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Nursing Peer Review: The Manager's Role

Nursing plays an important role in healthcare reform as well as in resolving most of the longstanding healthcare concerns in the U.S.A. This article recognizes the special position occupied by nursing management in the promotion of principled peer-review procedures for direct care-providers and elaborates the ownership issues concerning peer-review processes together with performance assessments. In addition, it also talks about the development of peer-review for nurse managers at every level in a controlled setting. The difference between the manager's function in peer-review and the function of the manager associated with the annual performance assessment is recognized as well. The author's modern model of peer-review is utilized to investigate advancements in peer-review for managers and practicing nurses (George & HAAG-HEITMAN, 2011).

Peer review is one of the most important elements of specialized nursing practice which assists in guaranteeing the safety and quality of the care provider and the care being offered. Unluckily, in the nursing literature, there exists no description of the practice of helpful peer review. Principles and guidelines for development are put forth. The basis of the work refers the authors of the just published book that entails a literature review, study on nursing peer review together with the American Nurses Association (ANA) Guidelines for Peer Review. The author's literature review as well as the encounters as organizational consultants, discovered no specific examples of principled peer-review utilizing the powerful ANA Guidelines for Peer Review (George & HAAG-HEITMAN, 2011).

The article recognizes that the conventional techniques of quality monitoring by the manager and the peer contribution at the instance of annual performance have not presented sustainable excellence levels. This particular task and the development of management peer review shall be challenging. The important application of peer review at every nursing level shall assist in closing the gaps that exist between safety and quality as well as guarantee positive results for the patients, families, and the general society (George & HAAG-HEITMAN, 2011).

Reference

George, V., & HAAG-HEITMAN, B. A. R. B. (2011). Nursing peer review: the manager's role. Journal of nursing management, 19(2), 254-259.

Leading Nurses in Dire Straits: Head Nurses Navigation between Nursing and Leadership Roles

This article concentrates on leading the negotiation of nurses between specialized nursing skills and leadership skills on the grounds of ethnographic study of leadership activities. The aim of the research is further demonstrated by the study questions: What is the function of the nurse leaders and which sorts of action distinguish their practice in hospitals? The technique employed in this research is an eleven-month-long ethnographic study based on twelve head nurses at work: seven of them worked at a departmental level while the rest at a first line level. The outcomes were linked to disparities in the leadership practices of the head nurses at the departmental level and at the first line (Sorensen, Delmar & Pedersen, 2011).

This article brings up concerns which imply that we are nowhere near an agreement on the issues regarding nursing and leadership together with their interconnections. An argument of the relations amid specialized nursing qualifications and leadership is designed as a contribution on the argument of hospital management, which has troubled experts add researchers in the last few years. This article highlights the debate on how management changes challenge skilled leadership positions in the public organizations. Additionally, several models as well as insights of management and leadership have been analyzed, including the position occupied by health experts in leadership (Sorensen, Delmar & Pedersen, 2011).

According to this article, in places whereby the managers and clinicians assumed their respective roles, there was lack of negotiation between roles, resulting to adaptive, segregated, and reactive practices. Also, the author recognized that practices of nursing leadership rely on negotiation of the leaders of the contradicting identities of leader and nurse. Thriving nursing leaders navigate between leadership and nursing responsibilities while nourishing a dual identity. This article also mentions that the managerial leadership practice is defined by the great priority provided to the daily operations (Sorensen, Delmar & Pedersen, 2011).

Reference

Sorensen, E. E., Delmar, C., & Pedersen, B. D. (2011). Leading nurses in dire straits: head nurses' navigation between nursing and leadership roles. Journal of nursing management, 19(4), 421-430.

The Roles of Unit Leadership and Nurse -- Physician Collaboration on Nursing Turnover Intention

This research applied a multilevel approach in the assessment of nursing turnover intention to comprehend how the intention to leave is actually associated with group- and individual-level variables. The significance of the multi-level viewpoint in the organizational study was backed by recent research which utilized this approach in nursing studies. The study particularly sought to illustrate how nurse-physician collaboration and leader-member exchange at the group-level were associated with emotional commitment as well as turnover intention at the individual level. This current research is based on the theory of social exchange (Galletta, Portoghese, Battistelli & Leiter, 2012).

The study illustrates the significance of organizations to apply management practices which encourage high quality nurse-physician and nurse-supervisor associations, as they increase the identification of nurses in their respective units. Personal emotional commitment is an essential quality for maintaining a labor force as well as good nurses' connections at group-level connections with the physicians and supervisors are helpful in establishing identification with the work division. Therefore, the quality of the connection existing amid personnel is an essential aspect in the decision of nurses to leave (Galletta, Portoghese, Battistelli&Leiter, 2012).

The limitations that minimize the genearlizability of the research outcomes are identified in this article. Firstly, the researcher gathered the data by utilizing self-reported measures without including more objective measures like real turnover and absenteeism. Secondly, this was a cross-sectional study; thus impossible to elaborate the underlying influence of the relationship amid the tested variables (Galletta, Portoghese, Battistelli&Leiter, 2012).

Reference

Galletta, M., Portoghese, I., Battistelli, A., & Leiter, M. P. (2012). The roles of unit leadership and nurse -- physician collaboration on nursing turnover intention. Journal of advanced nursing, 69(8), 1771-1784.

The Future of Nurse Leadership

Linda Burnes' progress is brought out by this article through several roles of leadership. The positions she occupied in nursing were as employee nurse and nurse heading the labor and delivery unit. Her very first titled position was assistant director of nursing education. Linda held different positions over the years, including those of director of nursing research, director of surgical nursing, and director of cardio surgical nursing (Carlton).

Burnes believes that nursing leadership does not differ from other kinds of leadership in business of healthcare. Any leader's first responsibility is to develop a common mission and the second is to encourage people to take part. Burnes believes that when it comes to healthcare leadership, the work they actually do is focused on human caring. The discourse reveals the role which could be done by healthcare directors to identify leadership qualities in their nurse staff. This is achieved by communicating that they are open to others' thoughts and ideas (Carlton).

Leaders should know that the Future of Nursing report conveys proof that illustrates particular outcomes. The proof repeatedly mentions to CEOs that it is not just about employing nurses. It is about ensuring that conduits are available for them to take part in improvement by ensuring that they are actually educated, aware and need to support the board's president (Carlton).

Lastly, Burnes imagines nurses actually being out there in communities, working in businesses, schools, and in neighborhoods to head efforts for the eradication of health obstacles. Heading the efforts towards achieving and maintaining a healthy society is what Burnes actually visualizes for nursing (Carlton).

Reference

Carlton, A., (2014.) The Future of Nurse Leadership: An interview with Linda Burnes Bolton. Frontiers of health services management. 31(2). 17-27.

Does nursing leadership affect the quality of care in the community setting?

According to this article, previous studies have reported the invisibility of the work of nursing in the community. The present emphasis on quality healthcare provides an actual opportunity for every nurse who is working in the community to make visible/noticeable aspects of their clinical practice to illustrate the high quality care as well as to confirm what is truly important to the patients and families (Haycock-Stuart & Kean, 2012).

This research reports on the theme of quality in leadership and community nursing that surfaced from a study that aimed to (1) recognize how the community nurses view and encounter leadership (2) evaluate the interactions amid latest community policy and development of leadership in community nursing. For this paper's sake, community nursing simply refers to employee nurses, health visitors, healthcare assistants, district nurses, and school nurses that work in the community (Haycock-Stuart & Kean, 2012).

The results in this article reveal that until recently, the quality agenda has basically been a senior leadership subject and that head personnel have had minimal involvement with the quality agenda (Haycock-Stuart & Kean, 2012).

The data demonstrates tension amid nurse leaders (leading for quality care) and frontline personnel (delivering for quality care). Viewpoints on leadership value, together with its influence… [END OF PREVIEW]

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