Leadership
The Institute of Medicine in its publication, The Future of Nursing, leading change, advancing health, urges the nursing profession to become a transformative agent for change (2011). This change is to take place on many levels, including: within patient care, within organizational systems, and within the profession through advanced education and mentor-ship (IOM, 2011).
As importantly, the National Association of Clinical Nurse Specialists, developed a list of clinical nurse competencies. The competencies are endorsed by twenty-five major nursing organizations (NACNS, 2011), and include numerous environments where the clinical nurse specialist should be exercising and developing leadership skills.
Specific competencies are:
System-wide, C.5, Provides leadership in maintaining a supportive and healthy work environment (2010).
C.6, Provides leadership in promoting interdisciplinary collaboration to implement outcome-focused patient care programs meeting the clinical needs of patients, families, populations and communities
C.8, Uses leadership, team building, negotiation, and conflict resolution skills to build partnerships within and across systems, including communities.
In my work and volunteering activities, I have worked to develop these skills/competencies, and have many examples.
One primary example occurred in my workplace, and became the subject matter of my exemplar paper. In it, I describe my role as the lead nurse for the district; the school system needed development and execution of a program that would provide care to students with special needs which met state and federal mandates, and also remained compliant with Arizona State Board of Nursing scope of practice guidelines.
The project was extensive, requiring the buy-in from all parties in an eleven-school district, and effecting the healthcare delivery to 5,500 students. The exemplar paper, attached below, exhibits the use of competencies C.5, C.6, and C.8, listed above.
Another important aspect of leadership encouraged by the IOM is mentoring. I am involved in a mentor ship program with my school district, where I am the lead nurse, and Arizona State University’s nursing program. Over the course of fall 2015, I will be mentoring/precepting a nursing student who is studying for her bachelor’s degree.
Additionally, I am part of the mentor-ship program sponsored by the Arizona Nurses Foundation, a division of the American Nurses Association. In this capacity, I promote and develop the skills of junior nurses seeking to establish themselves as future leaders. It is my response to the “call for nurses to lead” (2011, p. 228). In it the IOM encourages nurses to “…take the time to show those who are new and less experienced the most effective ways of being an exceptional nurse at the bedside, in the boardroom, and everywhere between” (IOM, p. 228).
Reflective statement: The experiences in my work as lead district nurse at Isaac School district has given me opportunities to develop critically important leadership skill sets as outlined by the Core Competencies established by the NACNS. Additionally, my participation in mentor-ship programs in support of the Arizona Nurses Foundation and their parent organization, American Nurses Association further augments my development of nursing leadership.
As importantly, the National Association of Clinical Nurse Specialists, developed a list of clinical nurse competencies. The competencies are endorsed by twenty-five major nursing organizations (NACNS, 2011), and include numerous environments where the clinical nurse specialist should be exercising and developing leadership skills.
Specific competencies are:
System-wide, C.5, Provides leadership in maintaining a supportive and healthy work environment (2010).
C.6, Provides leadership in promoting interdisciplinary collaboration to implement outcome-focused patient care programs meeting the clinical needs of patients, families, populations and communities
C.8, Uses leadership, team building, negotiation, and conflict resolution skills to build partnerships within and across systems, including communities.
In my work and volunteering activities, I have worked to develop these skills/competencies, and have many examples.
One primary example occurred in my workplace, and became the subject matter of my exemplar paper. In it, I describe my role as the lead nurse for the district; the school system needed development and execution of a program that would provide care to students with special needs which met state and federal mandates, and also remained compliant with Arizona State Board of Nursing scope of practice guidelines.
The project was extensive, requiring the buy-in from all parties in an eleven-school district, and effecting the healthcare delivery to 5,500 students. The exemplar paper, attached below, exhibits the use of competencies C.5, C.6, and C.8, listed above.
Another important aspect of leadership encouraged by the IOM is mentoring. I am involved in a mentor ship program with my school district, where I am the lead nurse, and Arizona State University’s nursing program. Over the course of fall 2015, I will be mentoring/precepting a nursing student who is studying for her bachelor’s degree.
Additionally, I am part of the mentor-ship program sponsored by the Arizona Nurses Foundation, a division of the American Nurses Association. In this capacity, I promote and develop the skills of junior nurses seeking to establish themselves as future leaders. It is my response to the “call for nurses to lead” (2011, p. 228). In it the IOM encourages nurses to “…take the time to show those who are new and less experienced the most effective ways of being an exceptional nurse at the bedside, in the boardroom, and everywhere between” (IOM, p. 228).
Reflective statement: The experiences in my work as lead district nurse at Isaac School district has given me opportunities to develop critically important leadership skill sets as outlined by the Core Competencies established by the NACNS. Additionally, my participation in mentor-ship programs in support of the Arizona Nurses Foundation and their parent organization, American Nurses Association further augments my development of nursing leadership.
IOM (Institute of Medicine). 2011. The Future of Nursing: Leading Change, Advancing Health. Washington, DC: The National Academies Press.
Alexandrov, A. W., Altizer, L., Baldwin, K., Cartwright, C., Chard, R., Donley, R., ... Williams, D. (Ed.). (2010). Clinical nurse specialist core competencies. National CNS Competency Task Force. Retrieved from http://www.nacns.org/docs/CNSCoreCompetenciesBroch.pdf
Alexandrov, A. W., Altizer, L., Baldwin, K., Cartwright, C., Chard, R., Donley, R., ... Williams, D. (Ed.). (2010). Clinical nurse specialist core competencies. National CNS Competency Task Force. Retrieved from http://www.nacns.org/docs/CNSCoreCompetenciesBroch.pdf
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