Effective Approaches in Leadership and Management Essay

Healing hospital paradigm represent the whole health care system which mainly focus on the whole recovery of the body mentally physically and spiritualy.The traditional style of cure model is only to eradicate the disease. But in the case of healing health it mainly focus on the total wellness of the entire body by addressing the patients emotional and spiritual needs.There are three major important elements in the hospital paradigm.They are loving care healthy healing surroundings and the technology.In this paper we are going to discuss the elements and challenges of the healing hospital when we implement the healing environment.

Components of the healing hospital Patients curing environment is the most highlighting element of the healing hospital paradigm.It always concentrate on the care of the patient, the atmosphere of the hospital while on treatment (Samueli Institute ,2010).In the case of healing hospital paradigm it is not only restricted on the patient’s treatment or the diagnostic procedure nor the medicine but also it consider the patient’s health care person or the care giver or even the family members in the progression of cure.This theory is based on the knowledge that a patient’s full recovery connect with the patient’s emotional and spiritual well beingness.Healing hospital paradigm states if a whole person is to be okay it needs to be his physical body and all its parts ,the mind and the spirit must be healthy.Therefor healing hospital perception , the treatment of a patient is with compassion and a culture of concern and fundamental loving.

Under healing hospital paradigm, health care practioners have to support physical wellness as well as the mental health of the patient instead of only taking care of the treatment of the illness or disease(Baptist healing trust).It is important to prepare the patient mentally to receive the treatment. Health practioners need not only show their skills in the treatment but also have to show their ability to deliver their loving care and make extra step to make the patient feel more better(Samueli Institute ,2010).Showing compassion to the patient is also a way of meeting their needs of mental and spiritual needs. Healing physical environment is the second element of the healing hospital paradigm.It clearly says the physical environment is very important for the healing process of a patient(Samueli Institute 2010).Rest is very important in the healing process.

A hospital environment supposed to be very calm and quiet in order to make the patient feel better.Eventhough the hospital are provided information about keeping silence inside the hospital ,many of the hospital surroundings are characterized by noisy environment with the nurses spectra link phones,pagers,and nurses conversations. On the top of that family and relative gatherings in the corridors of the hospitals. These challenges always a matter for the entire patients recovery. Most hospital are facing these challenging situations and cannot make a comfortable stay of the patient. The healing paradigm came up with some suggestions which includes providing an relaxing environment by the hospital that improves the service level of the hospital and improve the patients satisfaction. Entertainment program for the patient and decent meals also provides greater satisfaction to the patient.

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Work design and the technology is the third component of the healing hospital paradigm. Healing hospital has to have a well advanced work design which help the health professional to deliver quality care.(Samueli Institute 2010).Healing has the technologies which aid the patient to have competent service,confidence,cost effective, and confidentiality in their treatment. Patient get satisfied with these psychological needs and which proceed to have a fast recovery from their disease. Healing hospital participate with the patient with their advanced technologies and design to meet such needs. The modern technology and design helps the health practioners to work without difficulty and provide better care that can proceed to an effective healing development to the patient.

Challenges involved in implementing a healing environment

There are number of challenges to implement the noble concept of healing hospital in the traditional hospital settings.One of the main challenges to implement the noble concept of the healing hospital in the traditional hospital is to do with the finances(Geffin,2004).To provide the healing environment need a huge amount of investment.To provide the advance technology ,recruitment of the skilled people and their training need a big amount of money. Requirement of investment in facilities and technology is necessary to make sure that the hospital physical environment has been incorporated with the healing process. Also it is very important have a terms of mind set ,ability and culture of medical practioners in order to provide a devoted and sympathetic care in regards the requirement of the hospital healing paradigm.It must be a discouraging job for the traditional hospital authorities to accept such expensive projects.

One of the other main challenges to implement the healing concept is the legal problems. Hospitals must have already many legal challenges including higher rate of court cases and problems with the insurance. Since this perception is not yet fully activated in the health care the healing concept also may attract the people to file court cases.One of the challenges in these concept is the current employ organizations. The current system treat the employees in a graded system. But the healing hospital system treats all the employees equal. There are philosophical challenges also can see in this. The treatment model is exactly different in the old traditional style .They only focus on eliminating the disease by using the scientific methods and procedures. But the healing hospital always give importance to physical mental and spiritual needs of the patients. This type of treatment based on the patients beliefs and values. Conclusion

Holistic approach to the health care is the main element in the healing hospital paradigm.It is a concept of entire wellbeing of a patient. Not only curing or treating the disease but also taking care of the entire physical as well as emotional and spiritual needs of the body by using healing physical environment and high advanced work design and technology. There are challenges to bring this in to live .This assignment discussed about the elements of healing concept and its challenges to bring into practice.

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Effective Approaches in Leadership and Management Essay

The arrangement of health care system has reciprocated in regard to provide quality and modest care. The treatment of healthcare facilities have changeover at different levels in speciality care and acute illnesses to defensive health plan. The changes have seized effective direct approaches and delivery care. With the effort to balance the demands of patient needs in health care, many considerations are made including adjustments with budgets, decreasing excessive costs, and practicing effective means of delivery care. Nurses are challenged to keep up to a work environment that requires continual changes. The nursing industry today faces shortage, as many nurses have low job satisfaction, high compassion fatigue, and the patient ratios levels associate immense acuity. Furthermore, these factors have resulted in patient satisfaction and medical reimbursements. Notwithstanding all the identified issues and its effects, few nursing facilities are growing to next level to identify and promote nursing skills by setting framework to endeavour to gain Magnet status.

This paper will focus in comparing and contrasting the expectations of the nursing managers and leaders approaches that may use in regard to magnet status. Magnet status is best defined by Miriam Hospital as ‘ a designation that is rewarded to hospitals for the concept of Magnet Culture; it is a working environment which enables nurses to practice and focus on skilful nursing, involving bedside decision making, nursing development and involvement, competent education, and promote nursing leadership skills (Miriam Hospital, n. d. ) The birth of magnet status undertook in beginning of 1980’s when some hospitals were practicing new retaining ideas for nursing staff with motivation for patient care. Therefore, this concept was developed after few researches and finally it was made official through an article named: “Magnet Hospitals: Attraction and Retention of Professional Nurses,” written and published in 1983 by Dr. McClure president of the American Academy of Nursing (AAN), professor at New York University, and a member of the original task force (Hawke, 2004).

Statistics prove that Magnet hospitals have superlative patient satisfaction scores, protected patient environments, minority of repeat admissions, and improved patient outcome. It is vital that various pre-requisites and qualifications must be met and maintained to execute the concept of Magnet status. The nursing leadership and management work in synchronization with their defined roles to achieve the goals of completing the tasks by establishing nursing staff participation needed to achieve skilful nursing. In order to receive accurate results, it is essential to define roles and target essential outcomes. According to Huber (2010), the aspect of management is to cater the resources that are required to achieve the target goal of organisation. A manager is expected to plan, organise and implement strategies from an organizing high level to enable the outline of requirements to meet the goal. The manager is responsible to practice the policies and procedures and carry them appropriately.

In order to achieve Magnet status, the nurse manager needs to survey the patients and staff to identify and construct the areas of weakness that would improve the patient satisfaction. Some of the basic actions include financial stability by reducing the amount of waste, safeguarding medical reimbursement with patient satisfaction, and nursing practices that mirror decisions like bedside reporting, friendly patient care education, and timely rounding. The nursing leader is expected to provide assistant to the nurse manager in achieving goals by promoting smooth work flows through communication, and provide better understanding of their overall vision, and reasoning why these adjustments are necessary. The nursing leader can accomplish this by promoting trust and endeavouring mutual consent while managing issues (The difference between leadership and management, 2012). In comparison and contrast of the nursing managers and leader approaches there are few points to be considered. In management, the goals are carried out with the help of managers within the organisation.

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Whereas the leaders help to identify and develop new approaches to the issues emerging in the organisation. The managers work to fulfil the goals and continue to do, whereas the leaders undergo risks to challenge people and new ideas to break the chain (The difference between leadership and management, 2012). Frellick (2011) states that Magnet concept is created to facilitate and empower shared decision-making and accountability process. To achieve success in this concept, the healthcare facilities need to master in the regulations well known as the ‘Fourteen Forces of Magnetism’, it consists of the new levels in nursing management, encouraging strong participation, and place where nurses are recognised and are able to contribute to the top management. In addition, one more key to success if the interdisciplinary relationships; it means the members of each department of healthcare are able to co-ordinate and work together; such as nurses, physicians, pharmacists and therapists.

Leadership aims on mutual consent of all team members and promotes respect and involvement of all departments, shared responsibilities and leadership style for actions. It is an necessary personal approach of the writer that personal involvement is the key for building working relationships between management and leadership professionals as they both promotes the organisational goals. If the nursing professionals have opinions and ideas that matters for the wellbeing of the patient satisfaction, then an extra effort to highlight the need is essential. Any new idea is difficult to execute without the commitment and facilitation of the managers and leaders and also among the other parties involved. Real efforts and success can be achieved by working together as a team, and aiming to contribute in a continuous methods in healthcare facilities for total patient satisfaction.


Frellick, M. (2011). A Path to Nursing Excellence. Hospitals & Health Networks. Advance online publication. Retrieved from Frequently Asked Questions (FAQs) about Magnet. (2013). Retrieved from Hawke, M. (2004, January). Magnet Status Attracts Mettle. Nursing Spectrum, 19-21. Retrieved from Huber, D. L. (2010). Leadership and Nursing Care Management (4th ed.). Retrieved from Miriam Hospital. (n.d.). Retrieved from The difference between leadership and management. (2012). Retrieved from

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Effective Approaches in Leadership and Management Essay

The nursing shortage and high turnover rate in nursing impacts the economic life of every health care organization in America. The purpose of this paper is to define and discuss the approaches in leadership and management styles in relation to the nursing shortage and nurse turnover using theories, principles, skills, and roles of the leader versus manager and to identify this student’s professional philosophy of nursing and personal leadership style.


The Affordable Care Act has changed the landscape of health care delivery in America. Many more patients are seeking health care. Mary Force concludes one of the most serious issues facing healthcare delivery is the nursing shortage. It is estimated the current shortage of registered nurses will be 340,000 by the year 2020 (Force, 2005). There is inadequate nursing staff to meet the heavy demands of the current patient climate seen in acute care hospitals today. Hospitals need dependable, highly trained nurses. Nursing turnover and shortages mean current nurses seek different employment, resign, transfer or are terminated.

Causes of turnover and shortages are an aging RN population and a demographically large aging boomer population, low enrollments in nursing schools, increased workload, poor nurse staffing ratios and high patient acuity according to Ribelin (2003). Nurses do not leave hospitals; they leave their managers (Ribelin, 2003). Lack of good leadership by nurse leaders and managers, limited upward mobility, unsatisfactory remuneration, lack of teamwork, poor communication, and inflexibility in work schedule all also contributing factors to high staff turnover.


It is important to understand the different role the nurse manager and nurse leader play in order to understand their approach to the staff they have responsible for, especially in the area of staff retention. The roles are different yet there is interface between both. The nurse manager’s role is defined by the organization that gives her or him authority (control) and has subordinates (nurse leader) to delegate tasks to so that the goals of the organization are met. They value stability and focus on short-term results. Their objectives are to complete tasks, perform time management, control productivity, and maintain necessary equipment. They plan, budget, organize, coordinate, solve problems and make decisions. They focus on the organization’s policy and procedures, systems, efficiency, and doing the work in their assigned area per organizational boundaries. It is little wonder that staff sometimes see themselves as little more than a number in the eyes of some nurse mangers. The nurse manager can address the problem of turnover by being visible and present in the unit and be seen by their staff frequently.

They can assist with flexible scheduling and adequate staff-patient ratios. They can also be champions for adequate reimbursement, benefit plans, and the synchronization of resources that enhance the nursing experience. When coupled with organizational reimbursement for advanced education such as completion of baccalaureate and master degrees, nursing satisfaction is higher and managers are better able to retain their staff. Hunt suggests job sharing as a possibility also (Hunt, 2009). They can also recognize staff for their services and give tokens of appreciation. Unfortunately nurse managers have little control over the nursing shortage. The U.S. federal government must allocate more educational funds to support nursing programs. There must be more programs available so teachers can be trained and additional seats made available to students at universities and community colleges. The nurse leader’s role and activity with the staff is an important link in assisting the organization reach its goals.

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They earn the right to lead by influencing people through communication, consensus, explaining vision, listening, teaching, inspiring, motivating, creating, building trust relationships, and empowerment. Effective nurse leadership is about teamwork, listening, mentoring, coaching, and persuasion. Nurse leaders assist staff with the big picture, the vision. Nurse leaders look for new ways to solve problems by being flexible and adaptive. They are excellent at communication and being involved with their staff. They encourage participation by the nursing staff in clinical ladders for career advancement. Their followers value them. They are a positive force through their communication, sense of purpose, and thus assist in staff retention and turnover. Effective leadership is an essential component in staff retention (Kleinman, 2004).


The writer’s own personal and professional philosophy blends well with the role of nurse leader. She has the qualities to be a manager but her personal and professional style revolves around teaching, communicating creating vision and team building. To be positive and inspiring is part of this nurse’s innate character. This nurse has the capacity to be a transformational nurse leader, leading by example, inspiring others of the organizations vision, and to encourage others to further their education. This writer identifies and promotes shared responsibility for actions and a democratic process in which nurses communicate effectively with management. This nurse leader empowers everyone to work as a team and accomplish goals. The collective group then takes ownership if they feel they are heard and valued. They catch the vision.

The organization’s vision becomes their vision. Success comes from people working together understanding that together they can all do great things. The issue of turnover and retention can be addressed by increased satisfaction in the nursing career. This often comes by nurse leaders like myself knowing the strengths and weaknesses of the staff, treating the staff as individuals with great potential to contribute to the team, listening, persuading, encouraging, being sensitive to the workload of the staff, showing empathy for the staff and involving nurses in the decision making process. This also involves nurse leaders communicating clearly with the nurse manager, linking the team together to achieve goals.


Nursing shortages and turnover are ongoing issues. All levels of Leadership must collaborate to address the ongoing issues of nursing shortages and turnover. Good leadership by nurse managers and nurse leaders can reduce the nurse turnover rate but the nursing shortage that is plaguing the health care system is hindering the ability of nurses to provide adequate care of their patients. It is a policy matter to be addressed by the highest levels of government. Nurse managers and nurse leaders have differing roles and methods of obtaining objectives but both are needed to successfully meet the goals of the health care organization.


Force M. V. 2005. Relationship Between Effective Nurse managers and Nursing retention. Force, M. V. (2005). The Relationship Between Effective Nurse managers and Nursing retention. , 35(718), 336-341. D Hunt, S. (2009): Nursing Turnover: Costs, Causes, & Solutions. Retrieved on October 6, 2013 from http://uexcel.com/resources/articles/NursingTurnover.pdf Kleinman, C. (2004). Leadership: A key strategy in staff nurse retention. Journal of Continuing Education in Nursing, 35(3), 128-132. Retrieved from http://tools.hhr-rhs.ca/index.php?option=com_mtree&task=att_download&link_id=5677&cf_id=68&lang=en Ribelin, P. (2003). Recruitment & retention report: Retention reflects leadership style. Nursing Management, 34(8), Retrieved from http://www.nursingcenter.com/lnc/journalarticle?Article_ID=418488

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Effective Approaches in Leadership and Management Essay

Nurses are crucial in providing quality care in the health care industry. It is imperative to maintain the proper staffing ratio to ensure that nurses can maintain high quality care for their patients. Studies have shown that the increasing workload of nurses can be linked to increased patient deaths, medical errors, hospital-acquired infections, longer hospital stays, and many other complications. (National Nurses United n.d. ) Leaders and managers play a vital role in developing staffing and scheduling for their units. This paper will explore nurse staffing ratios, the approaches to this issue from the management and leadership styles and the author’s personal philosophy regarding the role of a leader and manager.

“Safe Staffing Saves Lives”

-American Nurses Association (ANA)

Nurse staffing ratios is a growing concern that is seen by nurses everywhere, and studies have shown it is a problem. Hospitals that have insufficient staffing ratios have poorer patient outcomes, increased patients deaths, nurse burnout, higher turnovers, dissatisfaction among employees and their patients. (American Nurses Association 2013) This has led to new laws and regulations that require adequate staffing that is based on the acuity of the patients. Nurse staffing is measured two different ways; hours spent on each patient daily and how many patients per nurse. The hours spent on patient care covers registered nurses, licensed practicing nurses, and nurse aides. Increasing staffing ratios is not an easy task and according to the Agency for Healthcare Research and Quality (2004), can be due to a higher level of acuity patients being seen and a gap that is nationwide in the positions available and the number of qualified applicants who are able or willing to fill them.

Hospitals have both leaders and managers to ensure that their facility runs properly and efficiently. Both managers and leaders help implement strategies and policies regarding staffing. They present these plans to administrators for approval. During this time, administrators are able to review these plans according to a variety of factors that include; patient acuity/volume, nursing skill mix and experience, and regulatory standards. (Rich, V. 2009) According to Carter (2004), leaders and managers are under extreme pressure to be able to balance improving the quality of care while keeping costs down, handle staffing yet control labor expenses and do this while maintaining high quality care. This can be a difficult task for those who are in management and leadership roles.

“Effective leadership is putting first things first. Effective management is discipline, carrying it out” —Stephen Covey

In order, for an organization to be successful they must have leaders and managers who are skilled and competent. There are many who may view leaders and managers as one in the same. However, there are managers who are not leaders and leaders who are not managers. Managers are in roles of authority that was given to them. They have expectations and responsibilities that require them to carry out specific duties and roles. They often coordinate both financial and personnel resources, enforce rules and policies, and meet the goals and objectives of the organization. They are responsible in rewarding and disciplining employees. (Anderson 2012) A leader however, does not necessarily have an assigned role of authority.

They may have acquired authority or power informally from others around them. Leaders can have a vision and are able to help guide people to that vision. Leaders focus on, “empowering others, as well as motivating, inspiring, and influencing others” (Anderson 2012). They have great communication skills, take the blame for mistakes, and are seen as genuine. They are able to get people to follow them by motivating them and being a positive role model.

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“The key to successful leadership today is influence, not authority”

—Kenneth Blanchard

A leader can help the staffing ratio issue by creating a vision. With this vision, they are able to create a plan that incorporates new ideas to find solutions. Leaders are risk takers and like to challenge others to formulate ways of doing things better. Leaders like to build relationships and promote those around them and help them develop so they as well as the company can grow. (Coonan 2007) Since leaders are not always in manager roles, they often are the ones who are working at the bedside and can help staffing ratios because they can base them on the individual needs while taking into account the training and experience of the nurse taking care of those patients. They are trying to look out for the best solution for everyone involved. Leaders act as guides to those around them rather than try and control others. Leaders are the ones who stand up for others. These kinds of leaders are able to inspire and motivate people to achieve solutions to problems.

“Management manages by making decisions and by seeing that those decisions are implemented.” – Harold S. Geneen

A manager’s approach to the staffing ratio problem is by using numbers and facts. They use this information to balance and allocate budgets. However, they may not take into account how it may affect others. A manager is usually the one who will follow policies already in place. They will do what is necessary to get the job done without much thought or risk taking. (Coonan 2007) A manager has to achieve goals set for them by the organization through planning, organizing, directing, controlling and staffing.

A manager will implement the goal or plan by, “making sure that regulations and policies are followed and that employees perform as expected and that the company operates within its annual budget” (Lincoln, n.d.). A manager is held accountable for themselves, those who work for them, and for their unit. Since they are in a role that was given to them, they also have expectations that need to be met. They have to be productive and effective through managing the complexities of the organization. To meet these expectations, they may only focus on the “bottom line” versus those who may be affected.

“Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.” — Stephen R. Covey

This author philosophy is that a good manager is one who can lead, and a good leader is one who can manage. Due to the complexities of the healthcare industry, a manager needs to have the skills and qualities of a leader. When dealing with people’s lives, the focus cannot be about the bottom dollar. Being able to find and create solutions to these complex issues is crucial. Doing this efficiently without sacrificing the safety and well being of the staff and patients can only be done by someone who has the qualities of both a leader and manager.

There is no one size fits all solution to everything; any patient or situation can change suddenly. The healthcare field needs a manager who can lead others and maintain control in difficult situations. This is important when trying to find solutions to problems. Creating goals and working to achieve those goals is vital. Manager/leaders can help others maintain their commitment and further develop their organizations. Being able to balance both these roles is the most ideal approach to solving the complex issues that arise in the healthcare field.

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