Читать книгу Kelly Vana's Nursing Leadership and Management - Группа авторов - Страница 46

A nurse is making rounds on her new postoperative laryngectomy patient. As the nurse enters the room, the patient begins to bleed from his neck incision. The nurse applies direct pressure to the patient's carotid artery with one hand and calls for assistance. Help arrives, and the patient is taken to surgery, with the nurse still maintaining pressure on the bleeding site. The patient's condition is stabilized and the patient is discharged to home a few days later.

How does nursing leadership and management on a patient care unit ensure good patient care in an emergency?

How can you develop your leadership and management skills to improve your ability to care for a group of patients?

Nurse researchers have described nurse executives according to transformational leadership theory and have used this theory to measure leadership behavior among nurse executives and nurse managers (Dunham‐Taylor, 2000; Leach, 2005; McDaniel & Wolf, 1992; Wolf, Boland, & Aukerman, 1994; Young, 1992). Additionally, transformational leadership theory has been the basis for the nursing administration curriculum and for investigation of relationships such as relationships between a nurse's commitment to an organization (Leach, 2005) and productivity in a hospital setting (McNeese‐Smith, 1997) and the ethical aspects of transformational leadership (Cassidy & Koroll, 1998). Barker (1990) also comprehensively discussed nursing in terms of transformational leadership theory. Of the contemporary theories of leadership, transformational leadership has been a popular approach in nursing and is well suited to the rapidly changing health care environment.

Most recently, the National Academy of Medicine (NAM) identified transformational leadership theory as a precursor to any change initiative and stated that transformational leadership can be a crucial approach toward achieving work environments that optimize patient safety (NAM, 2003).