Effective nursing leadership is a key strategy that can improve patient care results, contributes to the availability of high-profile staff, and enables effective preparation for patient care requirements. Productive nurse leaders certify the availability of a suitable workforce and resources to realize excellent care quality and outcomes (Bahadori et al., 2018). Nurse administrators play a part in setting strategies as they involve in decision-making at the top level, and they have the capability of influencing perception and practice in nursing. There is a relationship between nurse leadership and patient healthcare use, satisfaction, mortality, difficulties, and unfavorable events; the type of leadership applied determines the outcome of each scenario. It is relational and supportive leaders that result in positive practice surroundings by offering support and inspiration, transparency in communication, and individual attention; this is only achievable as a result of their knowledge of care services (Waxman et al., 2017). Nurse leaders encourage constant advancement in knowledge, expertise, and capabilities of staff, and this leads to quality of care. It is important to remove barriers in the sphere of the practice of nurses and recruit them to leadership roles for effective performance.
When it comes to quality improvement in health, nurses are directly engaged in it, and they are in charge of watching and evaluating patients. They are involved in patient care, managing medication, helping with surgical procedures, gathering data, and many more (Kakyo & Xiao, 2017). Nurses also supervise other care providers and assist in educating patients together with their families concerning post-hospital care. The role of nurses in quality improvement is to perform integrative processes to achieve organizational quality improvement objectives and to assess, advance, and regulate nursing-sensitive indicators that influence patient outcomes that are distinct to a nursing career. Nurses face challenges such as insufficient staffing, irregular distribution of timetables, and hard responsibilities that always conflict with improving nursing practices (Lindley et al., 2017). Hospitals can improve patient care quality by improving the quality of their infrastructure, training, skills of workers, and the effectiveness of operational systems; they should implement patient-oriented systems.
Bahadori, A., Peyrovi, H., Ashghali-Farahani, M., Hajibabaee, F., & Haghani, H. (2018). The relationship between nursing leadership and patient satisfaction. International Journal of Medical Research & Health Sciences, 5(10), 134-141.
Kakyo, T. A., & Xiao, L. D. (2017). Nurse managers’ experiences in continuous quality improvement in resource‐poor healthcare settings. Nursing & Health Sciences, 19(2), 244-249.
Lindley, L. C., Herr, K. A., & Norton, S. A. (2017). The role of hospice and palliative care nurses in quality improvement. Journal of Hospice & Palliative Nursing, 19(2), 160-165.
Waxman, K. T., Roussel, L., Herrin-Griffith, D., & D’Alfonso, J. (2017). The AONE nurse executive competencies: 12 years later. Nurse Leader, 15(2), 120-126.