Leadership and Management in Nursing

This assignment explores the role of leadership and management in enhancing quality and safety in nursing. It discusses the concept of transformative leadership and its impact on healthcare organizations. The assignment also highlights the need for effective management and teamwork skills in healthcare practitioners for delivering safe and evidence-based care.

Running Head: Nursing
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Name of University
Name of the course
Author Note

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Introduction
In context of the failure of the health care system of Australia, this assignment aims to identify
two of the major responses with literature for exploring the context of the health care service
inquiry. The assignment will explain leadership and management and quality and safety as the
two modules for the response of health system towards safe and evidenced base delivery of care.
Module 1
Leadership and Management
For enhancing quality and inclusion of care the effective management of healthcare practitioners
is critical. Medicine and nursing based on evidence are well-known as instruments for setting up
high productivity and quality of care efficient healthcare organisations. Healthcare practitioners '
management and leadership is critical to performance enhancement and inclusion.
Effective management in nursing is a vehicle that meets the requirements of health care and
consumers. Leadership means the show between the leading individuals as well as the choosing
to obey, while it relates to the way a team or group of people acts and coordinates them for a
common purpose (Harvey & Faunce, 2005).
Transformative management is a method motivating supporters to appeal to higher concepts and
moral values in which the leader has a profound set of inner principles and thoughts and is
convinced that his followers can behave in a manner that sustains the greater good than their own
interests. For employees to risk and stretch limits of thought and practice, transformative rulers
ensure sufficient circumstances for energy, creativity and innovation. The transformational
leading style involves the prevalent features of a transparent and open leader (Casali & Day,
2010). This is defined by the development of relationships and employee motivation. Typically,

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transformation leaders are able to encourage trust, respect, and allegiance in a common vision
which enhances productivity, enhances worker morals and job satisfaction. The reports from the
investigation show that the above features among the main figures or important figures in the
situation were absolutely not apparent.
Each of the investigations found that the quality of care was below acceptable norms, according
to proof from the survey. People with a few committed and altruistic employees raised concerns
about under-standard care. The communication between the hospital and the official control
agency responsible for protecting patients was difficult (Cleary, 2014).
The official processes for sentinel reporting of negative medical occurrences were divided.
Teamwork and cooperation were poorly felt. The healthcare organization, patients and their
families had bad communications.
Despite countless inquiries of these flaws and the myriad of suggestions to avoid them from
recurring, critical events and disastrous system failures keep on happening. For any organisation
in achieving goals, unit management, and the promotion of a good working setting, goals and
team-oriented, transformation leadership theory is essential (Doody & Doody, 2012). It enables
the leader to pursue a greater level of ethics. The leader has the features. Leaders with a
transformative management style can have a substantial effect on the job setting, patient care and
organisation's engagement..
There was not enough, in itself, for a good organizational culture to be ensured and for unethical
and potentially illegal conduct in Bundaberg Hospital to be found powerful personal values
among employees and strongly defended values in line with Community expectations and
supported by legislation and ethics systems. Indeed, a review of the Queensland health scheme

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that led to the incidents at Bundaberg Hospital, which was somewhat surprising, revealed that it
heard statements that sometimes the Queensland Health Code of Conduct "was used as a
instrument of bullying or intimidating Queensland health workers.
Module 2
Quality and Safety
The Bundaberg Survey showed that the biggest reason for numerous physicians ' defections was
rampant harassment, bullying, and victimization. The organization of discussion could have
undertaken some of the strategically moves targeting risk management strategy for the
prevention of the health care system failure (Cleary & Duke, 2017). The following risk
management plan might have helped the organization to prevent the challenges faced in the
quality and the safety of the care of the organization in discussion.
Teamwork skills and credentialing
The organization should have practised the process of credentialing and verify the professional
records of doctors before allowing them to practise within the health care unit. The organization
should have established interdisciplinary programs of training and education within the field of
communication and team work skills (Edwards, Lawrence & Ashkanasy, 2016). The hospital
departments should have provided multidisciplinary information package and orientation to all
the clinicians joining outlining the policies and the procedures of the departments and also the
roles and responsibilities of all personnel. The hospital departments should have the explicit
process towards the co-ordination of the activities with the provision of care to patient, facilities
of record of clinical data , structured data of patient regarding summary of discharge, referrals of
community and more.

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Patient Advocacy The organization should have established set of standardized process for the
registration. In case of professional incompetence, the organization should have enabled the
process of enacting whistle-blower protection; legitimating the concerns regarding the patient
care. The strategy of reporting and acting regarding the misses and incidents are some of the
factor that the hospital should have noticed for preventing health care challenges.
Clinical governance and performance monitoring
The organization should have accredited and benchmark their policies and the rules prioritizing
patient safety (Zhang et al., 2019). The departments of hospital should have measure, analyse
specified care process and outcome indicators of clinic in continuous mode with the use of the
statistical process methods. All the departments of the organization should have developed
ongoing safety and quality program over the essentiality of patient quality and definition of roles
of the health care professionals. The hospital management should have managed the auditing
regarding the consistent and unacceptable rates of the preventable errors that causes questionable
degrading clinical practises and poor governance. Finally the organization should have the
facilities of monitoring and responding to the complaints received form the patients and the
patient families.
The risk management strategy highlighted above might have changed the outcomes of the
process of the inquiry (Nowotny et al., 2019). Following the above strategically steps, the
organization would have prevented the challenges related to health care by the effective
implementation of evidence based practises related to patient safety and data driven
performances related to the monitoring systems.

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Reference
Casali, G. L., & Day, G. E. (2010). Treating an unhealthy organisational culture: the implications
of the Bundaberg Hospital Inquiry for managerial ethical decision making. Australian
Health Review, 34(1), 73-79.
Cleary, S. (2014). Nurse whistleblowers in Australian hospitals: a critical case study (No. Ph.
D.). Deakin University.
Cleary, S., & Duke, M. (2017). Clinical governance breakdown: Australian cases of wilful
blindness and whistleblowing. Nursing ethics, 0969733017731917.
Doody, O., & Doody, C. M. (2012). Transformational leadership in nursing practice. British
Journal of Nursing, 21(20), 1212-1218.
Edwards, M. S., Lawrence, S. A., & Ashkanasy, N. M. (2016). How Perceptions and Emotions
Shaped Employee Silence in the Case of “Dr. Death” at Bundaberg Hospital. In Emotions
and Organizational Governance (pp. 341-379). Emerald Group Publishing Limited.
Harvey, K., & Faunce, T. (2005). A critical analysis of overseas-trained doctor (OTD) factors in
the bundaberg base hospital surgical inquiry. Law Context: A Socio-Legal J., 23, 73.
Nowotny, B. M., Loh, E., Lorenz, K., & Wallace, E. M. (2019). Sharing the pain: lessons from
missed opportunities for healthcare improvement from patient complaints and litigation in
the Australian health system. Australian Health Review, 43(4), 382-391.
Zhang, J., Healy, H. G., Baboolal, K., Wang, Z., Venuthurupalli, S. K., Tan, K. S., ... & Kan, G.
(2019). Frequency and Consequences of Acute Kidney Injury in Patients With CKD: A
Registry Study in Queensland Australia. Kidney Medicine.

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