Leadership in Nursing: Reducing Patient Falls Through Effective Strategies Reflective Essay Sample

Introduction

The adverse impacts of falls experienced by older patients in healthcare institutions are felt by both patients and the facilities themselves. However, this is not always the case, as there are some persons who have a higher risk of future falls despite having only fallen once in the past. Due to a single fall might have multiple causes, and repeated falls can have a variety of etiologists, it is essential to conduct an individual investigation into each incident of falling.
This can be mitigated with the help of effective nursing leadership theories. The given study will highlight the impact of these theories in patient care. Based on this, several recommendations will be given.

Impact of Leadership theories on Learning Experience

According to me, patient falls might be minimized by introducing evidence-based improvements to the current shift change process; however, the leadership of the department has attempted to do so twice in the past three months but has been unsuccessful both times. In an effort to save time, the staff has reverted to the previous methods for changing shifts; nevertheless, this practice has resulted in patients being left unattended for significantly longer periods of time than is required. Even when the new culture has been fully ingrained throughout a business, change leaders should continue to do routine check-ins with staff members to ensure that everything is operating smoothly. Change agents have the ability to reframe the interactions they have with employees in order to reduce the role they play in the process of change maintenance. However, if the person in charge of the change begins to relax their hold on the process, it's possible that employees would eventually fall back into the unwanted behaviors they had previously kicked. It may be possible to develop a new routine within the division with the assistance of spot checks and continual data monitoring. The managers of transformations are responsible for keeping their teams updated on the progress of the change by having routine meetings and posting progress reports on internal bulletin boards (Iheduru-Anderson 2021)

According to the trait leadership theory, which has been the topic of scientific investigation for decades, the characteristics of effective leaders are not inherited, but they are generally possessed by those in positions of authority. After years of research, this idea is no longer widely accepted because there are so many different characteristics that go into being an effective leader. A person in a position of authority should always, without fail, exemplify a number of admirable qualities. The ability and willingness to make decisions in spite of challenges is an essential component of determination. Integrity is another vital trait of a leader, and it demands the leader to have personal convictions that he adheres to and implements consistently (Cummings et al. 2021). In order to have integrity, a leader must have personal convictions. Exuberance and dedication are other characteristics that guarantee individuals and teams will dedicate themselves to the task at hand and will receive an unbiased evaluation of the value they have added to the endeavor. A leader, who is able to manage people in a fair and impartial manner, without favoring any one set of collaborators over another, is essential to the achievement of success. He needs to show concern for other people and be available to his coworkers whenever they have a question or concern. One further quality that distinguishes an effective leader from a less-capable one is strong communication abilities, which not only include the capacity to say but also to listen to others. At all times, he needs to be able to earn the respect of his coworkers by demonstrating that he can be trusted. In conclusion, he needs to have a nature that is both innovative and perceptive in order for him to be able to experiment with new ideas and plan his future. A person in a position of leadership who demonstrates the bulk of these characteristics will be in the greatest position to deal with any difficulty that may be thrown their way. On the other hand, this paradigm works exceptionally well when used in the real world.

According to these schools of thought, a person's innate leadership talents are nothing more than the foundation on which to create a successful career as a leader. After conducting the initial tests on different groups of teenage boys, researchers concluded that there are three distinct leadership styles. The concept that people are compelled to behave in particular ways by factors that are not beyond their control underpins the autocratic style of leadership. Some of these forces are power, will, and the desire to be liked by others. By utilizing a combination of directives, rewards, and threats, the group can be motivated to carry out the leader's desired behavior. The manager has final say over everything. People are supposed to make decisions and carry out their work based on their own views and feelings within a leadership structure that is founded on democratic principles. This is the expectation in such a system. To assist the group in accomplishing its objectives, the leader of the group seeks consensus and operates under the principle of the rule of the majority.

Others are exceptional leaders despite the fact that they are unable to excite their teams about the significance of the work they perform, while others are unable to persuade their teams that the work they do is significant. When leaders are skilled at what they do, not only are they able to achieve their objectives, but also the individuals who work for them are pleased with the outcomes. The notion that some characteristics of leadership can be inherited from one generation to the next is the foundation of the genetic theory of leadership. The ability to describe qualities has been aided by traits. The premise that the interaction between a certain scenario and a particular leadership style is what determines whether or not a leadership strategy is effective formed the foundation for the dependent ways of leadership. The acts described above contributed to the conception of a model consisting of a flexible leader.

Evaluation of the Patient-Centered Approach

I think care that places the patient and their family at the forefront places an emphasis on collaboration and shared decision-making in the process of designing and putting into action a treatment plan that is personalised and comprehensive. Alterations in the health outcomes of the population are not the primary emphasis or benefit of patient-centered care; rather, improvements in the health outcomes of individual patients are the primary focus and benefit. When providing care that is patient-centered, the focus is placed not on the patient's diagnosis but rather on the patient's symptoms. Patients and physicians cultivate intimate relationships based on trust and respect for one another under models of care that are patient-centered. Compassion, openness to feedback, and the ability to think beyond the patient's immediate concerns are all important attributes in a physician.

The importance of referring patients to peer support programs, social workers, financial counselors, mental and emotional health providers, help with transportation and daily living tasks, and even language and literacy classes in some areas is something that providers who take a holistic view of their patients' needs will recognize. Although interpersonal communication remains the cornerstone of patient-centered care, medical offices are increasingly turning to a wide variety of technological aids to enable patients to take an active role in managing their own health outside of regular business hours. The architecture of a hospital that provides patient-centered care encourages family involvement by producing an environment that is comfortable and welcoming, and that meets the needs of both the patient and the patient's loved ones. For instance, hospitals are currently remodeling their postpartum rooms to make them more welcoming to families. This is being done with the intention of encouraging new families to spend as much time as they can together in the hospital, which benefits everyone involved. Within the context of providing care that is focused on the patient, clinical treatments are also taken into consideration. Medication is frequently individualized, in addition to being adapted to the specific care plan. A shift is required in the way that medical practices and health systems are organized, managed, and compensated in order to accommodate patient-centered care, just as this is the case with other value-based models of health care delivery. This move is consistent with the principles of patient-centered care and is not the outcome of, or even driven by, conventional hierarchies in which providers or physicians have all of the power. Rather, this change is consistent with the principles of patient-centered care and was motivated by the principles of patient-centered care. The participation of employees at all levels, from the chief executive to those working in parking valet and environmental services, has an impact not only on decisions about personnel but also on management strategies and the culture of the organization.

When there is an increase in the number of children who require medical attention at a private hospital, it is the responsibility of the institution's director to come up with a solution. It seeks to boost compensation and temporarily transfer nursing professionals from a department with less burden in order to urge them to work longer hours until the problem is resolved. This is done in the hope that this will motivate them to work through the crisis. This strategy was chosen to ensure that the private hospital may continue to function efficiently, with staff members continuing to have the experience of being respected and patients continuing to receive high-quality care. By implementing this strategy, both the quality of care provided to patients and the mood of personnel will improve.

Working with interprofessional teams

The nurse implements the case management paradigm within the context of the healthcare setting in order to address the requirements of patients who have HNC. Providing care for the patient is a team effort, and one of the nurse's responsibilities is to coordinate the efforts of the numerous members of the multidisciplinary care team (MDT). From the time of diagnosis until the conclusion of acute toxicity, the nurse serves as the patient and their loved ones' principal point of contact for assistance in all matters pertaining to their condition. During the stages of diagnosis and treatment planning, the nurse is responsible for ensuring that all necessary diagnostic exams and scheduled appointments are done on time. This allows for treatment to commence as quickly as feasible. In addition to carrying out an exhaustive and individualized evaluation, special attention is paid to the identification of any deviations from the norm that can put a damper on the efficacy of the treatment. Those holding an HNC attach a particularly important significance to this. Assessment of the patient's nutritional state, swallowing and phonation, dental evaluation, psychosocial support, rehabilitation, evaluation of hazardous habits, oncogeriatrics, and palliative care are all activated in order to help patients when it is required. Patients have a responsibility to maintain a stringent dental hygiene routine that incorporates remineralization agents such as fluoride into the regimen. They should make it a daily priority to engage in activities such as eating well and getting lots of water. Patients and their loved ones need to be informed of any potential acute and chronic treatment-related adverse effects, as well as any possible functional and physical constraints, as well as any potential treatments that are currently available. There is a pressing need for additional research into methods that can reduce oral toxicity and encourage the regeneration of damaged, frequently irreparable structures. It has been demonstrated that it is beneficial to the patient for multiple types of specialists to collaborate on their care. The process, by its very nature, ought to result in improved communication between patients and caregivers, as well as improved teamwork and camaraderie (Heinen et al. 2019).

As a direct result of the rising level of complexity inside healthcare systems, there is a greater demand than ever before for interdisciplinary teams. Because of the complexity of patient outcomes, it is necessary to have input from a wide variety of subject matter specialists. Patient rounds are a common practice in hospitals and other facilities that provide care for the critically ill. These rounds typically involve a large number of medical experts. Because of how well the benefits of these teams are recognized, the World Health Organization and other national organizations have developed care models and professional practice standards with the multidisciplinary team as the basic framework for therapy. This group of people brings a wide range of different experiences and skill sets to the table. The majority of the time, the doctor will begin the consultation by providing some general information about the patient. At the patient's bedside, nurses offer their points of view on the patient's condition, as well as on medications, pain, and other psychosocial concerns. The pharmacist is now able to communicate any concerns that they may have with prescriptions or dosages, the therapists are able to evaluate how well the patient is responding to therapy, and the therapists may review the patient's status in terms of pulmonary care. All of these are utilized in the field of social work, and the team may discuss the discharge plan, the wishes of the patient and their family, and the services that the patient is qualified for. Patients, healthcare providers, and the company itself make up the core three constituents of the team. Better results, shorter hospital stays, less days spent on a ventilator, and clearer lines of communication between care professionals are all beneficial to the patients. Effective outcomes need coordinated delivery of various services, which becomes even more important in situations involving complex care management. When a multidisciplinary team is used to make treatment decisions, patients and caregivers are given more of a voice in the process (Wei et al. 2021).

The people who work in healthcare can take advantage of a wide variety of benefits. The real-time and two-way communication that exists within the team enables healthcare providers to concentrate their efforts strategically on patient care and outcomes (Heinen et al. 2019).

Conclusion

It can be concluded that we are also able to put in place measures for long-term planning and prevention. There is evidence to suggest that the well-being of doctors, the outcomes for patients, and the discovery of innovative treatment modalities are all improved by the use of interdisciplinary teams. The financial benefits are one of the perks for the healthcare provider. Better patient outcomes, shorter hospital stays, cheaper healthcare expenditures, and less stress linked to staffing and bed management are all direct results of higher treatment quality. As a consequence of this, the patient's overall quality of life as well as their standing in the community will significantly improve.

References

Cummings, G.G., Lee, S., Tate, K., Penconek, T., Micaroni, S.P., Paananen, T. and Chatterjee, G.E., 2021. The essentials of nursing leadership: A systematic review of factors and educational interventions influencing nursing leadership. International Journal of Nursing Studies, 115, p.103842.

Heinen, M., van Oostveen, C., Peters, J., Vermeulen, H. and Huis, A., 2019. An integrative review of leadership competencies and attributes in advanced nursing practice. Journal of advanced nursing, 75(11), pp.2378-2392.

Hudgins, T., Brown, K.D., Layne, D. and Maggard Stephens, T., 2022. The effect of academic nurse leaders' toxic behaviors. Journal of Nursing Education, 61(2), pp.88-92.
Iheduru-Anderson, K.C., 2021. The White/Black hierarchy institutionalizes White supremacy in nursing and nursing leadership in the United States. Journal of Professional Nursing, 37(2), pp.411-421.

King, C.R., NP, M., Sally Gerard, D.N.P. and Rapp, C.G. eds., 2020. Clinical nurse leader certification review. Springer Publishing Company.
McBride, A.B. ed., 2019. The growth and development of nurse leaders. Springer Publishing Company.

Miles, J.M. and Scott, E.S., 2019. A new leadership development model for nursing education. Journal of Professional Nursing, 35(1), pp.5-11.

Noles, K., Barber, R., James, D. and Wingo, N., 2019. Driving innovation in health care: Clinical nurse leader role. Journal of nursing care quality, 34(4), pp.307-311.

Ronquillo, C.E., Peltonen, L.M., Pruinelli, L., Chu, C.H., Bakken, S., Beduschi, A., Cato, K., Hardiker, N., Junger, A., Michalowski, M. and Nyrup, R., 2021. Artificial intelligence in nursing: Priorities and opportunities from an international invitational think‐tank of the Nursing and Artificial Intelligence Leadership Collaborative. Journal of advanced nursing, 77(9), pp.3707-3717.

Rosser, E., Westcott, L., Ali, P.A., Bosanquet, J., Castro‐Sanchez, E., Dewing, J., McCormack, B., Merrell, J. and Witham, G., 2020. The need for visible nursing leadership during COVID‐19. Journal of Nursing Scholarship, 52(5), p.459.

Waite, R. and Nardi, D., 2019. Nursing colonialism in America: Implications for nursing leadership. Journal of Professional Nursing, 35(1), pp.18-25.
Wei, H., Roberts, P., Strickler, J. and Corbett, R.W., 2019. Nurse leaders’ strategies to foster nurse resilience. Journal of nursing management, 27(4), pp.681-687.

Weiss, S.A., Tappen, R.M. and Grimley, K., 2019. Essentials of nursing leadership & management. FA Davis.

Zeiher, W., Sego, E., Trimmer, D. and Bowers, C., 2022. Posttraumatic stress disorder in nurses during a pandemic: Implications for nurse leaders. JONA: The Journal of Nursing Administration, 52(2), pp.E3-E8.

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