Introduce students to conceptual matters relating to Leadership and Service Improvement Assignment Sample

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Contemporary leadership theories and models relevant to nursing practice

Understanding different leadership theories and models is important in the application of managing the identified patient safety issue related to fall injury in the current nursing practice. Out of the leadership styles, the nurse in charge exercised authoritarian (autocratic) leadership when she immediately assumed charge, ensured adherence to the correct procedure, and gave direction to the team (Thusini and Mingay, 2019). The autocratic or commanding leadership style was required in this fall injury emergency because it provided structure, timely action, as well as unambiguous assigning of duties, and quick actions to prevent further deterioration of the patient’s condition (Sanford et al., 2024). Due to the seriousness of the risk factors that necessitated the intervention, it becomes only proper to adopt a directive approach to assist the patient and assess him/her for any adverse effects. This leadership style was helpful in that the nurse took charge following of the protocol as documented well in the NMC Code (2018) (The Nursing and Midwifery Council, no date).

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However, as much as autocratic leadership ensures that work moves forward swiftly, it may not be the best to adopt during non-emergency procedures. Had there been an adoption of a participative (democratic) style of leadership, the nurse could have involved the group in a critical evaluation of measures to avoid repeat mishaps. Democratic leadership provides authority for cooperation, decision-making involvement, and delegation of authority, which may have resulted in a detailed analysis of measures for preventing (Kim and Im, 2024). The staff members of the HCA and the nursing staff could have participated in coming up with a written agreement as to how they were going to address this issue and for instance coming up with more frequent patient risk assessment, improving on the staff training, or even coming up with more effective methods of communication on the issue of patient mobility support. If the leadership had employed laissez-faire leadership in which the nurse simply assigned the team and left them to manage it on their own, the response may have been slowed down or even erroneous. It may have led to higher risks to the patient, poor reporting, and potential loss of future improvement chances (Orukwowu, 2022). The appraisal of transformational leadership theory suggests that motivation, change, and shared vision – key factors for long-term positive change – are important for safety enhancement. Such leadership may be challenged by factors such as hierarchical dynamics or lack of appreciation of change in high-risk situations. The former can be countered by the nurse in charge by providing an open forum for discussing the incident with workers after the given occurrence, training and acquainting new workers with situation, and educating the workers on the importance of reflection. With integration of both some transformational leadership components with features of democracy after the emergency situation, the nurse will always help in encouraging sustainable safety culture, as the leadership is always effective to nurse during emergencies while in other contexts empowers others (Putri and Ridlo, 2024). Thus, after the incident, it would be feasible to continually apply democratic approaches to embed a culture of learning, togetherness, and ongoing enhancement of service delivery in nursing practice (Putri and Ridlo, 2024).

Introduce students to conceptual matters relating to Leadership and Service Improvement Assignment Sample

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The role of the nurse in delivering patient focused outcomes

Culture according to Schein (2010) is comprised of three types ly cultural artifacts, cultural values and purchased cultural cubes. Lastly, this theory assists in evaluating the plausible nursing and organisational culture to understand how Registered Nurse, John’s fall, impacted patients’ safety and improvement outcomes. (Hickey & Giardino, 2019).

Under John’s care, value creation allowed the nurse to use the MFS or STRATIFY scale to assess risks associated with mobility, medications, and cognitive state in order to offer predictive preventative measures (Kim et al., 2021). Additionally, the learning organisation culture that favour incident reportage and clinical audits was fundamental; reporting the fall of John made the authors identify other system factors like staff or environment, which called for improved safety (Oldland et al., 2019).

Based on the analysis of the case, the nurse exercised leadership in making a prompt risk assessment using the STRATIFY scale and reporting the fall in line with the NMC Code (2018). These behaviors are under espoused nursing culture, ly, safety, accountability, and evidence-based practice. However, organizational cultural norms in standard checklists and fall management plans only work if accompanied by underlying assumptions towards such things as communication and willingness not to blame in case something goes wrong. Schein’s theory is a good tool for establishing a contrast of the kind of subculture that may be perceived in a nursing profession where subordinates can be made to feel strong and be receptive to their seniors while the overall organizational culture may either support or condemn the same. This results in the fact that if the attitude among the staff is to ‘keep on with it’ or ‘not make a fuss,’ near misses might not be reported, which can affect the future quality of care and learning about safety. In this case, the nurse refuted these assumptions as he engaged the team in debriefing and promoting learning. (Flaubert et al., 2021). In such a cultural prism, nurses can promote and enforce safety devices like the bed alarms or more frequent rounding.

Another factor was multiculturalism. Some of the factors, such as conflict of communication or generational gap, may affect the way HCAs per their interactions with the nurses or in illustrating incidences. Thus, adopting culturally sensitive attitude, the nurse was able to actively involve all stakeholders in the aftermath of the incidence and minimize future complications for the healthcare team. (Glarcher and Vaismoradi, 2024). Finally, Schein’s model gives account of what can be seen on the surface of how safety is supported by the underlying culture. Grabbing accountability, supporting learners and changing practices as the registered nurse also impacts culture change and drives decision making in acquiring safe, high quality, efficient care strategies.

Impact of culture impacts on the role of the registered nurse

In John’s fall, the nurse assumes the leadership, role model, change agent, and safe, quality service provider in facilitating patient safety and coordinating the healthcare team in developing service improvement initiatives. The nurse as a leader immediately addressed the situation of triggering the emergency alarm, assisting the patient safely, and carrying out an assessment. Importantly, the nurse kept to the NMC Code (2018) standards as she came up with detailed reports and reporting-and-escalation protocols (Ho et al., 2023). This showed accountability, decision-making, and professional responsibilities which are some of the qualities of the nursing leadership (Kohnen et al., 2024).

In this case, the nurse demonstrated professionalism and efficient clinical skills that should be followed by the Healthcare Assistant (HCA) and other personnel. These preserve the qualities of maintaining professionalism, following proper policies and procedures, and responding appropriately while handling patients or clients (Zlatar et al., 2019). Also, after the incident, the nurse conducted a debriefing with the team to make recommendations on what should be done to ensure that such a situation does not occur in the future. The qualified nurse trained subordinate staff on the significance of the risk assessment and patient care (Horning and Taylor‐Pearson, 2024).

In the capacity of the change agent, the nurse could implement the best practices for the reduction of fall incidents in health facilities (Schmoyer and Carlisle, 2023). After the event, the nurse could call for improved patient safety measures which may include frequent come and assisting the high-risk patients to the toilet, conducting orientation for the staff on common causes of falls and how they can be prevented, or the use of alarms on the bed among others (Sabei et al., 2024). In addition to that, the nurse could also engage with senior management in investigating fall occurrences and updating policies, to check for recurrent elements (World Health Organization, 2017).

The leadership of the nurse impacted several stakeholder groups including HCAs, fellow nurses, and the management by emphasizing the need to enhance safety measures. In supporting John and his family, the nurse also made sure that the concept of patient-centeredness prevailed so that John would feel comfortable and would be observed for any potential late effects (ANA, 2024).

The importance of team working

Regarding John’s fall, the role of teamwork is crucial in the identification of the incident and intervention assistance for John without undue delay. HCA, the nurse, or any other care professionals working on the care of the patient exerted a strong coordination to guarantee that any harm arising from the situation was prevented. It is the collaboration of two or more professionals from a different healthcare discipline to provide appropriate patient care.

The Timely intervention plan demonstrated by the HCA/ONA is based on properly identifying the patient’s ill health and communicating the matter immediately to the emergency alarm system (Markle-Reid et al., 2017). This action shows that they were quite alert and on par with some safety measures that need to be taken during an emergency. Nurse leadership, delegation, and coordination made it possible to assess, assist, and monitor John after the fall as required. The roles which were delegated included, one team member being asked to make the observations while another one documented them (Mouazzen, Blomberg and Jaensson, 2023). This means that there was less confusion experienced during care and that immense care had been provided by following a structured approach (Campbell et al., 2020).

Similarly, leadership and monitoring were instrumental in ensuring that the junior staff followed the right course in handling the fire incident. The nurse's duty assumed full responsibility for making sure that the laid down procedures were properly conducted, and observed to ensure that every condition was met while the documentation and reporting procedures were done and taken to a higher level as per the NMC Code (2018) (Sangaleti et al., 2017). Furthermore, the approach of the nurse to encourage the HCA and other members of the staff to do more research and learn than the required measures boosted the morale of the members of the team (Mertens et al., 2019).

It was crucial for John to undergo interdisciplinary collaboration in the acute setting, following the fall. The specific roles of the key members were to evaluate the extent of John’s injuries and his potential for mobility: nurses, HCAs, physiotherapists, and perhaps the occupational therapist. Both their jobs corresponded with each other and therefore they were able to truly work as a team across professional boundaries.(Zajac et al., 2021). In this way, the primary care teams made sure that the preventive measures they implemented included mobility devices, fall precautions and measures, and increased patient alertness for mechanically ventilated patients (Xu et al., 2021).

This acute response cannot be considered as part of primary care and it must be located within acute hospital setting response. Furthermore, the effectiveness of the leader was to hold accountability by providing the clinical focus and organizing the work, assigning tasks, and coordinating the documentation as to the NMC Code (2018). To learn from such incidences, the future responses could be improved by making structured team debriefings and reflecting practices upon incidence (Folkman, Tveit and Sverdrup, 2019).

Further, it is possible to embed with continuous practical professional development of fall-prevention to make certain that knowledge on the issue is up to date. Altogether, a more stringent and identifiable assessment reflects the successes and potential of the acute care teamwork on the patient safety incidents. (Hassan et al., 2024).

References

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