with absenteeism, and reduce burnout” (Parsons & Cornett, 2011, p. 282). They should act as mentors to promote the best healthcare practices.

Personal Leadership Attributes

I have developed a wide range of leadership attributes. I have the best listening and communication skills. I always listen attentively to understand the needs of my workmates and patients (Sherman et al., 2007). These skills make it easier for me to interact with my group members. I also understand how to motivate, empower, and inspire my followers. These competencies make it easier for our group to realize its potential. I also possess powerful competencies such as empathy, sympathy, and affection. Such attributes make it easier for me to establish the best relationships with different clients. I also encourage different caregivers to focus on the best health outcomes. I always monitor my emotional response to every situation. I have understood how to control my emotions. I have been making appropriate decisions and consultations in order to achieve the best health outcomes.

My leadership style is also characterized by specific attributes such as integrity, stress management, and openness. I always act intelligently in order to achieve the targeted health objectives. I also collaborate with my followers. The practice has made it easier for me to get the best results. I know how to set the most appropriate goals. I always manage stress using appropriate practices and exercises (Cohen et al., 2008). I also encourage my followers to manage their stress levels. We make decisions together thus promoting the performance of our healthcare facility. These leadership attributes have continued to support my goals.

Attributes to Develop

I am planning to develop new attributes in order to become a competent healthcare leader. For instance, I want to “embrace the power of evidence-based concepts in nursing practice” (Reinhard & Hassmiller, 2014, p. 6). This strategy will make it possible for me to embrace new concepts and practices. Such concepts will support the changing needs of my group members. I also want to improve my Relationship Management (RM) skills. I will use such skills to influence, monitor, and inspire my workmates. I will also promote the best patient outcomes. It will also be appropriate to acquire new time management skills.

Mentorship skills can make every HL successful. I am planning to acquire new mentorship competencies in order to support my workmates. The power of critical thinking should also be taken seriously by different practitioners. I am therefore planning to widen my critical thinking skills. I will achieve this goal by reading widely and interacting with different caregivers (Cohen et al., 2008). I will also treat nursing as an ever-changing field. It is appropriate to embrace the power of life-long learning in healthcare. This practice will equip me with new competencies and skills that can eventually support my expectations.

Concluding Remarks

New changes are encountered in healthcare every day. This fact explains why I am currently pursuing a master’s degree. The course will equip me with the above skills and attributes. Such attributes will eventually make me a competent ANP (Bortoluzzi et al., 2014). The quotation presented below can therefore be used to summarize leadership in an advanced nursing role.

Quotation: “Different terms used to describe nursing leadership include empowering others, facilitating learning, developing nursing knowledge, and working with and through others to achieve success” (Curtis et al., 2011, p. 307).

Reference List

Bortoluzzi, G., Caporale, L., & Palese, A. (2014). Does participative leadership reduce the onset of mobbing risk among nurse working teams. Journal of Nursing Management, 22(5), 643-652.

Cohen, A., Restuccia, J., Shwartz, M., Drake, J., Kang, R., Kralovec, P., Bohr, D. (2008). A Survey of Hospital Quality Improvement Activities. Medical Care Research and Review, 65(5), 571-595.

Curtis, E., Vries, J., & Sheerin, F. (2011). Developing leadership in nursing: exploring core factors. British Journal of Nursing, 20(5), 306-308.

Parsons, M., & Cornett, P. (2011). Sustaining the pivotal organizational outcome: magnet recognition. Journal of Nursing Management, 19(1), 277-286.

Reinhard, S., & Hassmiller, S. (2014). The Future of Nursing: Transforming Health Care. The AARP International Journal, 1(2), 1-12.

Sherman, R., Bishop, M., Eggenberger, T., & Karden, R. (2007). Development of a leadership competency model from insights shared by nurse managers. Journal of Nursing Administration, 37(2), 85-94.

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