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Nurse Leader Interview – Advanced Practice Nurse – Solution

Nurse Leader Interview

Part  1: Nursing leadership

Topic: Nurse Leader Interview 

Designated specialty role: Nurse Entrepreneur

Interview (in person, face to face) a leader relevant to the designated specialty role of choice that would hire a Master of Science prepared nurse (Advanced Practice Nurse) in your specialty. The nurse leader interview will be developed into an APA formatted pap3r. 

1. Brief introduction of the leader being interviewed, including (One paragraph):

a. Brief biography of the interviewee

b. Organization represented (Miami). 

c. Explain why this individual was chosen for the interview in light of your selected nursing specialty role.

2. In a Learning Conversation, state each question you posed along with the interviewee’s responses (Nine paragraphs. One paragraph per each question: Total of nine paragraphs)

a. Determine the organization’s mission/vision/ goals from the interviewee.

b. Describe the interviewee’s expectations of an advanced practice nurse- a leader within his, or her specialty.

c. Discuss what the interviewee believes it takes for the Bachelor of Science prepared nurse to academically excel at the advanced practice nursing level 

d. Discuss what the interviewee believes it takes to transition to a nurse leader in this organization.

d. Discuss what the interviewee believes about what is be a leader

e.  Discuss what the interviewee believes the characteristics of a Nurse Entrepreneur to be a leader

f. Discuss what the interviewee believes it takes to be a different Nurse Entrepreneur and transition into new specialty nursing

g. Discuss what the interviewee believes about the advantages of being a Nurse Entrepreneur for transition into the new specialty of nursing

h. Discuss what the interviewee believes about the barriers to a nurse entrepreneur transitioning into new specialty nursing

3. Reflection and Follow-Up (One paragraph).

a. Make a critical analysis and evaluation of the interview process, including 

b. What would you do differently?

c. Please include resultant plans (post-interview) for professional development and pursuit of future nurse leader opportunities.

4. Summary (One paragraph)

a. Summarize the key points of the conversation as each relates to the interviewee’s chosen nursing leadership-specialty role 

b. How a prospective nurse leader could successfully transition to such a role within the selected nurse leader’s organization.

Solution

Introduction

There is a consensus that clinical nurse leadership plays a significant role in offering safe, high-quality patient care, nursing practises advancement and productive work environments for all healthcare staff. Essentially, the nurse leadership is seen as a cost-effective strategy that improves patient outcomes amidst financial resources constraints and offers direction, influences change, and oversees others’ empowerment (ACN 2015, p.8-9). Whether focusing on executive nurse leadership or clinical nurse leadership, one must appreciate that leadership and management are two different concepts with fundamental roles that overlap in everyday practice. Leadership roles focus on creating a long strategic vision, while management is mainly concerned with the operational aspects of planning, organising, and monitoring the process of healthcare service delivery (ACN 2015, p.5). Therefore, leadership entails developing a shared sense of mission, addressing barriers at the political, organisational, and resources front while simultaneously inspiring and motivating others. While nursing management executives occupy formally recognised positions of power in the organisation, nurse leaders’ nurse leadership is usually distributed throughout the organisation, with nurse leaders, whether formal or informal positions are found across all levels of the organisational hierarchy. Consequently, the paper presents a nurse leader’s interview report and subsequent analysis highlighting leadership attributes and clinical settings practices.

Why  I Selected This Individual

            According to Daly et al. (2014, pars 4-6), clinical leadership’s significance in guaranteeing a health system that provides safe and efficient care of high quality has been acknowledged by nursing scholars and government reports. The nurse leaders set the tone of the unit content since they adhere to and practice the organisation’s mission, thus influencing the type of care offered within a facility.  The nurse leader that I chose to interview happens to be the Chief Nursing Officer(CNO) at ABC Memorial Hospital, in the urban setting of a county in Maryland.  In referred to by a pseudonym that I coined for her, Jane Smith is the backbone of all nursing professionals stationed at this hospital and collaborates with these professionals to ensure that the hospital’s clients, who are mainly patients, get quality that they are entitled to. Wagner (2015, p.11) avers that leadership by individuals manifests itself across healthcare settings as the nurse leader utilises their knowledge and skillsets to assist people in leading healthy lives and supporting their organisations to a quality health care system. Suffice to say that Jane Smith exhibits these attributes not just in words but through actions. As she was constantly reminded to call her throughout the interview, Jane attended John Hopkins Nursing School in Baltimore, where she graduated with First Class Honors in her BSN upon completing the course in 2002. After graduating in December of that year, she took her boards and got her license in March 2013. She joined ABC –MH in 2005 and has worked her way up to be the CNO, a position that she has held for the last five years.

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            To be a CNO, one is required to have a BSN with previous experience in leadership positions and a firm grasp of nursing practice in its totality (Al Dossary, 2017, p 14-15). To emphasize on the need for previous experience further calls for a distinction between different types of leadership styles across the leadership continuum from power-based leadership to transformative leadership styles(de Vries, 2019, pars 7-10).  During the interview, Jane also revealed that she applied for that position because she believed that as the CNO, she would be in a vantage position to change the hours were before she became a leader, she had worked for ten years on night shifts. She therefore successfully lobbied for nurses to be alternating between day and night working hours if and when they desired. This, amongst other traits and character, makes her exhibit the love that she has for nursing put the interests of both the patients and the nursing staff, so the two do not collide.

Three Characteristics and/or Attributes That The Interviewed Nurse Leader  Displays and How They Correlate With the Literature on Leadership

            The passage of years has seen the nursing profession being rightfully acknowledged for the critical and central role within the healthcare industry.  It is a fact that healthcare systems across the world continue to encounter numerous problems that significantly interview with both progress and efficiency. For example, in their study on nursing leadership, Van Dam & Ford(2019, p.4) note that there are times when nurses find a permanent change of behaviour to be a challenge, yet it only through accumulated social interactions that can lead to a sustainable behaviour modification. At this point, the CNO exhibited her effective leadership attribute when she pointed out that such a mindset is preventable and can easily overcome the experience of a competency trained, and certified nurse leader who can counter such negative perceptions to enhance efficiency productivity.

            The nurse of the 21st century, just like their nurse leader, must realise that the nursing act is a political process as much as it is considered practice and service to the patient. Likewise, Staney (2014, p.125-126) remarks that clinical nurse leaders are not sought for their capacity to have or outline the vision. Instead, these leaders are followed because of the values and beliefs that they display and which their actions manifest. Be that as it may,  the concept of constant chaos that accompanies the constant and unprecedented change in the nursing work environment means nurse leaders’ skills and expertise are required to facilitate nursing knowledge development (Scully, 2014, p.2). As a result, nursing leadership of the 2020s and beyond has evolved and continues to evolve mainly through critical thinking and analysing actions followed by advocacy where both the patient’s welfare and the promoted without prejudice. In addition to being a critical thinker, the second leadership characteristics that any person having a conversation with Jane is that besides being a first-class leader, she is also a first-class manager.   As she elaborated to tome the various duties of a CNO, she explained that she has to think on a long term basis so that every day’s crises are addressed not in the present but also in the future. One got the impression that as a good leader should always do, Jane always looks beyond the unit she heads and conceptualizes its relationship to the organisation’s larger realities both internally and externally and the global trends(Rousel, 2016, p. 26-27). To sum up there of Jane’s leadership characteristics and attributes, this CNO comes out as the consummate communicator, the coach on how every nurse can unleash their potential and is at best an innovator as she generates creative ideas to solve extremely challenging scenarios that emerge in everyday nursing practice( p.30-31).

Contribution to Nursing Practice

            Wong (2015, p.276) notes that unraveling the complex causal relationship between patient outcomes and leadership requires different methodologies like longitudinal studies with constant observation. When one meets June at her work station, one has to admit that her transformative leadership style introduces novel approaches to solve the scenarios that emerge in nursing practice. During the interview, the CNO captured every nurse’s four-stage learning process since each of them is a potential manager of the patient they are charged with. These learning stages are to reflect first on their self-examination and feedback from others. The second stage is recognizing and delineating those behaviours that are desirable and undesirable, which then leads to the third stage of making a decision on the identified behaviours or making a deliberate choice not to do the undesirable ones. In the fourth and last stage of every nurse as a manager of patients, they opt to deliberately choose only those desirable behaviours (Van Dam & Ford, 2019, p.3). This nurse leader’s contributions to nursing practice are not limited to only these four. The four-stage learning process of every nurse is a manager was the rallying call that weaved itself through right from the time of the introduction in the interview to the time that we concluded it.

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The Interviewed CNO’s  Leadership Influence on the Safety and Quality of Care

                Healthcare experts, whether working as practitioners, educators, or researchers, emphasise the role nursing leadership plays in improving healthcare service delivery.  Improved quality of life and the patient’s high demands have necessitated improving healthcare quality effectively.  According to Harteloh’s definition, quality refers to the optimal balance between possibilities realised and the frame of norms and values(Xing et al., 2020, par.1). Irrespective of the approach that one uses to provide patient-centered care, the process of offering services is significant to secure a long-term improved quality of care whereby only an organisational culture based on dignity, mutuality, respect, and equality can help achieve them.  Subsquality, Jane Smith’s leadership style of transformational leadership is bound to result in good care, improved quality, more productivity, and increased patient satisfaction.

                The CNO revealed that her dominant leadership style is transformational because she aims to see ABC- MH and its affiliated clinics progress positively. True to transformative leadership, Jane’s main purpose is to motivate others through communication and inspire through respect as she seeks the support of her staff’s subordinate members. Over the years, the transformative leadership style has paid off because, besides patient satisfaction, the hospital has also seen an upsurge in innovative decisions for addressing patient problems. Being the ultimate beneficiaries of quality patient care, the patients are constantly engaged, and through it, the information asymmetry that used to exist between the provider and the patient is now significantly closed. The resulting patient- v\nurse collaboration has to lead to decreased health care costs. In a word, one can correctly say that the CNO’s transformative leadership style has positively impacted patient and health outcomes.

Aspects of the CNO’s Leadership Style That I wish Forward into My Career

In her study on leadership, Maxwell (2017, p.21) crystalizes a nurse leader’s four skills as monitoring and calibrating the team’s workload. Additionally, creating a conducive work environment where all workers feel they can contribute to their maximum capability in a way that is fulfilling to them and nurturing relationships that foster resilience. 

The four skill sets are competing when the nurse leader ensures that the team delivers safe care, optimizing the available resources. The four skills are best utilized through the CNO’s transformational leadership style as she has developed work schedule systems that most of the staff find agreeable. Having a unity of purpose, common goals, the organization’s mission, and one focal point has helped the hospital improve its services as better staff satisfaction translates into more adequate and more effective service delivery. To demonstrate a direct connection between the leadership style adopted by a nurse leader and patient outcomes, Maxwell reports a 5.1% variance in the one-month mortality rate amongst nine hospitals explained by the distinct leadership[p styles of their nurse leaders. Towards the end of the interview Jane Smith, the CNO of ABC Memorial Hospital, supported the Brisbane Practice Environment Measure. She contends that because elements of different professional practice are not linked to one singular style of leadership, this implies that the nurse leader has to stick a strike a balance between several approaches where different leadership styles and theories are blended to come up with a blended leadership style which appropriately suits the situation in context.

Conclusion

In conclusion, the CNO that I interviewed for the nurse leader interview highlighted the salient fact that fair and effective leadership styles positively affect patient and health outcomes by cultivating conditions where every nurse can realize the maximum potentialities. Under such conditions, the nurses develop personal and organizational resilience when the unexpected happens or even the workload increases.  Therefore for the effective nurse leader, the rule of thumb should be to exhibit and apply leadership behaviors by using transactional leadership to the task at hand and a transformation approach to address the nursing team’s needs while all along with building and maintaining productive relationships. Through this rule, the nurse leader would then commit to action, make leaders from followers, and transform the leaders into change agents. Only then will the power of the transformative nurse leader be felt through the empowerment of their constituents instead of controlling other nurses.

References

Al-Dossary, R. N. (2017). Leadership in nursing. Contemporary Leadership Challenges, 251.

Australian College of Nursing(2015). Nurse Leadership A White Paper by CAN 2015 URL: https://www.acn.edu.au/wp-content/uploads/2017/10/acn_nurse_leadership_white_paper_reprint_2017_web.pdf

Boamah, S. (2018). Linking nurses’ clinical leadership to patient care quality: The role of transformational leadership and workplace empowerment. Canadian Journal of Nursing Research50(1), 9-19.

Daly, J., Jackson, D., Mannix, J., Davidson, P. M., & Hutchinson, M. (2014). The importance of clinical leadership in the hospital setting. Journal of Healthcare Leadership, 75-83.

de Vries, J. M., & Curtis, E. A. (2019). Nursing leadership in Ireland: experiences and obstacles. Leadership in Health Services.

Maxwell, E. (2017). Good leadership in nursing:: what is the most effective approach?. Nursing Times113(8), 18-21.

Roussel, L., Thomas, P. L., & Ratcliffe, C. (2016). Leadership theory and application for nurse leaders. Management and leadership for nurse administrators, 25-47.

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Scully, N. J. (2015). Leadership in nursing: The importance of recognising inherent values and attributes to secure a positive future for the profession. Collegian22(4), 439-444.

Sfantou, D. F., Laliotis, A., Patelarou, A. E., Sifaki-Pistolla, D., Matalliotakis, M., & Patelarou, E. (2017, December). Importance of leadership style towards quality of care measures in healthcare settings: a systematic review. In Healthcare (Vol. 5, No. 4, p. 73). Multidisciplinary Digital Publishing Institute.

Stanley, D. (2014). Clinical leadership characteristics confirmed. Journal of Research in Nursing19(2), 118-128.

Van Dam, P. J., & Ford, K. M. (2019). Nursing leadership learning in practice: A four stage learning process. International Archives of Nursing and Health Care5(3), 1-8.

Ward, K. (2017). Guest editorial: Nursing leadership and Australian College of Nursing’s (ACN) work in capacity building for the Journal of Nursing Management. Journal of Nursing Management25(8), 585-586.

Willcox, A., Sutherland Boal, A., de Padua, A., Balaski, B., Ens, B., Toye, C. R., … & MacPhee, M. (2018). Leadership and Influencing Change in Nursing. University of Regina Press.

Wong, C. A. (2015). Connecting nursing leadership and patient outcomes: state of the science. Journal of nursing management23(3), 275-278.

Xing, L. Y., Song, J. H., & Yan, F. (2020). How can leadership influence the quality of care in a healthcare organisation?. Frontiers of Nursing7(1), 19-22.

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Nurse Leader Interview
Nurse Leader Interview

Part 2: Nursing leadership

Topic: Nurse Leader Interview 

Designated specialty role: Nursing Professor

Interview (in person, face to face) a leader relevant to the designated specialty role of choice that would hire a Master of Science prepared nurse (Advanced Practice Nurse) in your specialty. The nurse leader interview will be developed into an APA formatted pap3r.

1. Brief introduction of the leader being interviewed, including (One paragraph):

a. Brief biography of the interviewee

b. Organization represented (University in Miami). 

c. Explain why this individual was chosen for the interview in light of your selected nursing specialty role.

2. In a Learning Conversation, state each question you posed along with the interviewee’s responses (Nine paragraphs. One paragraph per each question: Total of nine paragraphs)

a. Determine from the interviewee what the organization’s mission/vision/ goals are.

b. Describe the interviewee’s expectations of an advanced practice nurse- a leader within his, or her specialty.

c. Discuss what the interviewee believes it takes for the Bachelor of Science prepared nurse to academically excel at the advanced practice nursing level 

d. Discuss what the interviewee believes it takes to transition to a nurse leader in this organization.

d. Discuss what the interviewee believes about what is be a leader

e. Discuss what the interviewee believes it takes to transition from a professor to a leader nurse professor

f. Discuss what the interviewee beliefs about the two differences to transition into new specialty nursing between a health organization and universities

g. Discuss what the interviewee believes about the advantages of transition into a new university organization like Florida National University

h. Discuss what the interviewee believes about the opportunities that offer the universities for transition into new specialty nursing for the nurses

3. Reflection and Follow-Up (One paragraph).

a. Make a critical analysis and evaluation of the interview process, including 

b. What would you do differently?

c. Please include resultant plans (post-interview) for professional development and pursuit of future nurse leader opportunities.

4. Summary (One paragraph)

a. Summarize the key points of the conversation as each relates to the interviewee’s chosen nursing leadership-specialty role 

b. How a prospective nurse leader could successfully transition to such a role within the selected nurse leader’s organization.

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