Describe how your nurse leader/preceptor uses quality improvement indicators in their leadership role. How does this impact patient outcomes? What impact does this have on the organization?

Describe how your nurse leader/preceptor uses quality improvement indicators in their leadership role. How does this impact patient outcomes? What impact does this have on the organization?

Describe how your nurse leader/preceptor uses quality improvement indicators in their leadership role. How does this impact patient outcomes? What impact does this have on the organization?

Application of Leadership

My preceptor is the vice president and chief nursing officer (CNO) of Nursing at Bethesda West Hospital. The preceptor uses a number of quality improvement (QI) indicators to ensure continuous improvement of the quality of care provided to patients and assesses their impact on enhancing patient outcomes. In the CNO role, she uses QI indicators, including Prevention Quality Indicators (PQI), Inpatient Quality Indicators (IQI), and Patient Safety Indicators (PSI). The preceptor uses PQIs to identify issues that hinder access to outpatient care, including proper follow-up care after discharge. In light of this, the preceptor uses patients’ discharge data to identify readmissions that could have been avoided by providing high-quality outpatient care. Besides, the preceptor uses the PQIs to identify potential health care quality problem areas in the hospital that need to be mitigated before becoming a major issue.

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The preceptor uses IQIs to get more insight into the quality of care provided to patients in the hospitals. The IQIs provide information on inpatient mortality rates caused by medical and surgical conditions and the utilization of procedures in the inpatient setting (Komatsu, 2019). IQIs have significantly impacted the hospital since they help the CNO assess patient care quality and identify areas that need QI interventions. Furthermore, the preceptor uses PSIs since they give more information on potentially avoidable safety events in the hospital that are opportunities for improvement in the delivery of patient care (Komatsu, 2019). The PSIs focus on potential inpatient complications and adverse events from surgeries, medical procedures, and delivery. Similar to IQIs, PSIs have impacted the organization by helping the CNO evaluate the incidence of adverse events and in-hospital complications in the hospital and identify issues requiring to be addressed through evidence-based QI initiatives. Overall, the QI indicators have helped the organization assess and track clinical performance and outcomes and thus identify areas requiring QI initiatives to improve the quality of patient care.

Practicum Project Preparation

The practicum project seeks to provide a 10 hours/4 days a week working schedule for hospital managers to enable them to create a work-life balance. The idea behind a 10 hours/4 days work schedule is to attain the same output in fewer hours so that the managers can have more time to pursue other life interests, spend time with their families, and manage their lives (Feeney & Stritch, 2019). The proposed work schedule is expected to increase the managers’ productivity since the extra day off each week will give them more time to rest and recharge. Besides, it is anticipated to lead to happier and less stressed managers. An extra day off each week will alleviate the managers’ stress and boost their mood and overall well-being, positively impacting the organization’s culture and morale (Feeney & Stritch, 2019). Furthermore, the compressed schedule reduces employee burnout, improves staff retention, and lowers the organization’s operating costs.

Nevertheless, the project implementation may face potential barriers due to the cons associated with the compressed work schedule. Firstly, the proposed work schedule may face resistance from managers at the practicum site since no one-size-fits-all. While some managers may be excited about having an extra day off, some may oppose it due to the long working hours, which can create fatigue (Feeney & Stritch, 2019). Besides, some managers enjoy the social aspects of their jobs or find their job so engaging that they do not wish to do less. Some managers may resist the proposal due to inconveniences such as lack of daycare services for their children since most have a 9-to-5 schedule for child care.

Staffing challenges are another potential challenge. It might be challenging to have different work schedules for the managers, and in most cases, there will have to be a manager overseeing the employees daily (Hyatt & Coslor, 2018). In addition, it may be impossible to increase the managers’ productivity enough to attain the same results in fewer hours since there is a physical limit to the amount of work they can handle. Various studies have found employees to be less productive as their working hours increase (Hyatt & Coslor, 2018). The challenges will be addressed by educating the managers on the benefits of the 10/4 working schedule and how it will improve productivity. Besides, the managers will be guided in developing working schedules to prevent staffing challenges.

Leadership Video Reflection

The “Servant Leadership – Issue of Headship” video enlightened me that leadership is primarily about influence. I learned that good leadership is about how a person influences another person or people to do something good or healthy. On the other hand, bad leadership is how one person influences others to do something bad or evil. In addition, DelHousaye explains that headship in leadership is reflected through humility among leaders, but it can be riddled with puzzles of pride and arrogance. I learned that headship is often misinterpreted as abuse of authority, mainly when a leader employs strong emotions to threaten followers to carry out specific duties or face punitive consequences. From this video, I have learned that leaders should provide an environment that generates a view of protection and honor for the followers.

References

Feeney, M. K., & Stritch, J. M. (2019). Family-friendly policies, gender, and work-life balance in the public sector. Review of Public Personnel Administration, 39(3), 422-448. https://doi.org/10.1177/0734371X17733789

Hyatt, E., & Coslor, E. (2018). Compressed lives: how “flexible” are employer-imposed compressed work schedules?. Personnel Review. https://doi.org/10.1108/PR-08-2016-0189

Komatsu, Y. (2019). Quality Improvement Based on Quality Indicators Editorial on the Article “Development and Pilot-testing of Quality Indicators for Primary Care in Japan .”JMA Journal, 2(2), 202–203. https://doi.org/10.31662/jmaj.2019-0018

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Application of Leadership: Describe how your nurse leader/preceptor uses quality improvement indicators in their leadership role. How does this impact patient outcomes? What impact does this have on the organization?
My preceptor is a VP of Nursing at Bethesda West Hospital

Practicum Project Preparation: Describe any potential and/or actual barriers you have encountered as you prepared for project implementation. If you have not encountered any, what could present a barrier in the future? How do you plan to approach and overcome or handle these barriers?
My project is providing a 10 hours/4 days a week schedule for the managers for work work life balance

Leadership Video Reflection: Reflect on at least two things you learned from the “Servant Leadership – Issue of Headship” video.