Management and Leadership of Professional Nursing

Running head: HEALTHCARE
Management and Leadership of Professional Nursing
Name of the Student
Name of the University
Author Note

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Introduction- The domain of health and social care services are continually facing
several changes, ranging from the implementation of technology to the accurate delivery of
patient care services. Hence, the role of professional nurse is continually evolving. It is a
well-established fact that apart from having the necessary academic qualifications, nurses are
also expected to be technologically savvy, during the demonstration of cost effective care
services, while they provide treatment (Glasby, 2017). According to Carvalho (2014) the
domain of professional nursing also requires nurses to fulfil the roles and responsibilities of a
communicator, holistic caregiver, specialists, instructor, and researcher. Nurses must always
demonstrate a preparedness for collaborating with a healthcare team, with the aim of
effectively performing a set of procedures and treatments. Furthermore, they must also ensure
coordinated and cohesive care for obtaining positive patient outcomes (Grace et al., 2016).
Moreover, healthcare professionals such as, nurses should also be able to address the
spiritual, cultural, and mental needs of all patients, regardless of their ethnic backgrounds.
Snowballing diversity in a mounting patient population necessitates nurses to establish
cultural awareness and compassion. Time and again it has been established that nursing
management comprises of the performance of several functions of leadership that are related
to decision making and governance, within organisations that employ nurses (Cherry &
Jacob, 2016).It encompasses processes that are common to different forms of management
such as, organizing, directing, planning, staffing, and controlling. This essay will discuss in
details one strategic goal, in relation to advanced mental health nursing, and will also
elaborate on leadership attributes and policy statement, relevant to the goal.
Strategic plan- The selected strategic goal and foci/focus within the goal- The
Peninsula Health Strategic Plan for 2013-2018 has been formulated with the vision of setting
future directions for the organisation, Peninsula Health over the aforementioned period. The
strategic plan selected for the purpose of the assignment also provides strong and definite

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policies for positioning the organisation in the form of a leader in the domain of person
centred care, and to collaboratively work with the wider community and additional service
partners for constructing a healthy community (Peninsulahealth.org.au, 2013). The Strategic
Plan can be cited as the outcome of a broad procedure of consultation, analysis, assignation
and selection in a healthcare setting that is marked by rapid and altering developments in
practice, policy, priorities, and institutional sites. The strategic goal 1 that focuses on person
centred care has been selected for advanced mental nursing practice. This particular goal
focuses on the need of providing a caring and welcoming environment to the clients, in
addition to involving them and their family members in making major decisions, related to
the caregiving process. Furthermore, another major attribute of the goal can be accredited to
the approach of providing healthcare for meeting the basic individual preferences of the
patients.
The selection for this strategic goal can be accredited to the fact that the term person
centred care generally refers to the act of placing a strong interest by the healthcare
professionals on the own experiences of the patients, in relation to their illness, health, needs
or injury (Eaton, Roberts & Turner, 2015). Thus, implementation of this care approach
ensures that nurses work with the patient’s definition of their condition, in addition to that
what is presented through medical diagnosis. Furthermore, with the aim of accomplishing
care services that is person-centred, it is imperative for all nurses to gain a sound
understanding of the biographies of the patients and family members. In addition, while
paying attention to patient experiences and life stories, the nurses are also able to understand
the expectations of the patients and their future aspirations. According to Ross, Tod and
Clarke. (2015) achieving such person centred care can often be challenging since it requires
the nurses to spend considerable time in listening and talking. However, ensuring that
patients are adequately involved and provided a central role in self-care has been recognised

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as a vital component of development and attainment of enhanced health outcomes (Ahmad et
al., 2014). The rationale behind selection of the goal can also be associated with the fact that
it putting patients at the core of their care ensures several domains namely, (i) improving
quality of the available services, (ii) assisting patients for receiving the care that is required,
(iii) assisting patients to remain active in self-management, and (iv) lowering the burden on
health and social care services (McCormack & McCance, 2016).
The development strategy will place necessary focus on two particular aspects of this
strategic goal namely, (i) leadership at different levels for improving patient experiences and
(ii) measuring, reporting, and evaluating on the performance. The first goal has been selected
because nursing leaders are generally defined as being idealistic, prepared with policies,
tactics and yearning to govern their services and teams for accomplishing a future vision.
Effective nursing leaders are able to maintain group efficacy, are passionate, active, and
create a motivational effect on others (Yoder-Wise, 2014). Hence, the development strategy
will focus on leadership development at different levels since strong leadership will
encourage all healthcare professionals to function together in the form of a team and will also
make the staff feel more enthusiastic and passionate towards caring for other people. Owing
to the fact that the absence of proper organisation increases chaos in the healthcare setting,
implementing necessary leadership skills would help in meeting the demands of the fast-
paced healthcare setting.
Selection of the second subset can be accredited to the fact that strong nurse leaders
retain the self-assurance of scrutinising their work processes in an authentic procedure, and
also work on methods for improvement (Eller, Lev & Feurer, 2014). Therefore, under
circumstances when the performance of the healthcare team falls under standard, the nurse
leaders must display a sense of willingness for making changes that will facilitate the
advancement of their performance to succeeding levels. In addition, formulation of the