Leadership for Quality Effectiveness and Safety: Report on Nursing

This report provides a comprehensive analysis of leadership for quality effectiveness and safety in a healthcare setting, specifically focusing on a mental healthcare environment. The first part of the report details a critical incident involving a suicidal patient, reflecting on the author's leadership approach as a shift supervisor and evaluating the impact of their actions on staff behavior and patient safety. The findings highlight the shortcomings of an authoritative leadership style and the importance of effective communication and staff collaboration. The second part of the report presents a 12-month personal development plan for the author, aimed at enhancing their leadership skills through transformational leadership techniques, simulation-based team training, and improved communication strategies. The plan includes specific goals, strategies, and a Gantt chart to track progress, with a focus on improving patient care and fostering a safer, more supportive work environment. The report emphasizes the importance of continuous learning, effective communication, and the application of evidence-based practices to improve leadership capabilities in nursing.

Running head: LEADERSHIP FOR QUALITY EFFECTIVENESS AND SAFETY
LEADERSHIP FOR QUALITY EFFECTIVENESS AND SAFETY
Name of the Student:
Name of the University:
Author note:

LEADERSHIP FOR QUALITY EFFECTIVENESS AND SAFETY 1
Table of Contents
Part 1................................................................................................................................................3
Description.......................................................................................................................................3
Findings...........................................................................................................................................4
Evaluation........................................................................................................................................5
Analysis...........................................................................................................................................5
Conclusion.......................................................................................................................................6
Action Plan......................................................................................................................................6
References....................................................................................................................................8
Part 2..............................................................................................................................................10
Nursing Personal Development Plan.............................................................................................10
Purpose......................................................................................................................................10
Goal 1: Focus on transformational leadership while directing subordinates (1-2 months).......10
Strategies to be implemented.....................................................................................................11
Goal 2: Restructure care to optimize professional expertise and knowledge (3-6 months)......11
Goal 3: Form cultural base and system of safety which stimulate, support and expand strength
and team performance in all spheres of nursing (6-8 months)..................................................12
Goal 4: Participating in healthcare teamwork to guarantee safe and trustworthy patient
treatment (12 months)................................................................................................................13
Model for Improvement.............................................................................................................14

2LEADERSHIP FOR QUALITY EFFECTIVENESS AND SAFETY
Nursing Performance and Improvement Infrastructure and Responsibility..............................14
Gantt chart.....................................................................................................................................17
References......................................................................................................................................18

3LEADERSHIP FOR QUALITY EFFECTIVENESS AND SAFETY
Part 1
Description
There has been witnessed an increasing value of organizational leadership, which serves
in highlighting safety actions related to forming cultural safety, acting responsive to patient in
healthcare organizations (HCOs). I was engaged as a shift supervisor in mental healthcare
hospital when I encountered critical incident of suicidal attempt by a patient, which eventually
intensified the organizational culture and staff behavior. As a staff leader, I expected staffs to act
proficient and come up with instantaneous resolutions to handle disaster happened in the
organizations. However, to my unexpectedness, I observed junior nurses rather than reassuring
other patients about their safety were showing severe apprehension and inability in handling the
crises. At this juncture, I observed discontentment and disapproval between junior staffs and unit
manager who cautioned them regarding their failure to maintain patients’ safety and counsel
them efficiently to realize their mental turmoil and failed to record the recovery of the patient.
However, while discussing the issue with unit manager and staffs of I applied authoritarian
leadership style. I immediately assigned staffs from other units and instructed them to supervise
the unit until I come up with strategic resolution to conciliate the crisis. This abrupt decision of
assigning staffs from other units as substitutes has been perceived as highly authoritative by
employees of the hospital. Instead of supervising the staffs during the crisis and directing them to
the right path, I changed the staff base of the particular unit to delve into the actual reason behind
the cause of crisis and risk factors which have resulted in failure of maintaining patient safety.

4LEADERSHIP FOR QUALITY EFFECTIVENESS AND SAFETY
Findings
My authoritative leadership has not been viewed as constructive by staffs of hospitals,
which I suppose will pose impact on my prospective leadership approaches while serving as shift
supervisor. Moreover, gathering insights from the case, I find that my autocratic leadership
approach had been highly incompetent, as this type of approach is usually perceived with utmost
antipathy and aversion. The hospital constitutes of various professional groups and complex as
well as nonlinear acquaintances. Furthermore, the clear complication of this system has been one
of the key impacts of issues, which gave rise to lack of communication and resentment amongst
staffs. Moreover, considering the case of suicidal crisis and staffs’ failure to record patients’
recovery and safety, it has been certain that liabilities of professional staffs in specialized areas
initiated certain questions to my authoritarian leadership approach. On the other hand, hospital’s
poor communication and lack of clarity amongst staffs have been major leadership potential
killing and consequently led me to apply authoritative leadership approach.
Being shift supervisor, I observed that staffs were clearly uncertain about their
organizational goals and my strategies, which eventually raised my frustration. Although, my
leadership approach placed all pressures specifically on me, it has been perceived as regulative
and forceful. Furthermore, while witnessing lack of group input, collaboration and most
importantly significant gap between unit manager and junior staffs. Human error and consistent
lack of proficiency led me to take control over the staffs, thus rather than handling the situation
collectively, I chose the path of authority. However, at this juncture, I take into consideration that
there might arise resentment and umbrage amongst team members regarding the sudden
reservation of existing staffs from the unit. Additionally, they might have experienced lack of
attachment with the organization and as part of the decision-making procedure. Thus, my

5LEADERSHIP FOR QUALITY EFFECTIVENESS AND SAFETY
authoritative leadership approach showed lack of creativity, which eventually would have
negatively hurt, affected the overall performance of the staffs.
Evaluation
While evaluating my whole experience, I observed that being shift supervisor has been
quite eventful. During my tenure as shift supervisor in this mental health centre, I had the
opportunity to work with individuals from diverse background. Their diverse perceptions and
notions led me to comprehend various situations and patients. In several situations, I realized that
obtaining the cultural and ethnic background of members was quite challenging. Moreover, in
some cases, there had been issues related to state laws that were required to be followed
regarding obtaining information about patients and their previous health records. On the
contrary, significant lack of communication amongst staffs and unit manager and lack of
proficiency of staffs impeded my course of leadership and led me to show authority as leader and
strictly regulate the staffs to generate immediate progression to the current operation and most
importantly to improve patients’ safety, assured recovery and organization reputation (Giddens,
2018).
Analysis
Poor leadership in healthcare organizations increase outlays, decrease efficacy level and
increased level of dissatisfaction amongst employees, further resulting in low patient
contentment and community health level (Vaismoradi et al., 2016). Furthermore, Ellis (2018)
noted that constant experience with volatile issues, inability in instantaneous decision-making,
expertise of dealing with crises while dealing mental health patients along with stress due to long

6LEADERSHIP FOR QUALITY EFFECTIVENESS AND SAFETY
shift working hours and extensive work pressure increased the lack of expertise and leadership
strategies among hospital personnel. As per the study of GLOBE (2016), poorer level of
prominence on the milieu of leadership considerably reduces efficiency of governance.
Furthermore, in the view of Lee, Scandura and Sharif (2014) key challenges in HCOs have been
linked to taking no notice of staffs in leadership measures have offered similar views. Studies
mentioned the vitality to assist healthcare leaders as well as their decisions to exceed
professional struggles and accordingly apply effective leadership methods. Furthermore,
constructive impacts of authorizing and teaching leaders in clinical domain can augment
employee capability and allow HCOs to focus on organizational purposes, plans and tactics
(Fischer 2016).
Conclusion
Hence, to conclude, while evaluating my whole experiences as shift supervisor I
must consider communication plan as well as systematic simulation-based team training in order
to improve response amongst nursing superintendents as well as other nursing experts.
Furthermore, to develop greater efficiency I must apply transformational leadership approach by
including effective communication as well as knowledge distribution amongst staffs.
Action Plan
To develop as proficient staff leader, I must learn and apply transformational leadership
techniques. I must improve effective communication skills and knowledge in leadership and
work arena. Through transformational leadership techniques, I must supervise staffs to increase
their ability of solving problems as well as prompt decision-making tactics during crisis period in

7LEADERSHIP FOR QUALITY EFFECTIVENESS AND SAFETY
addition to risk-taking attitude. My taking ideas from my supervisors about transformational
leadership techniques, I must motivate the staffs to surpass the reputable performance standards
of the organization. In addition to this, I must start simulation-based team training for learning
about safe teamwork during crisis, which will further progress awareness and understanding of
staffs as well as leaders in complex organizations. It is important to note that through systematic
simulation-based team training numerous nursing experts have observed an augmented
excellence of coalition and communication with nursing authorities (Ennis, Happell and
ReidSearl, 2015).
Furthermore, I must maintain a daily goal sheet to record my progression on leadership
ability. Additionally, through transformational leadership technique, I must form focus groups,
discussions as well as team training in order to acquire tactics of handling unexpected crisis. I
have realized that in mental health nursing, ability to communicate with staffs in reassuring
approach displays more prominence, since interactive capabilities have been considered as an
important part of mental health nurses' medical services. Thus, I must gather insights from
various online journals, blogs, and evidence based articles and videos to learn methods of
forming effective communication abilities with other employees. Such a competence with
capability with the practice of precise words; vernaculars and information sharing at the suitable
time are important for effectual leaders. This will help me to attain the tendency to expedite
approachability and elevate proficiency.

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References
Ellis, P., (2018). Leadership, management and team working in nursing. Learning Matters.
Retrieved from: https://books.google.co.in/books?
hl=en&lr=&id=NT9XDwAAQBAJ&oi=fnd&pg=PT10&dq=Ellis,+P.,+(2018).+Leadership,
+management+and+team+working+in+nursing.
+Learning+Matters.&ots=U1Gy_awQdz&sig=stTsx9bj2hFgKB772CiKZUYrQNE
Ennis, G., Happell, B. and Reid Searl, K., (2015). Clinical leadership in mental health nursing:
The importance of a calm and confident approach. Perspectives in Psychiatric Care, 51(1),
pp.57-62. doi: 10.1111/ppc.12070
GLOBE., (2016). An overview of the 2004 study: Understanding the Relationship Between
National Culture, Societal Effectiveness and Desirable Leadership Attributes. GLOBE Project.
Retrieved from: https://books.google.co.in/books?
hl=en&lr=&id=4MByAwAAQBAJ&oi=fnd&pg=PA1&dq=Globe+Relationship+Between+Nati
onal+Culture,
+Societal+Effectiveness+and+Desirable+Leadership&ots=7hkHGwc58A&sig=m9tM4DZFCYl
LIjkzECH_sgxeuiM
Lee, K., Scandura, T.A. and Sharif, M.M., (2014). Cultures have consequences: A configural
approach to leadership across two cultures. The Leadership Quarterly, 25(4), pp.692-710.
Retrieved from:
https://s3.amazonaws.com/academia.edu.documents/39878962/Cultures_have_consequences_A_
configural_20151110-12876-a1af31.pdf?response-content-disposition=inline%3B%20filename
%3DCultures_have_consequences_A_configural.pdf&X-Amz-Algorithm=AWS4-HMAC-

9LEADERSHIP FOR QUALITY EFFECTIVENESS AND SAFETY
SHA256&X-Amz-Credential=AKIAIWOWYYGZ2Y53UL3A%2F20190910%2Fus-east-
1%2Fs3%2Faws4_request&X-Amz-Date=20190910T070040Z&X-Amz-Expires=3600&X-
Amz-SignedHeaders=host&X-Amz-
Signature=21cb438f40d60ea92726be1fa4dd26212eed1086b8eff62a34f8eed4aeaa2189
Vaismoradi, M., Griffiths, P., Turunen, H. and Jordan, S., (2016). Transformational leadership in
nursing and medication safety education: a discussion paper. Journal of nursing
management, 24(7), pp.970-980. Retrieved from:
https://nordopen.nord.no/nord-xmlui/bitstream/handle/11250/2388848/Vaismoradi.pdf?
sequence=3
Fischer, S.A., (2016). Transformational leadership in nursing: a concept analysis. Journal of
Advanced Nursing, 72(11), pp.2644-2653. https://doi.org/10.1111/jan.13049
Giddens, J., (2018). Transformational leadership: What every nursing dean should know. Journal
of Professional Nursing, 34(2), pp.117-121. https://doi.org/10.1016/j.profnurs.2017.10.004

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Part 2
Nursing Personal Development Plan
Purpose
Involvement of nurses has been regarded as vital to any major healthcare improvement plan. As
an efficient provider of healthcare-related services, nursing professionals must obtain utmost
proficiency, awareness and participation in explaining and improving ways in which they serve
patients. The idea of value, excellence and performance improvement has been well established
and found in nursing process (Carvalho et al., 2019). Nursing professionals have currently
understood that development plans result to continuously improving performance and culture,
which adopts performance improvement strategies. Applying Institute for Healthcare
Improvement for developing healthcare quality and safety through framework of nursing has
been established. The purpose of this improvement plan is based on Institute of Medicine for
successful development in various dimensions of healthcare.
Goal 1: Focus on transformational leadership while directing subordinates (1-2
months)
Objectives
 Develop transformational leadership skills to establish and implement organizational
setting which can accomplish the needs of patient population and HCO's yearly client
service quality goals (Masood and Afsar, 2017)

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 Increase encouragement and assurance to serve as decisive leaders and guarantee
supreme quality care (Ellis, 2018).
 Seek effective organizational learning opportunities in order to obtain knowledge and
create tools to attain desired objectives.
Strategies to be implemented
 Engage in nursing training programs introduced by University of Calgary's nursing
programs to distinguish relevant evaluation tool. This tool can be used to conduct gap
analysis of the existing status of knowledge related to quality and safety of patient.
 Engage in training sessions at all levels in quality development and care process redesign
via a range of initiatives to incorporate:
1. Shared Governance and Educational Provisions
2. Investing Executive Excellence (E3) mentoring program
3. Center for Frontline Nursing Leaders
 Utilize the Nursing Collective Governance model as well as unit boards as a platform to
include nurses in important process development and patient safety programs
Goal 2: Restructure care to optimize professional expertise and knowledge (3-6
months)
Primary Objectives
 Direct the organization in generating evidence, which will determine nursing practices,
distinguishing and legitimizing the progress of knowledge and expertise in rapidly
changing setting (Lee and Kim, 2016).