Leadership and management that is benchmark-effective
This issue concerns nursing staffing. This issue can be approached by both nurses leaders and managers in different ways, depending on the skills and roles they have and their philosophies. To determine whether the department or hospital has sufficient staff, a nurse leader may examine current staffing levels. You might also be able to offer innovative ideas such as flexible scheduling that gives nurses greater control than the traditional 12-hour workday or giving nurses tasks specific for their skills, rather than one job. A nurse leader might also consider larger cultural issues, like making sure that all employees feel valued and included in the work place.
On the other hand, a nurse manager’s approach would focus more closely on organization-specific changes that need to be made in order to meet desired patient outcomes and ensure quality of care is maintained at all times. This could include looking at varying shift lengths/types for nurses; implementing cross-training programs between departments; ensuring compliance with standards related to open positions & training necessary for new hires hire ; setting expectations clear protocols monitoring progress achieved accordingly Additionally resource allocation needed provide adequate levels supplies reduce workload pressure understaffed units ultimately improving overall satisfaction.
Personal leadership styles align with my belief in collaborative decision making when it comes time to address complex healthcare issues, such as staffing ratios. My philosophy is to create an environment in which all stakeholders, nurses, administrators and patients, are valued equally. It also allows for access to information that may not be readily accessible.