Magnet Recognition and its Impact on Nursing Leadership (NSG 513)

This report provides a comprehensive overview of the Magnet Recognition Program, a prestigious designation awarded by the American Nurses Credentialing Center (ANCC) to healthcare organizations demonstrating excellence in nursing practice. The report details the program's benefits, including enhanced leadership, improved patient care and safety, and financial gains. It outlines the requirements for achieving Magnet status, emphasizing transformational leadership, structural empowerment, exemplary professional practice, and empirical quality outcomes. The report further explores the impact of the program on attracting and retaining top nursing talent, elevating nursing standards, and fostering a culture of continuous improvement. Additionally, it discusses the financial advantages for organizations with Magnet status and the importance of transformational leadership and scholarly nursing practice within the framework. The analysis includes relevant references to support the discussed concepts.

Magnet Recognition
Star Narksompop
NSG 513/Interprofessional Leadership
JANUARY 13, 2020
EMPOWERING NURSES

The Magnet Recognition Program
 The program is operated by American Nurses Credentialing Center(ANCC)
 To recognize the highest excellence in the nursing practice in different organizations
 It is focused on the quality of care (Friese et al., 2015).
 The program encourage new strategies in the practice of nursing.

Advantages of Magnet Recognition
 The interrelationship between the integrity in the professionalism and supreme quality
leadership is promoted by this program.
 This program attracts the most excellent nursing staffs and retains them.
 The promotion of an improved care and safety in the patients along with the satisfaction level
in the patients.
 A framework for combined culture is provided.
 Improvement in the standards of the nursing practice.
 Monetary gain by the associated organization (Stimpfel et al 2016).
 After the submission of a written documentation regarding the patient care and outcome,
which demonstrates all the quantitative and the qualitative data, the application for a magnet
recognition for a hospital must be submitted (Meddings, 2015).

Requirements to Acquire a Magnet
Designation
 Transformational leadership
 Empowerment in the structural level
 Professional practice that can be set as an example
 Continuous improvement of knowledge, practice and thinking strategies that would
lead to innovations
 Achievement of the excellent quality outcome.

The Attraction and Retention of the
Best Talented Nursing Staffs
 The level of satisfaction in the RN should be increased.
 The number of vacancy for the RN post should be decreased by hiring more staffs and
the turnover rate of the RN should also be kept low.
 The burnout in nurses must be decreased and more RN should be retained.

Elevation of the Standards of
Nursing Practice
 The clinical units should be effective and efficient.
 The death rates should be lower.
 Decreased falls.
 The quality of care and the patient safety should be subjected to improvement.
 The services involving the emergency department and urgent care should be used less
frequently (Wenzler 2015).

Benefits for the Organization in the
Financial Level
 The magnet status will automatically display the quality of case for a hospital as the
press and media will be attracted to it. The budget for increasing the publicity will be
lowered.
 Attraction of potential investors looking for collaboration which will result in successful
partnership (Tai & Bame, 2017).
 The RN turnover rate will be lower along with the rate of lost productivity.
 The requirement of using the services of the other agencies will be lowered.
 Needle stick injuries and Musculoskeletal injuries in the nursing staffs will be lowered.
 Acquiring advantages over other healthcare organization in attracting more patients.

Framework for Transformational
Leadership
Transformational leadership has four elements:
1. Consideration of each individuals.
2. Stimulation provided on the intellectual level.
3. Inspirational motivation
4. Idealized influence
Goals set for the leader:
 Development of a visual image that is both attractive and challenging for the employees.
 Development of a strategy to achieve that vision.
 Turn the vision into action by first specifying it.
 The vision and its implementation should be talked about with decisiveness, confidence and optimism.
 Small planned steps and achievement of small successes should lead to the full implementation of a vision.

Leadership Excellence and
Professional Integrity
 Sound principle bound a person with Integrity and their ethical behavior motivates
the others. Integrity can be considered as the most important component
of leadership in this society because people only follow someone on whom they can
put their trust on. It does not matter if the person has some other qualities if they do
not possess integrity.

Empowerment of the Nurses with
Magnet Recognition Program
Four aspects of structural empowerment are:
 Access to resources required for an individual’s work
 Access to information required for getting an individual’s job done along with the
knowledge on the organization in order to understand it better.
 Provide support to an individual for the performance and responsibility they have
displayed in their jobs.
 opportunity for professional development and growth (Wilson et al. 2015).

Improvement of Disadvantages of
the Organization
 Shortage in the number of staffs
 Skills that have limitations
 Communication lacking effectiveness
 Lack of adequacy in the strategic relationships

Enhancing Strengths of the
Organization
 Availability of advanced level Equipments
 Good quality Infrastructure
 High growth rate because of improved nature of their services
 Strong Relationships with suppliers and the partners
 Adequate level market size
 Organizational Culture
 Proper maintenance of public relation

Frameworks of French and Raven,
and Kelman to support Magnet
 According to French and Raven, seven types of power can be recognized to be
exhibited by the people who interact socially. Those seven types of powers are: 1)
reward, 2) coercive, 3) referent, 4) legitimate, 5) expert, 6) informational, and 7)
connectional
Power and authority come from the person who is being subjected to
influence – instead of the person who have more powerful position.
Leadership can also be labelled as followership
 Kelman’s model described that the opinions and attitudes of a person get deeply
affected by the social processes.
The use of power and influence on others have three possible outcomes:
commitment, compliance, or resistance(Ledlow & Stephens, 2018, p. 335).

Transformational Leadership
1. Consideration of each individuals.
2. Stimulation provided on the intellectual level.
3. Inspirational motivation.
4. Idealized influence.

Scholarly Nursing Practice
 The nurse leaders must set examples while attempting to be a role model.
 In order to develop scholarly nursing practice, a foundation of culture is necessary that
encourages the nurses.
 Attempt for aligning the nursing practice goals within the framework of system goals
 Elevated level of nursing discipline and structure should be attempted using
evaluation and data.

Conclusion
 Transformational leader is capable of creating impact on both the cultures related to
the nursing and the overall organization.
 The nursing and the senior nursing leadership is promoted when an organization
achieves the magnet recognition status by embracing the scholarly nursing practice.
 In order to ensure the continuous growth of a nursing workforce who are focused on
the scholarly practice, the senior practice leader may initiate a partnership with the
chief academic nursing officer, since it can be proved to be beneficial.
 The powerful and positive transformational leadership style can be considered as the
core component of the magnet recognition model.

References:
Ledlow, G. R., & Stephens, J. H. (2018). Leadership for health professionals: theory, skills, and
applications. Burlington, MA: Jones & Bartlett Learning
Friese, C. R., Xia, R., Ghaferi, A., Birkmeyer, J. D., & Banerjee, M. (2015). Hospitals in ‘Magnet’program
show better patient outcomes on mortality measures compared to non-‘Magnet’hospitals. Health
Affairs, 34(6), 986-992.
Stimpfel, A. W., Sloane, D. M., McHugh, M. D., & Aiken, L. H. (2016). Hospitals known for nursing excellence
associated with better hospital experience for patients. Health services research, 51(3), 1120-1134.
Meddings, J. (2015). Using administrative discharge diagnoses to track hospital-acquired pressure ulcer
incidence—limitations, links, and leaps. Joint Commission journal on quality and patient safety, 41(6), 243-
245.
Wenzler, D. T. (2015). Magnet Recognition Program® Status: Impact on HCAHPS Patient
Satisfaction (Doctoral dissertation, Drexel University).

Continued…
 Wilson, M., Sleutel, M., Newcomb, P., Behan, D., Walsh, J., Wells, J.N. and Baldwin, K.M.,
2015. Empowering nurses with evidence‐based practice environments: Surveying
Magnet®, Pathway to Excellence®, and non‐magnet facilities in one healthcare
system. Worldviews on Evidence‐Based Nursing, 12(1), pp.12-21.
 Tai, T. W. C., & Bame, S. I. (2017). Organizational and community factors associated
with Magnet status of US hospitals. Journal of Healthcare Management, 62(1), 62-76.

Thank You