Leadership for Beginning Practice: Reflection on Nursing Leadership Management

Running head: LEADERSHIP FOR BEGINNING PRACTICE
LEADERSHIP FOR BEGINNING PRACTICE
Name of the Student
Name of the University
Author Note

1LEADERSHIP FOR BEGINNING PRACTICE
Introduction
Kim is a student nurse in the transition to practice program in a tertiary hospital of
Western Sydney. At first she was working confidently and she was at per the standards of
nursing and following the professional frameworks of nursing. However, sudden occurrence of
the cardiac arrest of a patient in the ward she was working changed the scenario. It has been seen
that Kim was anxious and could not understand her responsibility and the registrar shouted on
her and warned her for not knowing the required instrument which should be provided to the
practitioner for the intubation process. However, the patient fortunately survived and the
practitioner resuscitated the patient but Kim was upset and depressed for her action. The
thoughts of incompetency and hopelessness caused her distress and her confidence has been seen
to be affected and she was thinking about leaving the job. Nursing Unit Manager of Kim
suddenly approached her in the busy floor and asked her to come to her office in front of
everyone which was very much embarrassing for Kim. Based on this case as a nursing leader I
will be describing the issues regarding the nursing leadership management and reflecting on
these aspects with consideration of the Gibb’s reflective cycle in the following section.
Reflection
Description
In terms of Kim’s case it has been seen that the nursing leader that is the Nursing Unit
Manager was responsible for the development of Kim as a professional nurse. Here, the Nursing
Unit Manager communicated with Kim in front of everyone this leads to dissatisfaction and
subsequently depression of Kim. Hence, on this context it can be found that Kim was confident
about her post and the working accordingly before the incident of the cardiac arrest in the ward.

2LEADERSHIP FOR BEGINNING PRACTICE
After the situation occurred Kim felt distress due to dissatisfaction from the situation and the
Nursing Unit Manager also called her in front of everyone which leads to more embarrassment in
Kim’s mind. On this context it has been seen that the nursing leader here lacks some leadership
competence and did not recognize the issue regarding Kim’s mental condition.
Feelings
As a nursing leader I feel that Kim should be able to manage herself better at the moment
of the cardiac arrest situation. It has been seen that the incompetence and the lack of self
confidence leads to the discomfort and the depression of Kim. Kim should focus on the
development of her nursing competence and improvement of her communication along with
other leadership skills such as the emotional intelligence, critical thinking, and dedication to
excellence and professional socialisation (Roche et al. 2015). All these competences were
lacking in Kim’s condition. Moreover, the Nursing Unit Manager also showed a neglecting
behaviour as she asked Kim in front of everyone despite of knowing her condition and not
considering her psychological condition. Hence, I can state that the Nursing Unit Manager also
lacks some leadership competences including the emotional intelligence, mentorship, integrity,
respect, professionalism and professional socialisation (Carragher and Gormley 2017). On this
context I feel that the Nursing Unit Manager should improve her leadership management skills
and also the professional relationship with the employees working under her. The Nursing Unit
Manager showed the lack of positive thinking competences and the positive communication
along with the situational management skills. Hence, the development of these skills should be
considered as well for the leader in this case.