401213 Clinical Leadership And Professional Assessment Answers
Questions:
2. Differentiate between leadership and management in relation to clinical nursing or midwifery practice.
3. Appraise facilitators and barriers to effective clinical leadership in the provision of optimal person and woman-centred care at different levels of experience in nursing and midwifery practice.
4 Evaluate strategies for change and innovation processes in contemporary primary healthcare contexts.
5 Apply strategies required for effective building, motivating and leading of collaborative healthcare teams in clinical practice.
Answer:
Introduction
Leadership plays a critical role in clinical practice ensuring a high quality health care system that persistently provides safe and efficient care to the patients (Daly, Jackson, Rumsey, Patterson, & Davidson, 2015). The electronic system of medication lowers pressure on nursing due to the reduced medication errors. The system also enhances decision-making and governance within the health facility. Furthermore, the electronic system improves the experience of nursing staff. The system also enhances the productivity and efficiency in the medication rounds. The electronic system also reduces paperwork; thus increasing the time of nurse-patient interaction. The write-up will also examine the essence of adopting the electronic system in medication. Moreover, the essay will propose a change plan using the Lewin's model. The paper will also evaluate the leadership styles that can help hospital administrators to effect changes. Finally, the essay will explore resistance to transition and methods to overcome the challenges.
Essence of the Electronic Medication System
The adoption of the electronic system has various merits in healthcare set-ups. The two hundred bed hospital should adopt the policy to eliminate the medical mistakes that it has been experiencing over the last three years. Nurses would benefit from the system as it makes nurses to commit less clinical errors (Elliott, Lee, & Hussainy, 2016). The patients are the leading beneficiaries of the electronic system of medication as it shields them from the danger of medication errors. The reduction in medication errors improves the reputation of a health facility. Therefore, the hospital should adopt the electronic system.
Lewin’s Model of Change
The two hundred bed hospital should apply the three steps in the model to effect changes in the facility. The first step is unfreezing which require the leader to convince employees of the necessity of changes (Cummings, Bridgman, & Brown, 2016). In the case study, the initial step involves organizing staff meetings to explain why the health facility should adopt the electronic system. The hospital administrator should reveal the statistics of medication errors at the conference. The leader should also point out the weaknesses of the current methods of medication administration. The process of introducing the changes would take six weeks.
The second step in the model is the change process. At this phase, employees start to solve the uncertainty of transition and prepare for the new procedures (Wojciechowski, Murphy, Pearsall, & French, 2016). In the case study, the nurses begin to forget the past methods of medication administration and prepare for the electronic system. The hospital administrator should allow enough time for the caregivers to embrace the new system and leave the old one. The leader should ensure that every employee has accepted to work in the new direction before implementing the changes. The administrator should explain the benefits of the new system, and the process can take ten weeks.
The third and final step is the refreezing phase. Refreezing is the process of incorporating the changes in the organization’s values and culture (Bakari, Hunjra, & Niazi, 2017). The institution should include the changes in the company's job description. In the case scenario, the electronic system should form part of the hospital's treatment methods. The refreezing step should help the organization and the clients to institutionalize the transition. Furthermore, the firm should ensure that employees apply the changes in all their endeavors. The successful incorporation of switches makes the employees comfortable and confident at work. The process can take ten weeks.
Leadership Styles
The healthcare leaders should adopt an effective leadership style to implement the changes. Transformational leadership style involves a close working relationship between the leader and the teams of employees (Cheng, Bartram, Karimi, & Leggat, 2016). The technique consists in convincing the groups about the essence of an individual change. In the scenario, the leadership trait is necessary to assure the nurses to embrace the electronic system of medication administration. A transformative leader can easily apply the Lewin's model to implement changes in an organization. The leader has the responsibility of acting like the role model to the other employees. Therefore, the style is effective in achieving change.
Caregivers can also apply the autocratic leadership style to implement changes. Authoritarian leadership is where the leader controls every decision of the company (Cope, & Murray, 2017). In the method of administration, the employees can only offer a few suggestions. In the case scenario, the style is useful if the nurses refuse to embrace the electronic system. Therefore, the leader should force the implementation of the changes to reduce medication errors and ensure patient safety. Autocratic style is essential in scenarios that require urgent decisions. Therefore, the head nurse should adopt the authoritarian style if caregivers refuse to embrace the electronic system.
The comparison of the two leadership styles indicates that transformative technique is more effective than authoritarian in the case scenario. Autocratic leadership forces decisions on employees which can cause rebellion and industrial unrest (Zydziunaite, & Suominen, 2014). However, the transformative style allows the workers to take part in decision making; hence, facilitating the process of change. The authoritarian style does not create room for employee training on the new methods; thus, leading to the poor implementation process. On the other hand, transformative leadership creates time for employee exposure on the essence and benefits of transition. However, the autocratic style can be useful when an urgent decision is necessary.
Potential Resistance to Changes and the Solutions
The two major points of resistance to changes are inadequate training and insufficient time for adjustment. Improper nursing training on the uses of the electronics system limits the knowledge of nursing on the new strategy. Little time to adjust to changes also causes improper implementation of the changes. The hospital administrator should provide adequate training on the application of the electronic system in medication administration. The management should allow sufficient time to enable the caregivers to adjust to the changes.
Conclusion
The electronic system reduces the medication errors in health facilities; thus improving patient safety. An appropriate adoption of the system enhances the reputation of the health facility. The Lewin's model of change assists caregivers to embrace the electronic system and discard the manual mode of medication. Transformative leadership style and the autocratic leadership technique are useful in effecting changes. However, the transformative method is more appropriate to the authoritarian one in the case scenario. The potential points of resistance to change are inadequate training and insufficient time for adjustment. Therefore, proper training and sufficient time for adjustment are necessary to implement changes.
References
Bakari, H., Hunjra, A. I., & Niazi, G. S. K. (2017). How Does Authentic Leadership Influence Planned Organizational Change? The Role of Employees’ Perceptions: Integration of Theory of Planned Behavior and Lewin's Three Step Model. Journal of Change Management, 17(2), 155-187.
Cheng, C., Bartram, T., Karimi, L., & Leggat, S. (2016). Transformational leadership and social identity as predictors of team climate, perceived quality of care, burnout, and turnover intention among nurses. Personnel Review, 45(6), 1200-1216.
Cope, V., & Murray, M. (2017). Leadership styles in nursing. Nursing Standard (2014+), 31(43), 61.
Cummings, S., Bridgman, T., & Brown, K. G. (2016). Unfreezing change as three steps: Rethinking Kurt Lewin’s legacy for change management. Human relations, 69(1), 33-60.
Daly, J., Jackson, D., Rumsey, M., Patterson, K., & Davidson, P. M. (2015). Building nursing leadership capacity: An Australian snapshot. Nurse Leader, 13(5), 36-39.
Elliott, R. A., Lee, C. Y., & Hussainy, S. Y. (2016). Evaluation of a hybrid paper-electronic medication management system at a residential aged care facility. Australian Health Review, 40(3), 244-250.
Wojciechowski, E., Murphy, P., Pearsall, T., & French, E. (2016). A case review: Integrating Lewin’s theory with lean’s system approach for change. OJIN: The Online Journal of Issues in Nursing, 21(2).
Zydziunaite, V., & Suominen, T. (2014). Leadership styles of nurse managers in ethical dilemmas: Reasons and consequences. Contemporary Nurse, 48(2), 150-167.
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