Nurse Leader's Fundamental Functions

The assignment discusses the importance of effective communication in healthcare leadership, highlighting the challenges of transmitting information to various stakeholders. It emphasizes the need for efficient and effective communication strategies, including meetings, conference calls, newsletters, emails, posters, and flyers. The article also touches on strategic management, identifying internal and external environments, and monitoring changes to formulate strategies. The overall goal is to develop a shared vision with stakeholders, fostering prolonged success of the organization.

Assignment 5th
As the work force is diverse with multiple conflicting priorities, a nurse leader’s fundamental
and the most crucial healthcare leadership functions, starts with the communication where the
information get transmitted for making one understandable to other. The communication can at
times be a challenge, since the leaders are the only person responsible for the information they
are providing, so the communication must be efficient as well as effective in order to maintain
the performance of the organisation (Laurie K. Lewis, Amy M. Schmisseur, Keri K. Stephens,
and Kathleen E. Weir, 2006). So, the methodologies of communication I will be using for
developing a shared vision with the stakeholders are through meeting, or by holding conference
calls or by way of Newsletters, or by sending Email and also Posters and Flyers at times.
Stakeholders can be any person, like the primary customers, i.e. the patients or can also be the
employees who have their interest vested in the company (Francesco Perrini Antonio Tencati,
2006). So, sharing vision with a wide range of stakeholders must be made through black and
white, that is through written communication, since human memory can be challenging at times,
so, when things gets jotted down, it gets easier to present before the stakeholders and in so doing
a complete report can be produced which will then help in benefitting the community members
for their need (Jane Coughlan Robert D. Macredie, 2002).
In order to apply strategic management to make my visions for outreaching the program to make
it a reality the strategies must be formulated as against the allocated resources for developing a
competitive advantage which will then allow the organisation achieve the goal in a successful
way (Kathleen E. Voelker, Jonathon S. Rakich & G. Richard French, 2001). As strategic
management creates a direction which helps the organization to take an approach to pursue their
vision with a strategic intent. Strategic management helps in identifying the internal and external
environments so that the strategies can get formulated, so basically strategic management is
concerned with the planning part based on the resources or the process used or the skills which
are adopted, but in order to cope with the contingent factors both externally and also internally,
each are every step are monitored (Kirk Hallahan, Derina Holtzhausen, Betteke van Ruler, Dejan
Verčič & Krishnamurthy Sriramesh, 2007). Hence the changed circumstances on a persistent
basis helps the organization in understanding the strategic position, based on which the strategic
choices for future can be worked out and then implemented or incorporated within it. So, while
using strategic management for sharing vision to the stakeholders, is in managing and integrating
the relationship along with the interests of the stakeholders for ensuing prolonged success of the
organization, since the stakeholder approach is emphasised on the business environment to be
actively managed towards the promotion of the shared interests (Max E. Clarkson, 1995).
References
Francesco Perrini Antonio Tencati. (2006). Sustainability and stakeholder management: the need
for new corporate performance evaluation and reporting systems. Business Strategy and
the Environment, 296-308.

Jane Coughlan Robert D. Macredie. (2002). Effective Communication in Requirements
Elicitation: A Comparison of Methodologies. Requirements Engineering, 47-60.
Kathleen E. Voelker, Jonathon S. Rakich & G. Richard French. (2001). The Balanced Scorecard
in Healthcare Organizations: A Performance Measurement and Strategic Planning
Methodology. Hospital Topics, 13-24.
Kirk Hallahan, Derina Holtzhausen, Betteke van Ruler, Dejan Verčič & Krishnamurthy
Sriramesh. (2007). Defining Strategic Communication. International Journal of Strategic
Communication, 3-35.
Laurie K. Lewis, Amy M. Schmisseur, Keri K. Stephens, and Kathleen E. Weir. (2006). Advice
on Communicating During Organizational Change: The Content of Popular Press Books .
International Journal of Business Communication , 113-137.
Max E. Clarkson. (1995). A Stakeholder Framework for Analyzing and Evaluating Corporate
Social Performance. Academy of Management Review.