The nurse leaders and managers are the ones who are responsible for creating safe and healthy environments, which supports the work of the health care team as it leads to effective patient engagement. Their role, therefore, becomes influential as they create a professional environment that fosters the culture in which the interdisciplinary team members become able to help in the contribution of optimal patient outcome.
According to Mitchell et al. (2016), record management for the effectiveness of this they are required to possess strong leadership and communication skills. For the nurse leaders and managers to trigger change they require skills that are beyond their clinical care. This is simply because the job requires critical management skills in business acumen and budgeting and also in leadership qualities. The following are how nurse leaders and managers greatly influence the reengineering of healthcare.
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Advocacy, here nurse managers and leaders come out to advocate for a safe and reasonable practice environment. They also go ahead to advocate for patient safety as well as getting access to quality health care. The other is also their participation; here it suggests that since there are many administrative demands it is the concern of the nurse to ensure that there is a balance between business and patient care. They also employ their superior clinical skills for ensuring the well-being and the safety of patients’ thus reengineering healthcare.
Mentoring is the duty of the nurse managers and leaders, which greatly influence the reengineering of health care. As this, they do not micromanage the staff they are responsible for. They empower, find strengths, and encourage as they boost the mindfulness and creativity. They also employ the highest level of maturity, which ignites the change. This is that they do not immediately take the side squabbles or administer judgment before they know the main fact. They avoid simmering emotions to take control over them unlike they meet the conflict as they work through it (Lauren Brackett and Hughes, 2019).
Finally is that they strictly follow their moral compass. This is for the effort to ensure every aspect of professionalism is met with integrity and honesty. As they address others with respect instead of bullying them. They are also supportive in that bars are not unreasonably set expectations. Unlike they employ supportive encouragement, which challenges employees for better success.
References
Lauren Brackett, B. S., & Hughes, R. V. (2019). Air Force Executive Nurse Leaders: Expanding Nursing Leadership During 1995-1999. Online Journal of Issues in Nursing , 24 (3), 1-10.
Mitchell, S. E., Martin, J., Holmes, S., van Deusen Lukas, C., Cancino, R., Paasche-Orlow, M., ... & Jack, B. (2016). How hospitals reengineer their discharge processes to reduce readmissions. Journal for healthcare quality: official publication of the National Association for Healthcare Quality , 38 (2), 116.
