My healthcare organization has been able to build on its current sense of power by seeking to create advanced levels of opportunities for the staff, which serves as one of the critical factors build on their motivation. Zerwekh & Garneau (2017) take note of the fact that health care organizations often find themselves in a position where they are expected to ensure that the opportunities that they accord their staff match their skills and abilities. In my organization, this is one of the key areas that the management has sought to consider as one of the critical factors that define its power base. The expected outcome is that this would advances general expectations towards creating an avenue through which to ensure that the staff members actually work towards advancing their organizational outcomes.
My organization remains committed towards delivery of the best possible services matching set out patient demands. The sense of power created has been motivated by the need for having to create a patient-centered approach to service delivery. One of the key issues of consideration is that this would work as a standard through which to define how the organization would personalize the quality of services offered to individual patients. The expectation is that each of the services offered within the organization has a direct link towards patient needs and demands. That is by taking into account the fact that most of the patients often find themselves having a vast variety of demands that go beyond what is expected in terms of the critical elements of defining structured positions.
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Creating a critical base for the organization to accord individual employees the opportunities that they would want has been of great value towards increasing the organization’s power base. That means that the organization finds itself in a rather effective position of creating new standards of performance based on its capacity to provide the best possible quality of services. Additionally, this can also be seen from the fact that the organization find itself at an advantage in trying to create an environment within which each of the staff members understands his or her role in terms of service delivery. The motivation of having to create this as a power base is driven by the need for having to ensure that the organization actually improves on the quality of services offered. In other words, the patients, within the organization, serve as key determinants of the current sense of power that the organization has been able to create while taking into account its power base.
Enhancing Power as a Nurse Leader
Enhancing power as a nurse leader involves the idea of having to ensure that each of the other nurses flows with the quality of leadership that is projected (Bastable, 2017). In most cases, nurse leaders find themselves in situations where the leadership qualities that they project do not conform to the expectations among other nurses. The outcome of this is that it creates an avenue where the other nurses are much more likely to go against what is expected of them within their respective positions. Consequently, this means that for a nurse leader to be in any position that enhances his or her power, he or she must ensure conformity between the leadership qualities and expectations to help create motivation to perform.
It is equally important to take note of several key strategies that would have the greatest impacts towards enhancing the power that a nurse leader may hold within a given health care organization. The first strategic approach would involve mobilization of the power of nursing for social change. Promoting social change would mean that a nurse leader is well positioned towards creating an environment where he or she does not only consider the set goals but also considers the welfare of the nurses (Hart, 2015). By mobilizing power towards promoting social change, it becomes much easier for a nurse leader to mobilize some of the other nurses towards improving their performance standards. The ultimate outcome is that this would serve as one of the ways through which to not only create or define change in the nursing environment but would also serve towards building on the capacity to advance social expectations brought out among individual nurses.
The second key strategy would involve having to create an approach through which to empower other nurses towards taking up leadership positions. Nurses often experience a wide array of challenges that hamper or hinder their abilities to move into leadership positions while considering that they lack the empowerment. Consequently, this serves as one of the key factors that determines what is expected of nurse leaders, who must always be willing to come up with a structured approach that allows for overall empowerment. Lastly, nurse leaders ought to build a personal power base, which would mean that they ought to engage with the nurses on a rather personal basis. Engaging on a personal basis will allow the nurse leaders to have a clear understanding of the challenges that they encounter while undertaking some of the notable roles and responsibilities.
References
Bastable, S. B. (2017). Nurse as educator: Principles of teaching and learning for nursing practice . Jones & Bartlett Learning.
Hart, C. (2015). The elephant in the room: Nursing and nursing power on an interprofessional team. The Journal of Continuing Education in Nursing , 46 (8), 349-355.
Zerwekh, J., & Garneau, A. Z. (2017). Nursing Today-E-Book: Transition and Trends . Elsevier Health Sciences.
