NURS 6053 Discussion: NURS 6053 Leadership Theories in Practice

NURS 6053 Discussion: NURS 6053 Leadership Theories in Practice

Learning Resources

Required Readings

Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.

Struggling to meet your deadline ?

Get assistance on

NURS 6053 Discussion: NURS 6053 Leadership Theories in Practice

done on time by medical experts. Don’t wait – ORDER NOW!

Meet My Deadline

Chapter 1, Frameworks for Becoming a Transformational Leader (pp. 2–19 ONLY)
Chapter 6, Shaping Your Own Leadership Journey (pp. 182-211)
Duggan, K., Aisaka, K., Tabak, R. G., Smith, C., Erwin, P., & Brownson, R. C. (2015). Implementing administrative evidence-based practices: Lessons from the field in six local health departments across the United States. BMC Health Services Research, 15(1). doi:10.1186/s12913-015-0891-3. Retrieved from https://bmchealthservres.biomedcentral.com/articles/10.1186/s12913-015-0891-3

ORDER A CUSTOMIZED, PLAGIARISM-FREE NURS 6053 Discussion: NURS 6053 Leadership Theories in Practice HERE

Resources for the StrengthsFinder Assessment Tool
Rath, T. (2007). Strengths Finder 2.0 – with Access Code.

Purchase the access code from the Walden bookstore. Then follow the instructions in the document \”How to Access the Strengths Finder 2.0.

Document: How to Access Strengths Finder 2.0 (PDF)

Discussion 1: Leadership Theories in Practice

A walk through the Business section of any bookstore or a quick Internet search on the topic will reveal a seemingly endless supply of writings on leadership. Formal research literature is also teeming with volumes on the subject.

However, your own observation and experiences may suggest these theories are not always so easily found in practice. Not that the potential isn’t there; current evidence suggests that leadership factors such as emotional intelligence and transformational leadership behaviors, for example, can be highly effective for leading nurses and organizations.

Yet, how well are these theories put to practice? In this Discussion, you will examine formal leadership theories. You will compare these theories to behaviors you have observed firsthand and discuss their effectiveness in impacting your organization.

To Prepare:

Review the Resources and examine the leadership theories and behaviors introduced.
Identify two to three scholarly resources, in addition to this Module’s readings, that evaluate the impact of leadership behaviors in creating healthy work environments.
Reflect on the leadership behaviors presented in the three resources that you selected for review.

Post two key insights you had from the scholarly resources you selected. Describe a leader whom you have seen use such behaviors and skills, or a situation where you have seen these behaviors and skills used in practice. Be specific and provide examples. Then, explain to what extent these skills were effective and how their practice impacted the workplace.

Required Media
Walden University, LLC. (Producer). (2014). Leadership [Video file]. Baltimore, MD: Author.

Accessible player
Moore Foundation. (n.d.). Nurses share lessons in leadership. Retrieved from https://www.youtube.com/playlist?list=PLopRJPO6GaifsYPGP_jcWXZzU10H3AaX7

Nursing Leadership and Practice Discussion Example Solution

Nursing leadership is critical in daily nursing practice, research, and the nursing workforce among other aspects of healthcare delivery. there are various theories of nursing leadership in nursing. These include but are not limited to relationship, management, big bang, trait, great man, situational, authentic, servant, participative, behavioral, and breakthrough theories. The leadership journey of an individual can be promoted by their lifetime habits (Broome & Marshall, 2021). Leadership has been the epitome of various systemic organizations and running of various public service sectors but has been a source of controversy and debate. In addition to this week’s reading resources, I have looked through other scholarly resources that evaluated the impact of leadership behavior on the workplace environment.

Key Points from the Resources

The resources reviewed were from journal articles of varying levels of research evidence. The first key insight derived from these resources is that nursing leadership styles derive their principles from specific nursing theories. The style of nursing leadership correlates with the nurse’s job satisfaction (Specchia et al., 2021). Job satisfaction is one of the recipes for good quality indicators of healthcare outcomes. The morale of the nurses as well as their satisfaction will improve their retention, lower turnover rates (Fennell, 2021), and reduce chances of medical errors. Therefore, the style of the leadership should strive to improve the quality of care.

Nursing leadership and allied behaviors are critical enablers in nursing research. the process of translation of research evidence into practice through evidence-based practice requires enabling nursing leadership (Gifford et al., 2018). Evidence-based practice is the epitome of current nursing practice. The health practice protocols and standards keep improving and the nursing needs to keep up to date with the latest practices that would benefit patient care outcomes. The relationships between a nurse leader and other nurses need to be stable and mutual to ensure the process of evidence-based practice.

Situations for Application of Leadership Behaviors

A new health facility has limited nursing staff and has been utilizing the services of agency nurses to manage the deficit. There has been a history of high nurse turnover in this facility since the start of its operation. The facility manager wanted to solve the issue thus the facility replaced the top nurse managers in the departments who would use various leadership styles of many types to retain the nursing workforces. The last half-year has seen the least number of hirings of agency nurses. The nurse turnover rates have also been reduced. The change in nursing leadership at the unit levels has changed the nursing leadership behavior hence nursing job satisfaction. The navigation through these social systems has been much more complex (Belrhiti et al., 2018) but the change in leadership  would be associated with the outcomes

Nursing leadership is not only confined to nurse managers and unit leaders. A new nurse had just joined the unit and requires to confirm a diagnosis make a necessary nursing plan for her patient. the nurse unit manager decided to take the new nurse through the process of data retrieval and application to practice. In the process, the nurse would later base her plans on the latest state and national guidelines. The other nurses were also able to follow the same procedure develop future care plans.

Conclusion

Nursing leadership determines the success of nursing interactions in health care and consequently the quality of nursing care and patient care outcomes. The given situations illustrated how the various nursing leadership styles impacted the quality of nursing in workforce retention and utilization of evidence-based practice. The choice of leadership style is reliant on various factors including the personality of the leader as well as the goal of the nursing practice in the unit.

References

Belrhiti, Z., Nebot Giralt, A., & Marchal, B. (2018). Complex leadership in healthcare: A scoping review. International Journal of Health Policy and Management, 7(12), 1073–1084. https://doi.org/10.15171/ijhpm.2018.75

Broome, M. E., & Marshall, E. S. (2020). Transformational leadership in nursing: From expert clinician to influential leader (M. E. Broome & E. S. Marshall, Eds.; 3rd ed.). Springer Publishing. https://doi.org/10.1891/9780826135056

Fennell, K. (2021). Conceptualizations of leadership and relevance to health and human service workforce development: A scoping review. Journal of Multidisciplinary Healthcare, 14, 3035–3051. https://doi.org/10.2147/JMDH.S329628

Gifford, W. A., Squires, J. E., Angus, D. E., Ashley, L. A., Brosseau, L., Craik, J. M., Domecq, M.-C., Egan, M., Holyoke, P., Juergensen, L., Wallin, L., Wazni, L., & Graham, I. D. (2018). Managerial leadership for research use in nursing and allied health care professions: a systematic review. Implementation Science: IS, 13(1), 127. https://doi.org/10.1186/s13012-018-0817-7

Specchia, M. L., Cozzolino, M. R., Carini, E., Di Pilla, A., Galletti, C., Ricciardi, W., & Damiani, G. (2021). Leadership styles and nurses’ job satisfaction. Results of a systematic review. International Journal of Environmental Research and Public Health, 18(4), 1552. https://doi.org/10.3390/ijerph18041552

NURS 6053 Module 1 Assignment – ANALYSIS OF A PERTINENT HEALTHCARE ISSUE

The Quadruple Aim provides broad categories of goals to pursue to maintain and improve healthcare. Within each goal are many issues that, if addressed successfully, may have a positive impact on outcomes. For example, healthcare leaders are being tasked to shift from an emphasis on disease management often provided in an acute care setting to health promotion and disease prevention delivered in primary care settings. Efforts in this area can have significant positive impacts by reducing the need for primary healthcare and by reducing the stress on the healthcare system.

Changes in the industry only serve to stress what has always been true; namely, that the healthcare field has always faced significant challenges, and that goals to improve healthcare will always involve multiple stakeholders. This should not seem surprising given the circumstances. Indeed, when a growing population needs care, there are factors involved such as the demands of providing that care and the rising costs associated with healthcare. Generally, it is not surprising that the field of healthcare is an industry facing multifaceted issues that evolve over time.

In this module’s Discussion, you reviewed some healthcare issues/stressors and selected one for further review. For this Assignment, you will consider in more detail the healthcare issue/stressor you selected. You will also review research that addresses the issue/stressor and write a white paper to your organization’s leadership that addresses the issue/stressor you selected.

RESOURCES

Be sure to review the Learning Resources before completing this activity.
Click the weekly resources link to access the resources.

Required Readings

  • Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.
    • Chapter 2, “Transformational Leadership: Complexity, Change, and Strategic Planning” (pp. 34–62)
    • Chapter 3, “Current Challenges in Complex Health Care Organizations and the Quadruple Aim” (pp. 66–97)

Read any TWO of the following (plus TWO additional readings on your selected issue):

https://human-resources-health.biomedcentral.com/track/pdf/10.1186/s12960-016-0154-3

Required Media

  • Walden University, LLC. (Producer). (2015). Leading in Healthcare Organizations of the Future [Video file]. Baltimore, MD: Author.

Transcript Below:

DR. BRENDA FRESHMAN: The issues,

the challenges in health care are only going to

get more extreme. So we’re going to

need to be informed as to what’s going

on in the industry as well as what’s going

on in our organization. NARRATOR: What can individuals

working in health care do to prepare themselves

for the future? Dr. Louis Rubino, Dr. Cecelia

Wooden, Dr. Brenda Freshman, and Kevin Smith

share their views on how individuals can further

their professional development and maintain their energy

and enthusiasm for this work. DR. LOUIS RUBINO: In

order to make sure that somebody’s successful on

our health care industry today and to be able to adapt to the

changes that are occurring, I think the number one

step is to be aware. It’s so important

to keep apprised as to what’s happening in

regards to the politics in health care

reform, the industry trends, the successes

outside of our industry, and how they’re making

those successes. We can all learn

from each other. Finding meaningfulness is so

important for people today. We’re not in the stages of the

early 20th century where people went to work and just were

there to produce an income and to do what they

were told to do and then to go home and

come back the next day. The ways that organizations

are truly successful and are superior

are organizations that have employees

that are committed, committed to the mission and to

the values of the organization. And in order to do that,

we need to, as leaders, serve the needs of our people in

a better way than ever before. The other thing is

just the networking that is needed to be

done by these people in order to find out who are the

significant players out there, who are the stakeholders that

are going to make a difference and not stay within

your own particular area of your discipline

or your influence. DR. BRENDA FRESHMAN: I think

the most important thing that individuals

and leaders can do to address the

challenges of the future is develop cultural

competency, develop the ability to take multiple

perspectives, develop greater understanding

of the whole system of the organization. And even though I focus

on emotional intelligence and organizational behavior and

what’s called the softer side, it’s very important

to understand the economics and the accounting

and the financial and survival side of the organization. I think there will be

advances in theory– organizational theory–

and practice, organization development, based on the

increasing complexities. We talk about now this

concentric circle design of organizational

design that we had not talked about previously. I’m hoping that as we

move into the future, we’ll get more creative in

an adaptive, functional way to think of things that we

had never thought of before. Technology has a role in this. Probably, even

within my lifetime, there will be

advances in technology that will help people

collaborate better, and I’m hoping be more

compassionate and also more aware of the system

that they’re working in. The issues, the

challenges in health care, are only going to

get more extreme, so we’re going to need to be

informed as to what’s going on in the industry

as well as what’s going on in our organization. So seek opportunities to

learn and educate yourself along the lines of

what motivates you. This is where the skill of self

awareness and self motivation come in. DR. CECELIA WOODEN: An

important fundamental belief is that you are in

control of your career. Nobody’s going to be in

control of your career like you’re going to be

in control of your career, or should be. Like riding a bicycle. You can put all kinds of

energy into the pedals, but it’s those handlebars

that are going to get you where you want to go. So at any level in

a career, you want to ask yourself two questions. Right now, where

I am in my career, how much technical

knowledge should I have, and how much of this

leadership management stuff should I be learning. And I always call this

leadership mathematics, and what the usual rule of thumb

is, early on in your career as an early careerist, 80%

of your skills and your skill building ought to be

in a technical field. But don’t let that

20% go by the wayside. Start to think about leadership,

start to read about leadership, start to watch leaders in your

organization that you admire. How do they make decisions? What’s the behavior that makes

me drawn to them as a leader? So start your

leadership tool kit by sharpening up your

powers of observation. Read to engage you in the

thinking about leadership and the models of leadership

that are available. What’s your theory

of leadership? How are you going to

let that evolve over the course of your career? As you progress through your

career to perhaps mid-level, those percentages will change. By mid-level you normally will

see about 50% of your skills in the technical area

and the other 50% in the leadership

and management area. By the time you get to

be senior executive, the numbers have

dramatically shifted. Most executives will

freely admit that only 10% of their skill is in

the technical area and 90% of their skill is in the

leadership and people business. The understanding of motivation

and inspiration, and that’s at the leadership levels. All right, so I’m

a leader wanna be, and I’ve done all

the things right, I’ve collected data on

myself, I’ve sought feedback, I participated in a 360-degree

evaluation for my development. I’ve got all this

stuff in my toolkit, and now I’ve got

to build a house. What order do I use this stuff? How do I integrate

everything I’ve learned and everything that I

will continue to learn in a meaningful way for me? What kind of risk taker am I? Am I willing to seek

help when necessary? Am I willing to find a

mentor with whom I can learn where the land mines are? Am I willing to extend

myself and put myself in the place of most opportunity

even though I may not know what the outcome’s going to be? But it will give me a chance

to deploy and practice some of those leadership skills. Don’t try to deploy

them all at once. Work on one at a time. Right now, in your

life, in your position, what would be the one leadership

skill that you want to work on? Don’t try to do more

than that right now until you get that one down pat. Decide if it’s listening, decide

if it’s been a good questioner, decide if it’s being

a good diagnostician and figuring out what

leadership style would be appropriate for this situation. So start with baby steps. Pick one leadership skill

that you want to work on and then put yourself in the

place of most opportunity. DR. LOUIS RUBINO: You need to

really reach out– all students and early careerists– to the

industry leaders of today. We’re so afraid sometimes

to approach people, and people that are at the

end stages of their career that have accomplished

a lot recognize that they have a lot to give

and would like to do it, but sometimes are hesitant to

do it, because they’re not asked or because they feel it

might be pushing onto people certain aspects

that– it’s almost like an ego trip for them. And that’s not the case at all. DR. BRENDA FRESHMAN: I would

not be where I am today without the mentors in my life. So mentorship has

been a valuable part of my own professional

development. I think that individuals

should– no matter what level they are–

should look for people that they can learn

from and develop good relationships with. DR. CECELIA WOODEN: Oftentimes

when we think about leadership and people in leadership

roles, the question comes up, is there work-life balance? How do they deal

with the demands of work, the stress of

work, avoiding burnout in a complex environment

like health care? We used to use the

terms work-life balance, and now we’re using the

terms vitality and velocity. The velocity means, what’s

the pace of your work? Are you in your

everyday life avoiding burnout and managing stress

by actually scheduling time into your appointments,

into your day, that are just for you. Schedule it just like

a regular meeting. This is the hour that I

protect for myself, because I’m going to write my

journal, or I’m going to go for a walk

around the hospital campus, or I’m going to have a

conversation with my life partner. So in terms of

velocity, a good leader will take a measure

of themselves– what’s my capacity for stress–

and they’ll balance that out with vitality,

but when you think of the energy that is demanded

of a health care leader, there’s likely no

other profession that is 24/7 and dealing with

issues as life and death as health care is. So the stress that that

very profession causes must require somebody to

have exceptional vitality, and we’re finding more and

more that in health care organizations, at

hospitals, in clinics, that there are far more

employee wellness programs that are springing up. And so as a leader

and wanna be leader, I want you to think

about, what’s my velocity? How much am I working? How do I check my stress level? And then second of all,

on the vitality end, what is my organization

offering that I might be able to take advantage of? Am I eating healthy

in the cafeteria? Does the cafeteria have a

heart healthy selection? Am I doing that? Am I taking advantage of the

smoking cessation program that my organization

may be sponsoring? Do we have a center–

a gym, if you will, that has equipment that

I could work out in? KEVIN SMITH: The balance

is important in life that family, good physical and

emotional health is important, and you can’t get that by

pouring 100% of yourself into work, and I think that’s

especially important in health care, because of what

we ask, in particular, of direct caregivers. They’ve chosen a profession

in which they show up for work every day and

put incredible amounts of themselves, their

emotional goodwill, into people that in

many cases they’ve never laid eyes on before. I don’t believe you can

do that without having a source of replenishment

someplace else in your life. So we try to talk about

that in our organization, but I also think in

organizations people need to see that you act in a manner

that’s consistent with the way that you talk and

the words to speak. So I think what we try to do

is to behave that way, to role model it.

To Prepare:

  • Review the national healthcare issues/stressors presented in the Resources and reflect on the national healthcare issue/stressor you selected for study.
  • Reflect on the feedback you received from your colleagues on your Discussion post for the national healthcare issue/stressor you selected.
  • Identify and review two additional scholarly resources (not included in the Resources for this module) that focus on change strategies implemented by healthcare organizations to address your selected national healthcare issue/stressor.

The Assignment (2-3 Pages):

Analysis of a Pertinent Healthcare Issue

Develop a 2 to 3 page paper, written to your organization’s leadership team, addressing your selected national healthcare issue/stressor and how it is impacting your work setting. Be sure to address the following:

  • Describe the national healthcare issue/stressor you selected and its impact on your organization. Use organizational data to quantify the impact (if necessary, seek assistance from leadership or appropriate stakeholders in your organization).
  • Provide a brief summary of the two articles you reviewed from outside resources on the national healthcare issue/stressor. Explain how the healthcare issue/stressor is being addressed in other organizations.
  • Summarize the strategies used to address the organizational impact of national healthcare issues/stressors presented in the scholarly resources you selected. Explain how they may impact your organization both positively and negatively. Be specific and provide examples.

Looking Ahead

The paper you develop in Module 1 will be revisited and revised in Module 2. Review the Assignment instructions for Module 2 to prepare for your revised paper.

NURS_6053_Module01_Week02_Assignment_Rubric

NURS_6053_Module01_Week02_Assignment_Rubric
Criteria Ratings Pts
This criterion is linked to a Learning OutcomeDevelop a 2-3 page paper, written to your organization’s leadership team, addressing the selected national healthcare issue/stressor and how it is impacting your work setting. Be sure to address the following: · Describe the national healthcare issue/stressor you selected and its impact on your organization. · Use organizational data to quantify the impact (if necessary, seek assistance from leadership or appropriate stakeholders in your organization). 25 to >22.0 pts Excellent The response accurately and thoroughly describes the national healthcare issue/stressor selected and its impact on an organization. …The response includes accurate, clear, and detailed evidence/data to quantify the impact of the national healthcare issue/stressor selected. 22 to >19.0 pts Good The response describes the national healthcare issue/stressor selected and its impact on an organization. …The response includes accurate data to quantify the impact of the national healthcare issue/stressor selected. 19 to >17.0 pts Fair The response inaccurately or vaguely describes the national healthcare issue/stressor selected and its impact on an organization. …The response includes vague or inaccurate data to quantify the impact of the national healthcare issue/stressor selected. 17 to >0 pts Poor The response inaccurately and vaguely describes the national healthcare issue/stressor selected and its impact on an organization or is missing. …The response includes vague and inaccurate data to quantify the impact of the national healthcare issue/stressor selected or is missing. 25 pts
This criterion is linked to a Learning Outcome· Provide a summary of the two articles you reviewed from outside resources, on the national healthcare issue/stressor. · Explain how the healthcare issue/stressor is being addressed in other organizations. 30 to >26.0 pts Excellent Response includes a complete, detailed, and specific summary of two outside resources (articles) reviewed on the national healthcare issue/stressor selected. …The response accurately and thoroughly explains in detail how the healthcare issue/stressor is being addressed in other organizations. 26 to >23.0 pts Good Response includes an accurate summary of two outside resources (articles) reviewed on the national healthcare issue/stressor selected. …The response explains how the healthcare issue/stressor is being addressed in other organizations. 23 to >20.0 pts Fair Response includes a vague or inaccurate or incomplete summary of outside resources (articles) reviewed on the national healthcare issue/stressor selected. …The response vaguely or inaccurately explains how the healthcare issue/stressor is being addressed in other organizations. 20 to >0 pts Poor Response provides a vague and inaccurate summary of outside resources (articles) reviewed on the national healthcare issue/stressor selected or summary is missing. …The response vaguely and inaccurately explains how the healthcare issue/stressor is being addressed in other organizations or explanation is missing. 30 pts
This criterion is linked to a Learning Outcome· Summarize the strategies used to address the organizational impact of national healthcare issues/stressors presented in the scholarly resources you selected. · Explain how the strategies may impact your organization both positively and negatively. Be specific and provide examples. 25 to >22.0 pts Excellent Response includes a complete, detailed, and accurate summary of the strategies used to address the organizational impact of the national healthcare issue/stressor. …Response accurately and thoroughly explains how the strategies may impact an organization both positively and negatively, with specific and accurate examples for each. 22 to >19.0 pts Good Response includes an accurate summary of the strategies used to address the organizational impact of the national healthcare issue/stressor. …Response explains how the strategies may impact an organization both positively and negatively with at least one specific example for each. 19 to >17.0 pts Fair Response includes a vague or inaccurate summary of the strategies used to address the organizational impact of the national healthcare issue/stressor. …Response vaguely or inaccurately explains how the strategies may impact an organization both positively and negatively. …Response may include some vague or inaccurate examples. 17 to >0 pts Poor Response provides a vague and inaccurate summary of the strategies used to address the organizational impact of the national healthcare issue/stressor or summary is missing. …Response vaguely and inaccurately explains how the strategies may impact an organization both positively and negatively or explanation is missing. …Response does not include any examples. 25 pts
This criterion is linked to a Learning OutcomeResource Synthesis 5 to >4.0 pts Excellent Using proper in-text citations, the response fully integrates at least 2 outside resources and 2 or 3 course-specific resources. 4 to >3.0 pts Good Using proper in-text citations, the response fully integrates at least 2 outside resources and 1 course-specific resource. 3 to >2.0 pts Fair Using proper in-text citations, the response minimally integrates outside and course-specific resources. 2 to >0 pts Poor The response does not integrate outside and course-specific resources or no in-text citations are used. 5 pts
This criterion is linked to a Learning OutcomeWritten Expression and Formatting—Paragraph Development and Organization:Paragraphs make clear points that support well-developed ideas, flow logically, and demonstrate continuity of ideas. Sentences are carefully focused—neither long and rambling nor short and lacking substance. A clear and comprehensive purpose statement and introduction is provided, which delineates all required criteria. 5 to >4.0 pts Excellent Paragraphs and sentences follow writing standards for flow, continuity, and clarity. …A clear and comprehensive purpose statement, introduction, and conclusion are provided, which delineates all required criteria. 4 to >3.0 pts Good Paragraphs and sentences follow writing standards for flow, continuity, and clarity 80% of the time. …Purpose, introduction, and conclusion of the assignment are stated but are brief and not descriptive. 3 to >2.0 pts Fair Paragraphs and sentences follow writing standards for flow, continuity, and clarity 60–79% of the time. …Purpose, introduction, and conclusion of the assignment is vague or off topic. 2 to >0 pts Poor Paragraphs and sentences follow writing standards for flow, continuity, and clarity less than 60% of the time. …No purpose statement, introduction, or conclusion is provided. 5 pts
This criterion is linked to a Learning OutcomeWritten Expression and Formatting—English Writing Standards: Correct grammar, mechanics, and proper punctuation. 5 to >4.0 pts Excellent Uses correct grammar, spelling, and punctuation with no errors. 4 to >3.0 pts Good Contains a few (one or two) grammar, spelling, and punctuation errors. 3 to >2.0 pts Fair Contains several (three or four) grammar, spelling, and punctuation errors. 2 to >0 pts Poor Contains many (five or more) grammar, spelling, and punctuation errors that interfere with the reader’s understanding. 5 pts
This criterion is linked to a Learning OutcomeWritten Expression and Formatting: The paper follows correct APA format for title page, headings, font, spacing, margins, indentations, page numbers, running head, parenthetical/in-text citations, and reference list. 5 to >4.0 pts Excellent Uses correct APA format with no errors. 4 to >3.0 pts Good Contains a few (one or two) APA format errors. 3 to >2.0 pts Fair Contains several (three or four) APA format errors. 2 to >0 pts Poor Contains many (five or more) APA format errors. 5 pts
Total Points: 100

PreviousNext

ORDER A CUSTOMIZED, PLAGIARISM-FREE NURS 6053 Discussion: NURS 6053 Leadership Theories in Practice HERE

NURS 6053 Assignment: Personal Leadership Philosophies

Please be mindful of plagiarism and APA format, I have included the rubric as directed. Please use my course resources as one of my references as instructed. Please include Broome, M. & Marshall, E.S. in the references. Thank you.

Learning Resources

Required Readings

Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.

Chapter 1, Frameworks for Becoming a Transformational Leader (pp. 2–19 ONLY)
Chapter 6, Shaping Your Own Leadership Journey (pp. 182-211)
Duggan, K., Aisaka, K., Tabak, R. G., Smith, C., Erwin, P., & Brownson, R. C. (2015). Implementing administrative evidence-based practices: Lessons from the field in six local health departments across the United States. BMC Health Services Research, 15(1). doi:10.1186/s12913-015-0891-3. Retrieved from https://bmchealthservres.biomedcentral.com/articles/10.1186/s12913-015-0891-3

Resources for the StrengthsFinder Assessment Tool
Rath, T. (2007). Strengths Finder 2.0 – with Access Code.

Purchase the access code from the Walden bookstore. Then follow the instructions in the document \”How to Access the Strengths Finder 2.0.

Document: How to Access Strengths Finder 2.0 (PDF)

Required Media
Walden University, LLC. (Producer). (2014). Leadership [Video file]. Baltimore, MD: Author.

Accessible player
Moore Foundation. (n.d.). Nurses share lessons in leadership. Retrieved from https://www.youtube.com/playlist?list=PLopRJPO6GaifsYPGP_jcWXZzU10H3AaX7

Many of us can think of leaders we have come to admire, be they historical figures, pillars of the industry we work in, or leaders we know personally. The leadership of individuals such as Abraham Lincoln and Margaret Thatcher has been studied and discussed repeatedly. However, you may have interacted with leaders you feel demonstrated equally competent leadership without ever having a book written about their approaches.

What makes great leaders great? Every leader is different, of course, but one area of commonality is the leadership philosophy that great leaders develop and practice. A leadership philosophy is basically an attitude held by leaders that acts as a guiding principle for their behavior. While formal theories on leadership continue to evolve over time, great leaders seem to adhere to an overarching philosophy that steers their actions.

What is your leadership philosophy? In this Assignment, you will explore what guides your own leadership.

To Prepare:

Identify two to three scholarly resources, in addition to this Module’s readings, that evaluate the impact of leadership behaviors in creating healthy work environments.
Reflect on the leadership behaviors presented in the three resources that you selected for review.
Reflect on your results of the CliftonStrengths Assessment*, and consider how the results relate to your leadership traits.
*not required to submit CliftonStrengths Assessment

The Assignment (2-3 pages):

Personal Leadership Philosophies

Develop and submit a personal leadership philosophy that reflects what you think are characteristics of a good leader. Use the scholarly resources on leadership you selected to support your philosophy statement. Your personal leadership philosophy should include the following:

A description of your core values.
A personal mission and vision statement.
An analysis of your CliftonStrengths Assessment summarizing the results of your profile
A description of two key behaviors that you wish to strengthen.
A development plan that explains how you plan to improve upon the two key behaviors you selected and an explanation of how you plan to achieve your personal vision. Be specific and provide examples.
Be sure to incorporate your colleagues™ feedback on your Clifton Strengths Assessment from this Modules Discussion 2.
Please include an introduction and a summary.

I HAVE UPLOADED MY CLIFTONSTRENGTHS ASSESSMENT. PLEASE USE IT FOR THE ASSIGNMENT

Strengths Insight Guide

SURVEY COMPLETION DATE: 03-22-2022

Because many of your responses were in the Neutral category or unmarked, a note of caution is warranted: Some people are unable to choose one statement from a given pair because they feel either that both statements fit them well or that neither does. This is normal, but when it occurs very frequently, it does lead to less confidence in the accuracy of direction indicated by your report.

Depending on the order of your themes and how you responded to the assessment, some of your themes may share identical insight statements. If this occurs, the lower ranked theme will not display insight statements to avoid duplication on your report.

Your Top 5 Themes

  1. Positivity
  2. Includer
  3. Arranger
  4. Consistency
  5. Empathy

Positivity

SHARED THEME DESCRIPTION

People who are especially talented in the Positivity theme have an enthusiasm that is contagious. They are upbeat and can get others excited about what they are going to do.

YOUR PERSONALIZED STRENGTHS INSIGHTS

What makes you stand out?

Chances are good that you feel much more enthusiastic about your life when you can compare your results to those of others. You are highly motivated by the image of yourself standing in the victory circle and being hailed as the best. By nature, you feel upbeat and cheerful when you keep busy. Without question, you derive much satisfaction from producing tangible outcomes. Driven by your talents, you are viewed as a happy, lively, and animated person — but the fun ends abruptly when others expect you to begin casual conversations or initiate formal discussions. Usually you feel relieved the moment someone else volunteers to get everyone talking. It’s very likely that you value financial security, but you refuse to think about it as much as many people do. You measure the quality of your life in less tangible but more meaningful ways. You place a higher priority on spending time with family and friends than working overtime to make extra money. You prefer a simple, less costly vacation to an expensive trip. You treasure a gift someone made for you more than a costly present purchased at an upscale, trendy store. Because of your strengths, you feel much more optimistic about dealing with whatever life hands you when you can keep abreast of breaking news. Having limited access to broadcast media, newspapers, magazines, electronic mail, fax machines, mobile phones, or people in the know can create a lot of stress for you.

Questions

  1. As you read your personalized strengths insights, what words, phrases, or lines stand out to you?
  • Out of all the talents in this insight, what would you like for others to see most in you?

Includer

SHARED THEME DESCRIPTION

People who are especially talented in the Includer theme are accepting of others. They show awareness of those who feel left out, and make an effort to include them.

YOUR PERSONALIZED STRENGTHS INSIGHTS

What makes you stand out?

Because of your strengths, you spontaneously look for ways to involve everyone in group-related activities. You really sense what not belonging feels like to the person who is intentionally left out, overlooked, or ignored. By nature, you can help others easily fit into groups. You quickly establish good relationships with just about everyone you encounter. How? You spontaneously notice people’s good qualities. When others hear your favorable comments about an individual, they are much more likely to make the person feel welcome. Driven by your talents, you usually find a reason to befriend everyone. You welcome individuals into group discussions and activities. This can require the redistribution of resources or the revision of plans. You frequently figure out ways to accommodate those who want to participate. It’s very likely that you realize your friendly nature permits you to cooperatively live and work with many kinds of people. You are frequently the first to call attention to the goodness, talents, knowledge, or skills others possess. This makes individuals feel good. It also makes them feel they truly belong. Chances are good that you feel life is wonderful when you can forge bonds with many of the individuals you meet. You have a gift for befriending just about anyone. You immediately notice those whom others leave out of conversations, forget to involve in meetings, or fail to invite to social events.

Questions

  1. As you read your personalized strengths insights, what words, phrases, or lines stand out to you?
  • Out of all the talents in this insight, what would you like for others to see most in you?

Arranger

SHARED THEME DESCRIPTION

People who are especially talented in the Arranger theme can organize, but they also have a flexibility that complements this ability. They like to figure out how all of the pieces and resources can be arranged for maximum productivity.

YOUR PERSONALIZED STRENGTHS INSIGHTS

What makes you stand out?

Because of your strengths, you function very well as a member of a group or task force. Contributing your talents, skills, and knowledge to the team gives you great pleasure. You are less attracted to projects on which you are isolated from people and expected to work alone. Driven by your talents, you are frequently the team member who pays close attention to whatever people say. It’s very likely that you enjoy partnering with teammates to complete certain tasks or to reach particular goals. Chances are good that you usually choose to work with a group rather than by yourself. You probably are motivated to help your team be the best and win the top prize. Instinctively, you naturally choose to work in groups rather than do things by yourself. This preference for partnerships reflects your willingness to welcome into the team many different types of individuals.

Questions

  1. As you read your personalized strengths insights, what words, phrases, or lines stand out to you?
  • Out of all the talents in this insight, what would you like for others to see most in you?

Consistency

SHARED THEME DESCRIPTION

People who are especially talented in the Consistency theme are keenly aware of the need to treat people the same. They try to treat everyone in the world with consistency by setting up clear rules and adhering to them.

YOUR PERSONALIZED STRENGTHS INSIGHTS

What makes you stand out?

Chances are good that you may pay attention to due dates when you are planning certain types of projects. Perhaps your desire to finish on schedule motivates you to move methodically from one milestone to the next or from one point on the timeline to the next. You might want everyone involved in an endeavor to understand the plan and faithfully follow it. When players stick to the original schedule, sometimes the day a project ends is just an ordinary day. By nature, you might know what is and is not morally good. In certain situations, you can determine what is and is not quality work. When you consistently use reliable systems, you may be able to distinguish right from wrong or excellence from mediocrity. Perhaps having a uniform set of criteria or a detailed evaluation process helps you determine the worth of your own words and deeds. Instinctively, you sometimes exhibit particular patterns of behavior over and over. Perhaps you appreciate certain individuals because they help you follow your daily regimen. To some degree, these people contribute to your productivity or success. Because of your strengths, you perhaps invent rules or procedures for the sake of efficiency and accuracy when you must perform repetitious or mundane tasks.

By following your own directions, you may find it is easier to complete certain types of daily, weekly, monthly, or annual chores. Sometimes you are thankful for people who not only recognize but also respect your need for uniformity. Driven by your talents, you are most comfortable with people who appreciate your need for conformity. You define fairness as giving everyone the same advantages. You follow rules and administer policies without showing favoritism to any person or group.

Questions

  1. As you read your personalized strengths insights, what words, phrases, or lines stand out to you?
  • Out of all the talents in this insight, what would you like for others to see most in you?

Empathy

SHARED THEME DESCRIPTION

People who are especially talented in the Empathy theme can sense the feelings of other people by imagining themselves in others’ lives or others’ situations.

YOUR PERSONALIZED STRENGTHS INSIGHTS

What makes you stand out?

Driven by your talents, you frequently consider what you want to make better about yourself, a project, another person, a plan, or an event. When people recognize your commitment to quality, many are willing to reveal to you their innermost thoughts and feelings. Few things mean more to you than being trusted not to tell anyone what was meant for you alone to hear. Because of your strengths, you routinely have insights into what individuals are thinking and feeling. Even so, you refrain from invading people’s privacy by commenting on their moods and ideas. You are much more comfortable when they introduce the subject.

Instinctively, you are quite sympathetic to the idea that no monetary reward can buy you or anyone else contentment, peace, or a sense of personal well-being. It’s very likely that you encourage people to express their innermost thoughts and feelings, and you refrain from judging them. You like knowing that others depend on you to listen. Moreover, you have noticed that individuals come to you for advice. By nature, you bring an emotional awareness to conversations. Many times, you ease the stress of individuals when they are about to make an important decision. You can also calm those who are struggling with the uncertainty of change. You are likely to pose probing questions to direct the thinking of others. However, you refrain from telling people what they should and should not do.

Questions

  1. As you read your personalized strengths insights, what words, phrases, or lines stand out to you?
  • Out of all the talents in this insight, what would you like for others to see most in you?

Name: NURS 6053 Module03 Week 06 Assignment Rubric

Grid View List View

Excellent
Good
Fair

 Poor

Develop and submit a personal leadership
philosophy that reflects what you think are characteristics of a good leader.
Use the scholarly
resources on leadership you selected to support your philosophy
statement. Your personal leadership
philosophy should include the following: 14 (14%) – 15
(15%)
The response accurately and thoroughly describes a set of core values.

The response clearly and
thoroughly describes a personal mission
statement and a personal vision statement. 12 (12%) – 13
(13%)
The response describes a set of core values.

The response describes a
personal mission statement and a personal vision statement. 11 (11%) – 11
(11%)
The response describes a set of core values that is vague or inaccurate.

The response describes a
personal mission statement and vision statement that are vague or
inaccurate. 0 (0%) – 10 (10%)
The response describes a set of core values that is vague
and inaccurate or is missing.

The response describes a
personal mission/vision statement that is vague and
inaccurate, or is missing.

· A description of your core values.

· A personal mission statement, AND

· a personal vision statement.

Excellent

Good

Fair

Excellent

Good

Fair

Excellent
Good
Fair

 Poor

Written Expression and Formatting— English Writing Standards:

Correct grammar, mechanics, and proper punctuation. 5 (5%) – 5 (5%)
Uses correct grammar,
spelling, and punctuation with no errors. 4 (4%) – 4 (4%)
Contains a few (one or two)
grammar,
spelling, and punctuation errors. 3 (3%) – 3 (3%)
Contains
several (three or four)
grammar,
spelling, and punctuation errors. 0 (0%) – 2 (2%)
Contains many (five or more) grammar,
spelling, and punctuation errors that
interfere with the reader’s
understanding.

Written Expression and Formatting:

The paper
follows correct APA format for title page, headings, font, spacing, margins, indentations, page numbers, running head,
parenthetical/in- text citations, and reference list. 5 (5%) – 5 (5%)
Uses correct APA format with no errors. 4 (4%) – 4 (4%)
Contains a few (one or two)
APA format errors. 3 (3%) – 3 (3%)
Contains
several (three or four) APA format errors. 0 (0%) – 2 (2%)
Contains many (five or more)
APA format errors.

Name: NURS_6053_Module03_Week06_Assignment_Rubric

Personal Leadership Philosophies Example Solution

Leadership is an integral part of nursing practice. Leadership styles vary among nurse leaders in nursing practice. These styles are based on nursing leadership theories. The leader’s core values, professional mission, vision, behavior, and personality are some of the contributors to the leader’s choice of style of leadership. Each style has its own strengths and weaknesses in nursing leadership and management. A leadership philosophy forms a system of beliefs, emotions, and character of the leader that guide the leader’s decision-making and social relations. The purpose of this paper is to describe and evaluate my leadership philosophy

My Core Values

I complete the Clinton Strengths Insight Guide survey evaluation of personal values and strengths. My core values are positivity, empathy, acknowledgment of human emotions, inclusivity, flexibility and arrangement for maximum productivity, and a belief in just and consistent treatment. I have an enthusiasm to change my environment through positive thinking. I believe in tolerance of differing opinions to make positive outcomes of these differences. I believe that every person’s thinking and personality can produce something positive for the common team’s goal. I fancy incorporating people thinking and emotions into decision-making. Behind human reasoning, some emotions determine their actions and excisions. Empathy allows me to put myself in the other team members’ shoes and understand their reasoning behind the decisions.

Emotional intelligence is one of the core values that I hope to sharpen in the future as a practicing nurse. Sharing the decision in clinical decision-making enhances inclusivity. Brunt & Bogdan (2021) argued that shared decision-making is a more effective way of leadership in nursing practice. Shared decision-making allows more participation and active involvement of the team in making team decisions that every team member will have to own the outcomes. My belief in incorporating inclusive leadership for maximum productivity provides me with a reassurance of achieving transforming the input of each individual into a meaningful team output.

Personal Mission and Vision Statement

My mission in the profession is to provide nursing care that is equitable, timely, just, and patient-centered nursing care through effective team leadership and coordination. I believe that at one time I will be charged with the repressibility to provide nursing leadership direction in decision making at personal and group levels. Under these circumstances, I hope to incorporate my core values. My vision is to provide ethical and evidence-based direct and indirect care to my patients without infringing the patient’s autonomy and cultural beliefs. The current paradigm in nursing care revolves around evidence-based practice and culturally sensitive care. My vision is to ensure that at all times my nursing care doesn’t contradict these two concepts of modern nursing.

Clifton Strengths Assessment

Clifton Strengths guide by Gallup was been used by various learners to identify and develop leadership skills (Bloom, 2018; Comer et al., 2019). The Clifton Strengths assessment provided me with self-reflection on the personal strengths that would shape my future leadership style and principles. Five themes came out from this assessment: positivity, includer, arranger, consistency, and empathy. The positivity theme manifested my contagious nature to influence my colleagues into thinking positively in all situations and converting these situations into significant personal and group outcomes. To achieve this, I would need the inclusion and arrangement abilities to ensure no bias but the consistent treatment of colleagues. The theme of empathy also reinforces my core values aforementioned. Further analysis showed that these themes are related and would complement my ultimate leadership physiology supporting the transformational ideology in leadership.

Behaviors to Strengthen

The balance and contrasts between the transactional and transformational basis of the common styles of leadership are still not instilled in me. My short-term goals aim to ensure that colleagues assert their commitment to the common goal. This makes me sometimes my personal goals at the expense of transforming others’ commitment (Carvalho et al., 2019; Broome & Marshall, 2021). This makes my philosophy a nonmutual one. The transformational style requires that the leader and the follower have a mutual relationship (Brunt & Bogdan, 2021; (Broome & Marshall, 2021). Gratifying my team members’ motives and needs overrides my focus on personal professional commitments. Secondly, I find it not more effective to work alone and would sometimes seek colleagues’ opinions on indecisive matters of daily professional development. This independence makes thinking about other successes and contributions paramount. However, I also have a personal mission to achieve in providing timely care. somehow, achieving timely delivery would be impeded by this behavior.

Plans to Strengthen Behavior to Achieve my Professional Vision

I intend to navigate my behavioral challenges through consistent practice and the use of evidence-based literature to provide the necessary expertise and knowledge on curbing nonmutual selfless behavior and self-reliability. Practicing daily leadership skills on colleagues by explaining the ‘broader picture’ outcomes of the processes would make me gain directly a transformational change behavior in effecting leadership skills (van Dorssen-Boog et al., 2020). As new evidence is being published, I intend to utilize the evidence in modifying my skills in nursing leadership. Using empirical evidence will improve my leadership behavior (James et al., 2021). My personal vision concerned evidence-based ethical care that would synergize my change-oriented leadership style and achievement of professional goals.

Conclusion

My leadership is change-oriented and aims to influence colleagues and teamwork to achieve common team goals. My vision is to provide evidence-based ethical nursing care through change-oriented leadership. My strengths are positivity, empathy, arranger abilities, inclusivity, and consistency. However, I still lag in my ability to be standalone in decision making and making mutual engagement with team members. Hopefully, the application of evidence-based practice in leadership and the use of the regular practice to overcome these weaknesses would enhance my achievement of the personal professional vision.

References

Bloom, T. J. (2018). Comparison of StrengthsQuest signature themes in student pharmacists and other health care profession students. American Journal of Pharmaceutical Education, 82(1), 6142. https://doi.org/10.5688/ajpe6142

Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer

Brunt, B. A., & Bogdan, B. A. (2021). Nursing Professional Development leadership. In StatPearls [Internet]. StatPearls Publishing. https://www.ncbi.nlm.nih.gov/books/NBK519064/

Carvalho, M., Ramalhal, T., & Bernardes Lucas, P. (2019). Self-efficacy of nurses as clinical leaders – scoping review. Annals of Medicine, 51(sup1), 202–202. https://doi.org/10.1080/07853890.2018.1560161

Comer, R. D., Schweiger, T. A., & Shelton, P. (2019). Impact of students’ strengths, critical thinking skills, and disposition on academic success in the first year of a PharmD program. American Journal of Pharmaceutical Education, 83(1), 6499. https://doi.org/10.5688/ajpe6499

James, A. H., Bennett, C. L., Blanchard, D., & Stanley, D. (2021). Nursing and values-based leadership: A literature review. Journal of Nursing Management, 29(5), 916–930. https://doi.org/10.1111/jonm.13273

van Dorssen-Boog, P., de Jong, J., Veld, M., & Van Vuuren, T. (2020). Self-leadership among healthcare workers: A mediator for the effects of job autonomy on work engagement and health. Frontiers in Psychology, 11, 1420. https://doi.org/10.3389/fpsyg.2020.01420

NURS 6053 Module 4: Assignment – WORKPLACE ENVIRONMENT ASSESSMENT

Clearly, diagnosis is a critical aspect of healthcare. However, the ultimate purpose of a diagnosis is the development and application of a series of treatments or protocols. Isolated recognition of a health issue does little to resolve it.

In this module’s Discussion, you applied the Clark Healthy Workplace Inventory to diagnose potential problems with the civility of your organization. In this Portfolio Assignment, you will continue to analyze the results and apply published research to the development of a proposed treatment for any issues uncovered by the assessment.

RESOURCES

LEARNING RESOURCES

Required Readings

  • Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.
    • Chapter 5, “Collaborative Leadership Contexts: It Is All About Working Together (pp. 155–178)
    • Chapter 8, “Creating and Shaping the Organizational Environment and Culture to Support Practice Excellence” (pp. 237–272)
    • Chapter 7, “Building Cohesive and Effective Teams” (pp. 212–231)

Select at least ONE of the following:

Required Media

Transcript already sent

To Prepare:

  • Review the Resources and examine the Clark Healthy Workplace Inventory, found on page 20 of Clark (2015).
  • Review the Work Environment Assessment Template*.
  • Reflect on the output of your Discussion post regarding your evaluation of workplace civility and the feedback received from colleagues.
  • Select and review one or more of the following articles found in the Resources:
    • Clark, Olender, Cardoni, and Kenski (2011)
    • Clark (2018)
    • Clark (2015)
    • Griffin and Clark (2014)

*Template completed in the Week 7 discussion should not be submitted with this assignment.

The Assignment (3-6 pages total):

Part 1: Work Environment Assessment (1-2 pages)

  • Review the Work Environment Assessment Template you completed for this Module’s Discussion.
  • Describe the results of the Work Environment Assessment you completed on your workplace.
  • Identify two things that surprised you about the results and one idea you believed prior to conducting the Assessment that was confirmed.
  • Explain what the results of the Assessment suggest about the health and civility of your workplace.

Part 2: Reviewing the Literature (1-2 pages)

  • Briefly describe the theory or concept presented in the article(s) you selected.
  • Explain how the theory or concept presented in the article(s) relates to the results of your Work Environment Assessment.
  • Explain how your organization could apply the theory highlighted in your selected article(s) to improve organizational health and/or create stronger work teams. Be specific and provide examples.

Part 3: Evidence-Based Strategies to Create High-Performance Interprofessional Teams (1–2 pages)

  • Recommend at least two strategies, supported in the literature, that can be implemented to address any shortcomings revealed in your Work Environment Assessment.
  • Recommend at least two strategies that can be implemented to bolster successful practices revealed in your Work Environment Assessment.

BY DAY 7 OF WEEK 9

Submit your Workplace Environment Assessment Assignment.

SUBMISSION INFORMATION

Before submitting your final assignment, you can check your draft for authenticity. To check your draft, access the Turnitin Drafts from the Start Here area.

  1. To submit your completed assignment, save your Assignment as WK9Assgn_LastName_Firstinitial
  2. Then, click on Start Assignment near the top of the page.
  3. Next, click on Upload File and select Submit Assignment for review.

NURS_6053_Module04_Week09_Assignment_Rubric

Rubric

NURS_6053_Module04_Week09_Assignment_Rubric

NURS_6053_Module04_Week09_Assignment_Rubric
Criteria Ratings Pts
This criterion is linked to a Learning OutcomePart 1: Work Environment Assessment *Template, completed in the week 7 discussion, should not be submitted with this assignment · Describe the results of the Work Environment Assessment you completed on your workplace. · Identify two things that surprised you about the results and one idea that you believed prior to conducting the assessment that was confirmed. · Explain what the results of the assessment suggests about the health and civility of your workplace. 45 to >40.0 pts Excellent The responses accurately and thoroughly describe the results of the Work Environment Assessment completed on a workplace. … The responses thoroughly and clearly identify two surprising things about the results and thoroughly describe at least one idea that was believed prior to conducting the assessment that was confirmed. … The responses accurately and thoroughly explain in detail what the results of the assessment suggests about the health and civility of a workplace. 40 to >35.0 pts Good The responses accurately describe the results of the Work Environment Assessment completed on a workplace. … The responses accurately identify two surprising things about the results and describe at least one idea that was believed prior to conducting the assessment that was confirmed. … The responses accurately explain what the results of the assessment suggests about the health and civility of a workplace. 35 to >31.0 pts Fair The responses describe the results of the Work Environment Assessment completed on a workplace that is vague or inaccurate. … The responses identify two surprising things about the results and describe at least one idea that was believed prior to conducting the assessment that was confirmed that is vague or inaccurate. … The responses explain what the results of the assessment suggests about the health and civility of a workplace that is vague or inaccurate. 31 to >0 pts Poor The responses describe the results of the Work Environment Assessment completed on a workplace that is vague and inaccurate, or is missing. … The responses identify two surprising things about the results and describe at least one idea that was believed prior to conducting the assessment that was confirmed that is vague and inaccurate, or is missing. … The responses explain what the results of the assessment suggest about the health and civility of a workplace that is vague and inaccurate, or is missing. 45 pts
This criterion is linked to a Learning OutcomePart 2: Reviewing the Literature · Briefly describe the theory or concept presented in the article you selected. · Explain how the theory or concept presented in the article relates to the results of your Work Environment Assessment. · Explain how your organization could apply the theory highlighted in your selected article to improve organizational health and/or stronger work teams. Be specific and provide examples. 15 to >13.0 pts Excellent The responses accurately and thoroughly describe the theory or concept presented in the article selected. … The responses accurately and completely explain how the theory or concept presented in the article relates to the results of the Work Environment Assessment. … The responses accurately and thoroughly explain how an organization could apply the theory highlighted in the selected article to improve organizational health and/or stronger work teams. … Specific and detailed examples are provided which fully support the responses. 13 to >11.0 pts Good The responses accurately describe the theory or concept presented in the article selected. … The responses accurately explain how the theory or concept presented in the article relates to the results of the Work Environment Assessment. … The responses accurately explain how an organization could apply the theory highlighted in the selected article to improve organizational health and/or stronger work teams. … Specific examples are provided which may support the responses. 11 to >10.0 pts Fair The responses describe the theory or concept presented in the article selected that is vague or inaccurate. … The responses explain how the theory or concept presented in the article relates to the results of the Work Environment Assessment that is vague or inaccurate. … The responses explain how an organization could apply the theory highlighted in the selected article to improve organizational health and/or create stronger work teams that is vague or inaccurate. … Vague or inaccurate examples are provided which may support the responses. 10 to >0 pts Poor The responses describe the theory or concept presented in the article selected that is vague and inaccurate, or is missing. … The responses explain how the theory or concept presented in the article relates to the results of the Work Environment Assessment that is vague and inaccurate, or is missing. … The responses explain how an organization could apply the theory highlighted in the selected article to improve organizational health and/or create stronger work teams that is vague and inaccurate, or is missing. … Specific examples are not provided to support the responses. 15 pts
This criterion is linked to a Learning OutcomePart 3: Evidence-Based Strategies to Create High-Performance Interprofessional Teams · Recommend at least two strategies, supported in the literature, that can be implemented to address any shortcomings revealed in your Work Environment Assessment. · Recommend at least two strategies that can be implemented to bolster successful practices revealed in your Work Environment Assessment. 20 to >17.0 pts Excellent Using the literature, the responses clearly and thoroughly recommend at least two strategies that can be implemented to address any shortcomings revealed in the Work Environment Assessment. … The responses clearly and thoroughly recommend at least two strategies that can be implemented to bolster successful practices revealed in the Work Environment Assessment. 17 to >15.0 pts Good Using the literature, the responses accurately recommend at least two strategies that can be implemented to address any shortcomings revealed in the Work Environment Assessment. … The responses accurately recommend at least two strategies that can be implemented to bolster successful practices revealed in the Work Environment Assessment. 15 to >13.0 pts Fair Using the literature, the responses recommend at least two strategies that can be implemented to address any shortcomings revealed in the Work Environment Assessment that is vague or inaccurate, or only recommends one strategy. … The responses recommend at least two strategies that can be implemented to bolster successful practices revealed in the Work Environment Assessment that is vague or inaccurate, or only recommends one strategy. 13 to >0 pts Poor Using the literature, the responses recommend at least two strategies that can be implemented to address any shortcomings revealed in the Work Environment Assessment that is vague and inaccurate, only recommends one strategy, or is missing. … The responses recommend at least two strategies that can be implemented to bolster successful practices revealed in the Work Environment Assessment that is vague and inaccurate, only recommends one strategy, or is missing. 20 pts
This criterion is linked to a Learning OutcomeResource Synthesis 5 to >4.0 pts Excellent Using proper in-text citations, the response fully integrates at least 2 outside resources and 2 or 3 course-specific resources. 4 to >3.0 pts Good Using proper in-text citations, the response fully integrates at least 2 outside resources and 1 course-specific resource. 3 to >2.0 pts Fair Using proper in-text citations, the response minimally integrates outside and course-specific resources. 2 to >0 pts Poor The response does not integrate outside and course-specific resources or no in-text citations are used. 5 pts
This criterion is linked to a Learning OutcomeWritten Expression and Formatting—Paragraph Development and Organization: Paragraphs make clear points that support well-developed ideas, flow logically, and demonstrate continuity of ideas. Sentences are carefully focused—neither long and rambling nor short and lacking substance. A clear and comprehensive purpose statement and introduction is provided, which delineates all required criteria. 5 to >4.0 pts Excellent Paragraphs and sentences follow writing standards for flow, continuity, and clarity. … A clear and comprehensive purpose statement, introduction, and conclusion are provided, which delineates all required criteria. 4 to >3.0 pts Good Paragraphs and sentences follow writing standards for flow, continuity, and clarity 80% of the time. …Purpose, introduction, and conclusion of the assignment are stated but are brief and not descriptive. 3 to >2.0 pts Fair Paragraphs and sentences follow writing standards for flow, continuity, and clarity 60–79% of the time. … Purpose, introduction, and conclusion of the assignment is vague or off topic. 2 to >0 pts Poor Paragraphs and sentences follow writing standards for flow, continuity, and clarity less than 60% of the time. … No purpose statement, introduction, or conclusion is provided. 5 pts
This criterion is linked to a Learning OutcomeWritten Expression and Formatting—English Writing Standards: Correct grammar, mechanics, and proper punctuation. 5 to >4.0 pts Excellent Uses correct grammar, spelling, and punctuation with no errors. 4 to >3.0 pts Good Contains a few (one or two) grammar, spelling, and punctuation errors. 3 to >2.0 pts Fair Contains several (three or four) grammar, spelling, and punctuation errors. 2 to >0 pts Poor Contains many (five or more) grammar, spelling, and punctuation errors that interfere with the reader’s understanding. 5 pts
This criterion is linked to a Learning OutcomeWritten Expression and Formatting: The paper follows correct APA format for title page, headings, font, spacing, margins, indentations, page numbers, running head, parenthetical/in-text citations, and reference list. 5 to >4.0 pts Excellent Uses correct APA format with no errors. 4 to >3.0 pts Good Contains a few (one or two) APA format errors. 3 to >2.0 pts Fair Contains several (three or four) APA format errors. 2 to >0 pts Poor Contains many (five or more) APA format errors. 5 pts
Total Points: 100

PreviousNext

NURS 6053 Week 7 Workplace Environment Assessment

Please be mindful of plagiarism and APA format, I have included the rubric as directed. Please use my course-required reading for the references.

Learning Resources

Required Readings

Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.

Chapter 5, Collaborative Leadership Contexts: It Is All About Working Together (pp. 155-178)
Chapter 8, Creating and Shaping the Organizational Environment and Culture to Support Practice Excellence (pp. 237–272)
Chapter 7, Building Cohesive and Effective Teams (pp. 212–231)
Select at least ONE of the following:

Clark, C. M., Olender, L., Cardoni, C., Kenski, D. (2011). Fostering civility in nursing education and practice. The Journal of Nursing Administration, 41(7/8), 324–330.

Clark, C. M. (2018). Combining cognitive rehearsal, simulation, and evidence-based scripting to address incivility. Nurse Educator.

Clark, C. M. (2015). Conversations to inspire and promote a more civil workplace. American Nurse Today, 10(11), 18-23. Retrieved from https://www.americannursetoday.com/wp-content/uploads/2015/11/ant11-CE-Civility-1023.pdf

Griffin, M., & Clark, C. M. (2014). Revisiting cognitive rehearsal as an intervention against incivility and lateral violence in nursing: 10 years later. Journal of Continuing Education in Nursing, 45(12), 535–542.

Document: Work Environment Assessment Template (Word document)

Required Media
TEDx. (2017, April). Jody Hoffer Gittell: The power of a simple idea [Video file]. Retrieved from https://www.youtube.com/watch?v=X7nL5RC5kdE

Walden University, LLC. (Producer). (2009a). Working with Groups and Teams [Video file]. Baltimore, MD: Author.

Accessible player

Discussion: Workplace Environment Assessment

How healthy is your workplace?

You may think your current organization operates seamlessly, or you may feel it has many issues. You may experience or even observe things that give you pause. Yet, much as you wouldn’t try to determine the health of a patient through mere observation, you should not attempt to gauge the health of your work environment based on observation and opinion. Often, there are issues you perceive as problems that others do not; similarly, issues may run much deeper than leadership recognizes.

There are many factors and measures that may impact organizational health. Among these is civility. While an organization can institute policies designed to promote such things as civility, how can it be sure these are managed effectively? In this Discussion, you will examine the use of tools in measuring workplace civility.

To Prepare:

Review the Resources and examine the Clark Healthy Workplace Inventory, found on page 20 of Clark (2015).
Review and complete the Work Environment Assessment Template in the Resources.

Post a brief description of the results of your Work Environment Assessment. Based on the results, how civil is your workplace? Explain why your workplace is or is not civil. Then, describe a situation where you have experienced incivility in the workplace. How was this addressed? Be specific and provide examples.

NOTE:
I HAVE UPLOADED MY CLARK HEALTH WORKPLACE ASSESSMENT. PLEASE USE MY REQUIRED READINGS AS MY REFERENCES.

THANK YOU.

Workplace Environment and Safety Example Solution

A healthy nurse workplace refers to a safe, satisfying and empowering environment. Building and consistently keeping a healthy work environment is critical for patients’ safety, nurse satisfaction, workforce retention, and care quality, all of which are critical to the financial survival of healthcare organizations. The six key factors that enable employers to foster a sustainable healthy workplace culture are – true collaboration, skilled communication, effective decision-making, meaningful recognition, appropriate staffing, and authentic leadership.

True collaboration is a synergistic relationship formed when two or more entities work together to achieve something far better than the sum of their separate powers and efforts. Regarding authentic leadership, the leader models and encourages others to emulate a good work environment (Broome & Marshall, 2021). Skilled communication is an open, engaging, and productive conversation among nurses that enhances team collaboration, a faster adaptation of new nurses, and fosters civility (Clark, 2019). Meaningful recognition acknowledges personnel behavior and skill that influenced the patient’s nursing care. Recognition, promotion, and incentives increase nurses’ loyalty to the job. A workplace health assessment is a process of obtaining information on the variables that support or hinder employee health at a specific company or hospital and finding potential possibilities to improve or address those problems. According to the Clark Healthy Workplace Inventory tool, personnel are not only motivated by a healthy work environment but also have a high degree of civility (Clark et al., 2011). The paper reflects on an assessment of my workplace based on Clark’s tool, a snapshot of my work environment, and encounters with incivility cases.

Workplace Civility Measurement

The Clark Healthy Workplace Inventory revealed that my workplace is moderately healthy after documenting a score of 80/100. Top-rated features in the assessment were transparency, team collaboration, skilled communication, wellness, and effective leadership. The attributes fall mainly under personal motivation factors and are critical for a healthy environment. Low-rated attributes were meaningful recognition and effective decision-making making. The low scores centered on traits with organizational responsibility. The scores could pose an issue with the organization’s structure and practices for employee welfare. The workplace is civil, as evidenced by high scores on “discernible level of trust,” “transparent and respectful communication,” and “fair and respectful treatment of employees.”

Workplace Incivility Case Scenario

Workplace incivility refers to low-intensity social behavior typically regarded as unacceptable in the workplace and can be used to harm, belittle, or undermine another person or group (Clark, 2015). An example of a case witnessed during my attachment is a fresh graduate nurse in his late thirties who shifted from a successful job in the corporate world to nursing. Years of professional expertise, valuable parental insights, and a calm attitude disposition were all assets brought to the table by this nurse. This nurse was enthusiastic about understanding the unit’s norms, highly motivated, and quick to develop tactile skills. However, he made enemies with one of the most outspoken departmental nurses who had a position in day-to-day operations. The nurse snubbed his questions and concerns. Furthermore, he was unfairly assigned responsibilities and given fewer days off despite being a family man. Being a person fully aware of his rights, the nurse raised awareness to a more superior leader. The work schedules were enough to measure the incivility besides the colleagues witnessing it. The Nursing Director dug into the matter and formed an interim committee to investigate. Finally, the two nurses were summoned, had a conflict mediation process, and were allocated to different departments. Later the hospital developed automated shift scheduling to curb such issues.

Conclusion

Incivility in the nursing workplace causes physical and emotional anguish to victims and affects the quality of care provided to patients. Interventions to improve the situation include raising awareness about workplace incivility, training on effective communication methods to combat workplace incivility, and drills to practice the newly learned communication techniques. Facilities and organizations should establish acceptable and unacceptable behavior rules and procedures for reporting and dealing with occurrences of incivility.

References

Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.

Clark, C. M. (2015). Conversations to inspire and promote a more civil workplace. American Nurse Today, 10(11), 18–23. Retrieved from https://www.americannursetoday.com/wp-content/uploads/2015/11/ant11-CE-Civility-1023.pdf

Clark, C. M. (2019). Combining cognitive rehearsal, simulation, and evidence-based scripting to address incivility. Nurse Educator, 44(2), 64-68. https://doi.org/10.1097/nne.0000000000000563

Clark, C. M., Olender, L., Cardoni, C., & Kenski, D. (2011). Fostering civility in nursing education and practice: Nurse leader perspectives. JONA: The Journal of Nursing Administration, 41(7/8), 324-330. doi: 10.1097/NNA.0b013e31822509c4

NURS 6053 Week 11 Change Implementation and Management Plan

Please be mindful of plagiarism and APA format, I have included the rubric as directed. Please use my course resources as one of my references as instructed. Please include Broome, M. & Marshall, E.S. in the references. Thank you

Required Readings

Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.

Chapter 4, “Practice Model Design, Implementation, and Evaluation” (pp. 99–154)
Cullen, L., & Adams, S. L. (2012). Planning for implementation of evidence-based practice. Journal of Nursing Administration, 42(4), 222–230.

Pollack, J., & Pollack, R. (2015). Using Kotter’s eight stage process to manage an organizational change program: Presentation and practice. Systemic Practice and Action Research, 28(1), 51-66.

Seijts, G. H., & Gandz, J. (2016). Transformational change and leader character. Business Horizons, 61(2), 239-249.

Tistad, M., Palmcrantz, S., Wallin, L., Ehrenberg, A., Olsson, C. B., Tomson, G., & Eldh, A. C. (2016). Developing leadership in managers to facilitate the implementation of national guideline recommendations: A process evaluation of feasibility and usefulness. International Journal of Health Policy and Management, 5(8), 477–486. doi:10.15171/ijhpm.2016.35. Retrieved from http://www.ijhpm.com/article_3183_5015382bcf9183a74ef7e79b0a941f65.pdf

Required Media
TEDx. (2013, January). Six keys to leading positive change: Rosabeth Moss Kanter at TEDxBeaconStreet [Vi

Change Implementation and Management Plan
It is one of the most cliché of clichés, but it nevertheless rings true: The only constant is change. As a nursing professional, you are no doubt aware that success in the healthcare field requires the ability to adapt to change, as the pace of change in healthcare may be without rival.

As a professional, you will be called upon to share expertise, inform, educate, and advocate. Your efforts in these areas can help lead others through change. In this Assignment, you will propose a change within your organization and present a comprehensive plan to implement the change you propose.

To Prepare:

Review the Resources and identify one change that you believe is called for in your organization/workplace.
This may be a change necessary to effectively address one or more of the issues you addressed in the Workplace Environment Assessment you submitted in Module 4. It may also be a change in response to something not addressed in your previous efforts. It may be beneficial to discuss your ideas with your organizational leadership and/or colleagues to help identify and vet these ideas.
Reflect on how you might implement this change and how you might communicate this change to organizational leadership.

The Assignment (5-6-minute narrated PowerPoint presentation):

Change Implementation and Management Plan

Create a 5- or 6-slide narrated PowerPoint that presents a comprehensive plan to implement changes you propose.

Your narrated presentation should be 5–6 minutes in length.

Your Change Implementation and Management Plan should include the following:

An executive summary of the issues that are currently affecting your organization/workplace (This can include the work you completed in your Workplace Environment Assessment previously submitted, if relevant.)
A description of the change being proposed
Justifications for the change, including why addressing it will have a positive impact on your organization/workplace
Details about the type and scope of the proposed change
Identification of the stakeholders impacted by the change
Identification of a change management team (by title/role)
A plan for communicating the change you propose
A description of risk mitigation plans you would recommend to address the risks anticipated by the change you propose

Please include a title page, introduction, and a summary. Must be 5-6 slides and use the required reading materials.

Rubric Detail

Select Grid View or List View to change the rubric’s layout.

NURS 6053 Module05_Week11_Assignment_Rubric

Grid View         List View

Excellent

Good

Fair

Poor

Excellent

Good

Fair

  Create a 5- or 6-slide PowerPoint that presents a comprehensive plan to implement changes you propose. Your Change Implementation and Management Plan should include the following:     An executive summary of the issues that are currently affecting your organization/workplace (this can include the work you completed in your Workplace Environment Assessment).     A description of the changes being proposed.     Justifications for the changes, including why addressing them will have a positive impact on your organization/workplace. Details about the type and scope of the proposed changes.     Identification of the stakeholders impacted Poor 0 (0%) – 27 (27%) The narrated presentation vaguely, inaccurately, and incompletely presents a plan to implement proposed changes. The narrated presentation inaccurately and vaguely describes the issues currently affecting the organization in an executive summary or executive summary is missing.   The narrated presentation inaccurately and vaguely describes the proposed changes or proposed changes are missing. The narrated presentation inaccurately and vaguely provides justifications for the changes, including why addressing them will have a positive impact on the organization or justifications are missing.       0 (0%) – 20 (20%) The narrated presentation vaguely and inaccurately details the type

by the changes.

  • Identification of a

change management team (by title/role).

  • A plan for

communicating the

changes you propose.

  • A description of risk mitigation plans you would recommend to address the risks

anticipated by the

changes you propose.

Excellent

Good

Fair

  Resource Synthesis Presentation Narration PowerPoint Presentation:     The presentation is professional; images are appropriately attributed; images are clear. The presentation text is readable. Presentation flows well and is presented in a logical order. Poor 0 (0%) – 2 (2%) The response does not integrate outside and course-specific resources or no in-text citations are used. References slide is incomplete or missing. 0 (0%) – 0 (0%) Narration is missing. 0 (0%) – 6 (6%) Less than sixty percent of the presentation follows these guidelines: presentation is professional; images are appropriately attributed; images are clear. The presentation text is readable. Presentation flows well and is presented in a logical order.
Excellent   Good   Fair   Poor
Written Expression and Formatting—English Writing Standards:     Correct grammar, mechanics, and proper punctuation. 5 (5%) – 5 (5%) Uses correct grammar, spelling, and punctuation with no errors. 4 (4%) – 4 (4%) Contains a few (one or two) grammar, spelling, and punctuation errors. 3 (3%) – 3 (3%) Contains several (three or four) grammar, spelling, and punctuation errors. 0 (0%) – 2 (2%) Contains many (five or more) grammar, spelling, and punctuation errors that interfere with the reader’s understanding.