Nursing Leadership Position and Vision of Education

Subject: Nursing
Pages: 3
Words: 823
Reading time:
4 min
Study level: College


The vision of nursing, whether it is in the health care systems or education, is to guide those taking up the profession to acquire the skills and deliver the standardized care to the public as well as the organizations/institutions providing the skills and the health care. Policies are formed in line with the nursing vision of any given health care institution or education institute. The vision is to reinforce a practice environment for those in the nursing profession as it delivers quality healthcare to all individuals in the society without any discrimination.


It is significant to establish an environment where the individuals in the nursing profession can enhance their skills. This should not be limited to the people in nursing education institutions, although, it should be the fundamental aspect in the nursing profession (Clark, 2008). Nursing should deliver the standardized health care to all the people who are in need of it. The organizations should align their strategies and policies with the expectations of the society as far as the health care services are concerned. Organizations should be willing to set the example as far as healthcare is concerned. Although management is good for the organizations, leadership through setting the right vision and following its main concept is the most important.

In a research conducted by Jeong et al. (2007), it was identified that “there was a statistically, significant relationship between nurses’ use of the principles of learning organization and organizational effectiveness.” (p. 60). In the results, the concept showed “an additional 24.9% of organizational commitment and a further 22.6% of job satisfaction (p.60). When the vision of a learning institution is effectively adhered to, those learning the nursing profession in the institution will be able to adhere to it even in their profession outside the institution.

Hahn (2001) identified that fifty percent of the nurses interviewed have keen interest on the vision of the organization they are working for. This is because it enables them to have an idea of what they are expected to give to an organization and what they are expected to gain from the organization. In this case, the organizations expects the nurses to deliver quality healthcare to those people in need of it without any discrimination while the nurses expect the organization to enable them to enhance/reinforce their skills and knowledge in the same profession.

Hinshaw (2000) explains the challenges and the opportunities in the nursing profession. However, he clarifies that the presence of the nursing vision enables more than sixty percent of the nurses to know how to differentiate the challenges from the opportunities or better still find opportunities in the challenges. This is in accordance to a research done on more than two hundred nurses in seven various healthcare organizations.

According to Daly et al. (2007), leadership is not only about leading the people/nurses in a particular situation, but it is also making sure that the professionals are able to handle other similar or slightly diverse situation in the future. This is why the vision puts emphasis on impacting the professionals with both knowledge and skills.

The nurses should not be expected to offer their skills and knowledge with the only reward being salaries and other monetary rewards. Enhancing one’s career through the provision of skills, knowledge and other opportunities that challenge one’s capabilities are also fundamental (Huber, 2006). This is why, it is necessary for every individual to collect the important things that are needed in life. In a secondary research conducted by O’Dowd (2004), he found out that the majority of the researchers had found out that more than fifty percent of the nurses were greatly dependent on the vision of the an organization, whether an educational one or a health care providing one, in advancing both their skills and their knowledge, regardless of the methods used.

While other nurses expected their opportunities to be presented in terms of real life experiences, others expected advanced training and guidance while others expected the organization to offer mentors who would not only over theoretical knowledge but also practical knowledge (Daly, et al., 2007).


It goes without saying that for one to work good and to present a good work and good level of professionalism, a person should be provided with all the necessary conditions for that. In good leadership, a vision should take care of the nurses in the profession and the people expecting to be provided with health care. This is because the leadership will be offered to the nurses who will, in turn, offer good and quality health care to the individuals in the society, especially to those who are in need of it and require any kind of help. Reinforcing a practice environment for those in the nursing profession as well as delivering quality healthcare to all individuals in the society without any discrimination is a vision that serves the health care giver and the one receiving the healthcare.


Clark, C. C. (2008). Creative Nursing Leadership and Management. Sudbury, MA: Jones and Bartlett Publishers.

Daly, J., Speedy, S., & Jackson, D. (2007). Nursing Leadership. New York, NY: Elsevier.

Hall, G. R. (2000). Expanding your vision of nursing practice. Journal of Gerontological Nursing, 26 (11):5.

Hahn, J. A. (2001). A strategic vision for nursing practice. The Journal of Nursing Administration, 31 (11): 517-9.

Hinshaw, A. D. Nursing Knowledge for the 21st Century: Opportunities and Challenges. Journal of Nursing Scholarship, 32 (2): 117-123.

Huber, D. L. (2006). Leadership and Nursing Care Management. New York, NY: Elsevier.

Jeong, S. H., Lee, T., Kim, I. S., Lee, M. H. & Kim, M. J. (2007). The effect of nurses’ use of the principles of learning organization on organizational effectiveness. Journal of Advance Nursing, 58 (1): 53-62.

O’Dowd, A. (2004). Nursing. Vision express. The Health Service Journal, 114 (5905): 26-28.