The work of a nurse manager requires multifaceted skills spanning from management, leadership, budgeting, and advocacy. Advocacy is the ability to take care of interests of other people. As an advocate, a nurse leader ensures that employees work in a reasonable and safe environment. In addition, nurse leaders solve conflicts, problems, and use their critical thinking and communication skills to foster teamwork and influence a collaborative work environment to ensure that nurses deliver quality care.
A nurse manager advocates for his/her employees through problem solving. In this case, he/she identifies a particular problem that affects them, analyzes the problem and develops goals and objectives to address it (Tomajan, 2012). Additionally, the nurse manager engages nurses in implementing strategies put in place to address the problem. He/she accomplishes this by employing effective communication to ensure that each of the affected stakeholders understand the problem, how it affects them, and why solutions are required. Further, the nurse manager serves a critical role in conflict resolution among employees. For example, in case of a quarrel or any form of disagreement, he/she intervenes to develop a solution to the problem and supports a peaceful and conducive environment that enhances quality care.
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Advocating for the nurses enables the nurse managers to improve the standards of patient care. Nurses will be motivated to deliver as they serve in a safe and conducive working environment. In addition, addressing issues that affect nurses, for example, solving conflicts, fosters collaboration among them, therefore jointly providing high quality care. In addition, advocacy is an instrument of long-term change within a healthcare facility, where the management seeks to address workplace concerns, promote nursing profession and foster positive work environments. This fosters the provision of high-quality care.
Reference
Tomajan, K. (2012). Advocating for nurses and nursing. OJIN: The Online Journal of Issues in Nursing , 17 (1), 4.
