Competencies of the Effective Healthcare Leader

Competencies of the Effective healthc ar LeaderThe analysis of a top dget change work at in my organisation has led me to a critical ascertaining of processes, my own place within these organisational processes and the effects my design and competence can suck up on the professional experiences of others. (Please see appendix for summary of scenario). Kerfoot (2004) suggests that one role of leaders is to synthesise selective culture and then channel it to improve aspects of the organisation, placing interpersonal confabulation at the forefront of leadership activity (Chambers, 2002). In this instance, information is power, and one fault of the process describe below is that information was non dole outd in a timely or inclusive fashion. Kerfoot (2004) describes information as leaders prime resource, but I would argue that the primary power of bad leaders lies in their ability to control that information.Grossman (2007) describes confabulation as one of the key competenci es of the effective leader, but there are a number of other dimensions of leadership which are equally as important. This scenario highlights communication as a major minus factor in the implementation of change. However, there are other aspects of leadership which could be employ to ameliorate the situation conflict management collaboration and networking teamworking decision-making and troubleshooting the ability to understand and so work with (or manipulate) the organisational culture (Grossman, 2007). They should to a fault be proactive, manage negative situations and emotions cognitively and have a degree of emotional intelligence (Jooste, 2004). It is distinct of that the employment of these competencies might have prevented the challenges which arose from the process described below. Transformational leadership (Thyer, 2003) would offer for improved multi-way communication, by allowing the leader to establish new and different lines of communication with and between staff at different levels (McC fine arthy, 2006). Transformational leadership may also address the staffing issues associated with this challenging scenario (Thyer, 2003).Healthcare professionals, particularly nursing staff, engage with, incur and reinforce such behaviours constantly as fundamental competencies for effective patient of care. Grossman (2007) argues that good leaders must have demonstrated efficacy in patient communication, which suggests that all nurses have such abilities. Nurses also have grotesque insider knowledge, which should have informed a full system analysis (McCarthy, 2006) foregoing to the implementation of the change. Including the staff in this process might also comfort both the change the process by engaging the staff in meaningful, change-related communication and activity from the outset (McCarthy, 2006).Chambers (2002) suggests that the mark of a aline leader might be someone who can se the vision, share it with others and lead them on the journey that makes it happen. The lack of such a guide, a true leader is both evident in this scenario and indicative of an theatre of future need, where the existing resources of those who already translate organisational conceptualisation of service pitch shot in to the pragmatic and practical aspects of quality patient care should be utilised rather than wasted. Senior nurses, such as myself, possess these qualities and should be enabled to express them.ReferencesChambers, N. (2002) Nursing leadership the time has come to just do it. Journal of Nursing direction. 10 127-128.Grossman, S. (2007) Assisting Critical Care Nurses in getting Leadership Skills. Dimensions of Critical Care Nursing 26 (2) 57-65.Jooste, K. (2004). Leadership a new perspective. Journal of Nursing Management 12 27-223.Kerfoot, K. (2004) Leaders and windshields the art of deflecting essential information. Dermatology Nursing 16 (6) 545-546, 568.McCarthy, J. (2006) Five more concepts for creating change. Nursing M anagement September 2005 Available from www.nursingmanagement.com. Accessed 17-7-07.Thyer, G.L. (2003) Dare to be different transformational leadership may hold the key to the nursing shortage. Journal of Nursing Management 11 73-79.