Introduction
The necessity for good leadership in healthcare and social care has become a common refrain in healthcare reform, stressing the importance of leadership in increasing quality. The commitment of the National Health Service (NHS) is to improve and promote strong, compassionate, and varied leadership at every level to jointly produce better benefits for the NHS and the patients. Leadership is a problem in healthcare that causes many challenges and opportunities among nurses, thus there is a need for good management among the practitioners.
Main body
The article “Leading Nursing Beyond 2020 – the Challenge and the Opportunity” highlights the recent progress in leadership among nurses. The challenges nurses face are clearly understood, and the steps they have attempted to take are clearly outlined. Most nurse leadership research has focused on a classical, noble, and hierarchical leadership perspective. On the other hand, critical leadership studies have pushed for a greater model of motivation in daily nursing practice (Hewison, 2020). Nurses’ ethical rules and perspectives on care quality must be consistent with those of other experts, administration, and patients. The nurses want to improve their patients’ results while feeling disciplined and controlled. Nurses rebel against the current quo by demonstrating rebel nurse management to deal with all this.
The article shares that the root cause of the problem in nursing goes beyond leadership. There are fundamental changes that need to be taken to streamline the field. Nurses need help at all levels to build their initiative, performance improvement experience, and competencies. It will help them to manage change, which might be viewed as putting further strain on an already overburdened staff. Many professionals would claim that clinical training is demanding enough without having to deal with many leadership obligations. According to the article, if clinical personnel want to affect the treatment patients receive, they must interact with leadership since leadership has been shown to impact the culture, which influences quality, safety, and the workplace environment (Armstrong, 2018). Leading and directing healthcare systems, whether at the individual or team level, is a professional duty of all doctors.
Adopting a compassionate mindset can help to bridge the gap between professional practice and professional leadership. Emotional treatment for people and workers should be the cornerstone of health care. Developing and supporting clinical leaders is necessary to harness the potential of clinical governance. Compassionate and participative management may be what the healthcare system needs. However, for this vision to become a reality, the strategy must be created, tested, and reviewed to add to the evidence basis for clinical leadership.
The article covers the soft approaches toward sustaining leadership in nursing but does not outline past failures so that future research can refer to those lessons and improve them. Nursing leaders are always concerned about retention since current conditions encourage high turnover (Hewison, 2020). The ongoing demands of patient safety and company quality efforts that complicate care delivery have caused many nurses to reconsider their professional ambitions.
Conclusion
In conclusion, the paper exposes how best to assist nurses at all levels to build their management and performance improvement abilities to lead and respond to change. The capacity to provide excellent leadership among nurses gives various benefits in the field. It assists them in pushing for the hurdles that prevent them from providing the best healthcare service. Strong leadership will assist in negotiating better terms and conditions, but lack of it causes many challenges among nurses. Adopting a compassionate mentality can aid in the bridge between clinical practice and formal leadership, but nurses’ ethical principles and opinions on quality care must be constant.
References
Armstrong, N. (2018). Management of nursing workplace incivility in the health care settings: A systematic review. Workplace Health & Safety, 66(8), 403-410. Web.
Hewison, A. (2020). Leading nursing beyond 2020 – the challenge and the opportunity. The Journal for Nursing Management, 28(4), 767–770. Web.