Importance Of The Magnet Model

The Nurse of the Future (NOF) Core Competencies Models were choosing to achieve one optimal goal of providing quality of care to patients and their families. The NOF Nursing Core Competency provides a normal structured of approach to nursing and patient care, and they are all equally important in their unique ways. However, out of the 10 Nurse of the Future Core Competencies, I have chosen Healthcare professionalism and quality improvement which in my opinion are two main core outstanding competencies. Professionalism in any profession dictates the conduct, purpose, or qualities that define a profession.

A leader may achieve this with captivation, emotional intelligence, and through the empowerment of followers (Hutchison & Jackson, 2013). Moreover, transformational leadership research focuses on individual traits and leader-follower dyad characteristics that influence organizational change. Many research studies explore this theory and its impact on the nursing profession (Fischer, 2016). Largely, transformational leadership in the nursing context is directly and indirectly associated with staff satisfaction, decreased turnover, and improved patient outcomes (Fischer, 2016; Bormann, & Abrahamson, 2014; Merrill, 2015). It is possible to connect the benefits of transformational leadership styles to the leader 's ability to empower followers, simultaneously increasing their commitment to the organization (Fischer, 2016; Bormann, & Abrahamson, 2014; Merrill, 2015).

As we have been noted the role and the scope of practice of the nurse practitioners in the healthcare system are unmeasurable. The nurse practitioners (NPs) play a tremendous role in providing healthcare to the people in the United States. Their presence has been recognized in developing the health care industry not only in the US but also globally. Despite the role that the NPs have played into the healthcare system, they still encounter some challenges that can impact their practice. One of these challenges is the NP autonomy of practice.

First, I have been a nurse for 18 years. I have worked at three hospitals that were not Magnet when I started and were Magnet when I left. In my eyes Magnet status was designed as a money making scheme by the American Nursing Association and is used as a marketing tool by health care facilities to attract more patients, (and their money), and to attract nursing so as to stay ahead of the nursing shortage curve.

Shared governance is an innovative model used to provide direction for the professional practice of nursing. This model is used to direct nurses to participate in unit-based decision making that allow nurses to demonstrate accountability and ownership for their practices. The goal of the model is to improve quality patient care contain costs, and retain nursing staff. According to Marquis and Houston (2012), “In shared governance, the organization’s governance is shared among board members, nurses, physicians, and management” (p. 270-271). Shared governance is imperative in the healthcare institutions.

Conclusion When magnet hospitals meet all the requirements, studies have proven better working conditions and improved outcomes. With magnet hospital involving nursing staff in patient care decisions, it makes them feel they are a part of something special. Magnet hospitals strive for excellence making it appealing to nurses looking for employment. When the nurses are taken care of and are happy in the workplace, it plays a role in a

Transformational leaders, who empower nurses to advocate, understand that communication and professional collaboration are the core ingredients to foster safe nursing care and to collectively advocate for improved health care policies. Of interest, due to communication and collaborative efforts among state hospital associations and the ANA along with the state nurses associations, seven states have enacted safe staffing legislation using the Registered Nurses Safe Staffing Act’s committee approach (ANA, n.d.). Conclusion The essence of an effective nurse leader lies in the ability to inspire and motivate others to action, which begins with communication and professional collaboration skills.

The Institute of Medicine (IOM) has a strong stance on nurses and leadership. They believe that nurses are a vital component to health care system and nurses in leadership roles can have a positive impact on such. Nurses are in all sorts of roles within the health care systems ranging from a staff nurse, nurse managers, to advance practice, all the way to congress (Finkelman & Kenner, 2013). In addition, they even serve in the boardroom within some health care organizations. Leadership doesn’t necessarily mean a nurse in a manager position, but a nurse who has an influence on staff.

The importance of staff retention Nurse retention is to provide staff with implements that will empower them in the workplace. Empowerment in organizational structures include power and opportunity. Employees with high levels of power are included in lines of information, support, resources and opportunities to learn and grow (Schwinger ET AL., 2010). In additional employees who have high levels of opportunity in their jobs tend to be more proactive problem solvers and accept change. When staff have opportunity and power, they are motivated, feel more in control, have increased wellbeing and have greater job satisfaction (Schwinger ET AL., 2010).

Across the United States, it is common to find nurse-managed health centers that offer accessible health care services to the people. Nurse-managed health centers are a basic necessity in healthcare because they provide affordable and deserved care to the unprivileged population, while at the same time educating and training nurse practitioners. Usually, such health care institutions are led by an advanced practice nurse and as a result, need careful and efficient management and leadership skills and models. With the role that these centers serve, there is a need for an advocacy strategy for the nurse-managed health centers as a way of overseeing their effectiveness in service delivery grow. One of the factors that can improve management delivery

“These abilities are essential for today 's professional nurse who must be a skilled provider, designer, manager, and coordinator of care (AACN, 2010). My goal is to be the safest nurse I can be and deliver a high quality of care to all of my patients. I would want the same if I was the patient. I want to grow my career and achieve my nurse practioner degree. I chose UAB School of nursing to advance my education for the convenience of having all online classes and the campus being available if I need to access it.

Because of this implanted motivation, nurses are reinforced to reach higher levels of growth. Nurses also feel that they are valued when transformational leaders reach out to them; they get excited to participate and share their knowledge that also contributes to strong cooperation or openness. The real benefit goes to their patients during their intervention, when transformational nurse leader listens attentively to the needs of their patients. This leadership style also increases the image and reputation of the hospital or clinic within the community that they

The article – supported with other studies – state that evaluation of the programs is not an easy task owing to the complex and qualitative nature of leadership development programs (Hardacre et al., 2010). The paper reports the collected data that covered in average 1,600 people of healthcare staff - first line clinical managers to executive directors – during 13 years time span. The large population that was reviewed in a long-term duration added a strong trustworthiness to the author’s argument. In addition, the author backed his statements and analytic data with peer-reviewed

Her answer was that nursing leadership meets every two years to assess the strategic planning by using Strength, Weakness, Objectives, and Threats (SWOT) Analysis. Question two, three and four were about utilization of the strategic plan, her thought, and the strength of the strategic plan. Dr. Massengale took a moment to think, and then she replied, “It is hard to say, but the plan was to find better ways to improve the health while providing excellent care for our veterans, but it would not have been possible without involving all stakeholders in the discussion.” (J. Massengale, personal communication, 2017). She continues to say that the strength of a good succession plan, is to involve the front-line staff as well as the veterans

They are able to connect, communicate and coordinate across multiple departments, professional opinions and voices, and the daily schedules of patients. Advocating and designing care with the patient and family is a true skills set and cultural attribute that adds tremendously to a culture of safety and patient – centeredness but requires the most able leadership to build these bridges across the many professionals engaged in care. Building this culture is a leadership challenge and there is no one in my experience better able to make these changes than nursing leaders ( Maureen Bisognano, 2009). Nurses should not just be at the bedside or within the nursing community but must be involved as leaders and decision – makers throughout the healthcare system. As Maureen Bisognano (2009) points out, the best nurses are accomplished envoys among different players and interests involved in direct patient care, which is a skill needed throughout organizations and businesses, not just in hospitals or