Nursing

Describe how different theorists explain change. Although nurses should understand and anticipate these reactions to change, they need to develop and exude a different approach. They can view change as a challenge and encourage their colleagues to participate. They can become uncomfortable with the status quo and be willing to take risks. This is a […]

Explain why nurses have the opportunity to be change agents. Key Terms Change Change agent Driving forces 1. Explain why nurses have the opportunity to be change agents. 2. Describe how different theorists explain change. 3. Discuss how the change process is similar to the nursing process. 4. Differentiate among change strategies. 5. Discuss how

  Tools for Leading, Managing, and Following 1. Pay attention to the context: Are you leading, managing, or following in this situation? 2. Recognize that each situation requires a specific skill set. Each is described in the chapter. 3. Notice others whose leadership style you admire and try to incorporate their behaviors in your own

A constructive follower has several positive characteristics: ● Self-directed ● Proactive ● Supportive ● Commitment ● Initiative Many of these qualities are the same ones that make an excellent leader, discussed next. What Makes a Successful Leader? Leadership success is an elusive quality. Some people seem to be natural leaders, and others struggle to attain

A Day in the Life of a First-Level Manager As the manager for a surgical intensive care unit (SICU), Jamal Johnson is routinely responsible for supervising patient care, trouble shooting, maintain- ing compliance with standards, and giving guidance and direction as needed. In addition, he has fiscal and committee responsibilities and is accountable to the

Professionalism Communication & relationship management Business skills and principles Knowledge of health care environment Leadership Figure 4-1 • Core of leadership competencies. Source: Copyright © 2005 by the American Organization of Nurse Executives. Address reprint permission requests to aone@aha.org. 50 PART 1 • UNDERSTANDING NURSING MANAGEMENT AND ORGANIZATIONS Clinical Nurse Leader The clinical nurse leader

what if you were a pediatric oncology clinic manager? Staff Nurse Although not formally a manager, the staff nurse supervises LPNs, other professionals, and assistive personnel and so is also a manager who needs management and leadership skills. Com- munication, delegation, and motivation skills are indispensable. In some organizations, shared governance has been implemented and

Emotional Intelligence Domains and Associated Competencies PERSONAL COMPETENCE: These capabilities determine how we manage ourselves. Self-Awareness • Emotional self-awareness: Reading one’s own emotions and recogniz- ing their impact; using “gut sense” to guide decisions • Accurate self-assessment: Knowing one’s strengths and limits • Self-confidence: A sound sense of one’s self-worth and capabilities Self-Management • Emotional

What would you do if two registered nurses called in sick for the 12-hour night shift? What if you were a manager for a specialty unit and received a call for an admission, but had no more beds? Or what if you were a pediatric oncology clinic manager and a patient’s sibling exposed a number

Five Areas of Competency AONE BELIEVES THAT MANAGERS AT ALL LEVELS MUST BE COMPETENT IN THE FOLLOWING: COMMUNICATION AND RELATIONSHIPS-BUILDING COMPETENCIES INCLUDE: ● Effective communication ● Relationship management ● Influence of behaviors ● Ability to work with diversity ● Shared decision making ● Community involvement ● Medical staff relationships ● Academic relationships KNOWLEDGE OF THE