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Sarah-Jane Byrne
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Sarah-Jane Byrne
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Using a theoretical framework, critically evaluate your current
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In this assignment, I will discuss my current role in my clinical setting as a one year qualified
staff nurse on a busy neuromedical ward. I will identify my leadership role with regards to
patients, student nurses, healthcare assistants and fellow colleagues and identify my
role in nursing at present and I will discuss how I can develop my leadership skills to enhance
patient care. Throughout this assignment, I will use pseudonyms when referring to
through motivation to achieve a group vision or goal (Curtis et al. 2011 and Sullivan and
Garland 2010). It is not without challenges however as Curtis et al. (2011) identified financial
limitations, constantly evolving newer technologies, cultural diversity and active participation
from individuals, as barriers to effective leadership. Sullivan and Garland (2010) suggest that
leadership in nursing is not an optional role; however it is pertinent to the delivery of safe,
effective care delivered to a high standard. This can be identified in nursing in Ireland at
programme, elevating the status of the nursing profession, as recommended in the Report on
the Commission of Nursing (Government of Ireland 1998). The Nursing and Midwifery
Board of Ireland is the statutory body that regulates the nursing and midwifery profession.
This regulatory body ensures that nurses and midwives are fit to practice and are competent,
accountable, responsible and effective delegators which are all important aspects of the scope
of nursing and midwifery framework, being an outcome of the 1985 Nurses Act (An Bord
Altranais 2000). The scope of practice for nurses and midwifery in Ireland has since been
revised and published in November 2015, by the Nursing and Midwifery Board of Ireland
(2015).
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I am a staff nurse on a busy neuromedical ward in large urban hospital. I received my
qualification one year ago and began working in this ward immediately afterwards.
Throughout my four year training and one year qualified as a staff nurse, I have witnessed
effective leaders, who I identified as fellow staff nurses on the frontline of patient care. The
main difference I have recognised between managers and leaders is in their behaviour. In my
opinion, my experience of managers is that they deal with administration, maintaining control
of the ward and patient flow. Leaders on the other hand provide motivation for both
colleagues and students, inspire them and encourage them to achieve goals. This view is
reflected in literature by Marquis and Huston (2009); Marriner Tomey (2009); Parkin (2009);
Roussel et al. (2009); Sullivan and Decker (2009) and Hughes et al. (2006). I have never
throughout my day, mainly in regards to healthcare assistants and student nurses as they are
junior colleagues.
linked with increased productivity and effectiveness and minimises fear and stress in the
nursing context. Transformational leadership was originally described by Burns (1978) who
examined the characteristics of political leaders and determined that the difference between
managers and leaders was in the behaviours and actions of the leaders. This concept was
further developed by Avolio and Bass (1988) and Bass (1999) as a form of leadership where
individuals motivate, encourage and are in turn respected by their followers. The traits
inspiration, emotional intelligence and symbolism (Lee et al. 2011 and Derckz De Casterle et
al. 2008).
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Reading these traits of transformational leadership in the literature, it took me a long
time to reflect on these qualities and find situations where I could apply these traits to myself.
Through this reflection, I believe that transformational leadership style is what I implement in
my working day. I constantly solicit the opinions of my work colleagues, for example if I am
assigned to a six bed area with a healthcare assistant, I will ask for the opinion of the
healthcare assistant and link in with them throughout the day, acting as a democratic team.
Doody and Doody (2012) state that one important characteristic of a transformational leader
is that they have a democratic view in conducting their work. I believe I show dynamism
through my work as I can effectively and productively manage my patient caseload in a high
dependency setting, working under time constraints with a strong passion as I enjoy my work.
When I first qualified, I found it took six months until I built up my self-confidence to the
point where I really started to believe in myself. This was transitioning from a student nurse
to a staff nurse and the process of changing uniform also played its part in building up my
confidence. I felt an integral part of a team with the support of my colleagues and considered
myself on an equal level to them, where I could question decisions made by the medical team
and the multidisciplinary team and give my opinion relating to patient care. I also had the
responsibility of working alongside junior members of the team and ensuring that they felt
In one particular situation, I feel that I used these qualities of emotional intelligence
which I feel supports transformational leadership. I was assigned to a six bed section with a
healthcare assistant, Mary. Mary is a pseudonym to protect the ward and healthcare
assistants identity and maintain confidentiality. On that day, my mood was positive; it was a
Saturday, so I felt we did not have the pressures of medical team rounds and that we could
provide more attention to our patients. Mary said she was also in good spirits. We had a
productive morning; we interacted well and communicated clearly with each other. I was
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delegating tasks to Mary such as carrying out oral hygiene on patients and assisting patients
with their meals as this was within her capabilities. One of our patients, John, deteriorated
quickly and we had to call his family to come in to the hospital. When they arrived, they
came to wait in the day room. The day room is a public room where other patients relatives
gather and arrange to visit. Mary asked me could we let Johns family use a private
conference room as they were upset and it would be more private for the family members. I
said yes to this and Mary went to tell Johns family. Mary was gone for ten minutes and I
wondered was everything okay. Mary came back to me ten minutes later visibly upset and
crying. When Mary approached Johns wife regarding using the conference room, Johns
wife stated that Mary was not in a position of authority to ask her to move as she was not a
As Mary was visibly upset, I brought her to a quiet private space to calm her down
and ensure that she was okay. I reassured Mary and reaffirmed to her that she was part of the
team on the ward and that she was not in the wrong for making this offer to Johns family. At
this time, I was also reflecting on my decision to delegate this task to Mary. I felt that this
was in Marys capabilities however I could not predict the familys reaction. I felt it was
unfair of Johns wife to react to Mary in this way, however I understood and empathised that
this was a stressful time for them. I discussed with Mary the possible reason for Johns wifes
reaction and I reassured Mary that she had done nothing wrong and that I would take over the
situation. I explained to Johns wife that Mary was offering the use of the private conference
room out of compassion for their situation and she did not mean to offend anyone. Johns
wife stated she had just reacted and did not mean to cause Mary upset. Johns wife
apologised to Mary and the situation was resolved. Due to my assessment of the situation and
understanding of the emotions at play, as a leader I used this emotional information which led
leadership approach. Emotional intelligence has been suggested to improve the management
2005, Lucas et al. 2008, Feather 2009, Horton-Deutsch & Sherwood 2008). Goleman (2006)
suggested a mixed model approach which includes personality traits while Salovey and
Mayer (1990) suggest an ability approach where an individual perceives, uses, understands
style are described as individuals who implement idealised influence, inspirational motivation
Jackson 2013, Lee et al. 2011 and Derckz De Casterle et al. 2008). A healthcare leadership
model developed by the NHS (2013) I believe is a model which supports my leadership style
of transformational leadership. There are nine elements to this model, Inspiring Shared
Purpose, Leading with Care, Evaluating Information, Connecting Service, Sharing the
Vision, Holding to Account, Developing Capability, Influencing for Results (National Health
influence as I promote the vision and values of the healthcare organisation I work in. This is
linked to the healthcare leadership model (National Health Service Academy 2013) element
Inspiring Shared Purpose. One of the core aims of the organisation I work in, is the goal of
delivering the highest quality of care to the patients in a safe manner. I believe that I act as a
role model to students, health care assistants and fellow colleagues by aspiring to achieve
high quality of safe care delivered to patients. This is evident through my work encouraging
and motivating those in different roles, such as healthcare assistants and student nurses, to
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behave in a way which reflects the ethos of the organisation thereby delivering benefits for
the patients and their families (Northouse 2010 and Carney 2011). This can be challenging at
times when trying to provide the highest quality care to patients through this shared vision. It
can be blocked by leaders higher up in the organisation who are focused on strategic and
organisational issues at a higher level and may leave care compromised due to a budget
A situation that is often encountered by staff nurses and I on our ward are patients
who require further rehabilitation who end up being discharged home before they reach their
rehabilitation centre. This is due to the need for the acute patients bed on the ward, and the
unavailability of a bed in a rehabilitation centre for the patient to transition to. On one
occasion a patient under my care was going to be discharged home without being sent to the
rehabilitation centre. Their mobility was not yet at a safe level for them to function
independently at home. As I was leading this patients care, I knew it was unsafe for this
patient to be sent home on this occasion, thus advocating, on behalf of this patient, for them
multidisciplinary team, relaying my concerns that it would not be safe for the patient to be
discharged home. I also liaised with my clinical nurse manager, understanding that hospital
management required the bed for an acute patient however expressing my concerns from a
patient safety point of view. I also discussed other options such as discharging the patient
home with a home care package, finding an intermediate care bed in a step-down facility,
transferring the patient to another hospital, and which would be the most financially viable
option. At the end of my shift, I handed over to another colleague working for the same
shared vision of patient safety who would continue to advocate on behalf of the patient also.
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I believe it is important that morale is high in the workplace and to encourage fellow
colleagues and also to encourage myself to achieve my own aims (Bally 2007). My aim at
the Leading with care element in the healthcare leadership model (National Health Service
Leadership Academy 2013). I can motivate and encourage student nurses with linking their
through facilitating the students through learning opportunities and being cognisant of their
needs and what is required to fulfil those needs. For example, when I am on duty with a third
year student nurse and a patient requires a subcutaneous injection, it is within the scope of
practice (Nursing and Midwifery Board of Ireland 2015) that the third year nursing student
may carry out the administration of the subcutaneous injection under direct supervision by
me, the staff nurse. It is important for me to first teach the student nurse the theory
surrounding the skill of carrying out the subcutaneous injection. I would demonstrate to the
student the correct way to carry out the skill step by step, so that the student is observing. I
would encourage the student to have an active participation while observing, and I would not
discourage the student if they had any questions. It is important that the student nurse would
see me as a positive role model, providing safe and effective care for the benefit and safety of
the patient. I would be cognisant that the student nurse may feel scared and overwhelmed by
this task. I would ask the student questions to ensure they know the theory underpinning the
skill while also providing guidance and reassurance that they are fully capable of mastering
this skill. I would then observe the student carrying out the injection and provide constructive
feedback which is important to the students continuous education development (Doody and
Doody 2012).
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In order to develop my leadership skills in relation to assessing a student nurses
competency carrying out nursing skills, I undertook a preceptorship course. This is related to
the Developing Capability element of the healthcare leadership model (National Health
Service Leadership Academy 2013) as I advocate for the students to develop their acquisition
of knowledge and skills in order to meet the future needs of the healthcare service and the
patients they will look after. The preceptorship course allowed me to develop my skills in
assessing and judging students ability to carry out skills effectively and safely, in accordance
with the Code of Professional Conduct and Ethics for Nurses and Midwives (Nursing and
Midwifery Board of Ireland 2014). I think that being an effective leader through
educational development and am currently a postgraduate student, I can relate to the student
manage my work on the ward and my college work and find the balance between the two. I
feel that I can offer advice and support to them, especially as I have only graduated a year
ago from the undergraduate programme, I know how stressful it can be trying to manage
placement on the ward, college work and a part time job. Therefore I believe I show
understanding and empathy towards the student nurses and I am in a position to provide the
believe is linked in with the element of Influencing for Results in the healthcare leadership
model (National Health Service 2013). It also follows on from Idealised Influence as I
support, encourage and advise student nurses to achieve their learning objectives while on
achieved when the student and I work together as a team and organise their three interviews
throughout the placement. Doody and Doody (2012) suggest that it is important that leaders
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are there for their staff in a positive way, Riahi (2011) and Weberg (2010) further state that
providing constructive criticism also leads to increased productivity. I achieve this by setting
a time and date with the student to discuss their progress throughout the placement, this is
done in a private setting such as the clinical nurse managers office or the conference room on
the ward. During these meetings with students I discuss with them their learning objectives
and the progress made on achieving these, how they feel they are coping with their assigned
patient caseload and how they feel as part of the ward team. I find these meetings with
how they are developing as nurses and how supported they feel on the ward. Oftentimes it is
during these meetings that students have discussed with me feelings of stress and of being
overwhelmed by the acuity of the patients on the ward. I felt privileged that the students felt
able to communicate these feelings with me and that my leadership and communication skills
had contributed to this. Although these meetings are crucial to assessing the students
progress, organising them can be challenging due to time constraints and if the private rooms
are not available. Doody and Doody (2012) have identified these two barriers as being
In line with the Scope of Nursing and Midwifery Practice Framework (Nursing and
Midwifery Board of Ireland 2015) it is the responsibility of the staff nurse to engage in
provide safe care to patients. The National Clinical Leadership Development Framework
quality and safety, advocacy and empowerment (Health Service Executive 2015). Developing
competencies in these areas is important as a leader to enhance patient care and safety. I can
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also continue to link in with The National Leadership and Innovation Centre for Nursing and
Midwifery as they will enable me to access leadership resources and thereby provide safe
historically we have implemented multidisciplinary practice (Barwell et al. 2013). This could
although I can see the positive effect that incorporating inter-professional practice would
have on improving standards and patient outcomes on the ward I work on, I may face
resistance to change. I would also have to consider the financial implications to bring about
such change as training would be necessary and while I am not directly in charge of finances,
about change in the organisational culture for the benefit of both patients and staff.
professional has their own role, set of skills and responsibilities when it comes to providing
understand their own professional distinctiveness while also allowing them to better
understand the roles of fellow healthcare professionals on the team. In my current role as a
the ward where I work. However, as I gain experience in my field of work, with my goal
being to progress into infection prevention and control, I may find it to be applicable to that
work environment.
about working together as part of a team including individuals in other healthcare roles.
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Through the use of a theoretical framework, I have realised that I am a leader in my current
role both to colleagues, student nurses and patients. As I have identified that I am a
transactional leader, I believe that the leadership skills that I possess will continue to develop
over time and perhaps further on in my career I may implement a different leadership style. I
believe that leadership does affect patient outcomes. While each healthcare professional aims
to improve and provide safe patient care, it is important that they amalgamate their
knowledge to achieve excellence in patient care and to encourage, motivate and support
however I believe that an interdisciplinary team approach has a position in the future of
support this vision. It is not without challenges to implement leadership changes in the health
system today; budgetary constraints are recognised as a barrier to professional integration but
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