Leadership and Management

Leadershipand Management

Nameof author

Approachesof Nursing towards Continuous QualityImprovement and Patient Satisfaction

Accordingto Candas,Jobin, Dubé, Tousignant, Abdeljelil, Grenier &amp Gagnon (2016),the nurse leaders were linked to sustainablequality progress, patient satisfactionand organizational commitment among the nurses and health staff.Nurse management involves an administrator-worker relationship wherea subordinate is expected to please the management so that they canbe rewarded. This relationship thrives as long as both partiesrecognize that their wellbeing is dependent on the relationship(Mosadeghrad&amp Ferlie, 2015).The purpose of this paper is to discuss the leaders and managersapproaches to realizing the goals of ContinuousQuality Improvement and Patient Satisfaction that differ in variousaspects

Itis the responsibility of the managers in the nursing facilities tomaintain sound compensation terms so that the workers can bemotivated to provide quality services that would result in patientsatisfaction (Loudoun,2016).The nursing leadership is transformational that is the nurse leadersteam up with other workers so that they can realize a commonobjective (Clark,Silvester &amp Knowles, 2013).It implies that the nurse leaders need to fuse their purposes withthose of the workers which lead to inspiration among the laborers(Wong,Cummings &amp Ducharme, 2013).This method of leadership is important in the health sectors as itassists in motivating the health employees and make them feelelevated, thus increasing their productivity and quality ofperformance.

Thereare few differences between the nurse managers’ and nurse leaders’approaches towards continuousquality improvement and patient satisfaction as they both strive tofoster coordinationamong the workers, influencing their actions and directing theemployees towards the organizational goals (Wong,Cummings &amp Ducharme, 2013).However, there is a distinct contrast in the mode of operation of thenurse leaders and managers towards the continuous quality improvementof services as well as increased patient satisfaction.

Anurse manager uses the technique of rewards and punishment toinfluence the compliance of the subordinates to the organizationalgoals (Higgins,2015).This scenario implies that those workers who perform well and propelthe organization towards the realization of its aims get recognizedand rewarded in various ways such as increased wages and promotion.On the other hand, the workers who do not observe protocols in theirservice delivery are likely to face some disciplinary action whichmay involve being suspended from the practice (Wong,Cummings &amp Ducharme, 2013).

Thenurse leaders would adopt a different approach that would try toconvince the workers to follow the leader’s vision (Candaset al., 2016).A nurse leader would try to make the employees see the need forcontinuous quality improvement and patient satisfaction (Graham,Houser, Thomas, Casper, ErkenBrack, Wenzel &amp Siegrist, 2013).The nurse leader would ensure that the employees understand theconcept of quality improvement and why satisfied clients areessential for the progress of the institution (Higgins,2015).Hence the entire workforce will not be working for recognition asthey will be motivated by the need to stand out from the mediocreservice providers in the society and acquire recognition as a wholeinstitution.

Thenurse managers use an individual-centered approach towards qualityimprovement where people are recognized for their personal effortswhile the managers apply an institutional-centered approach whereevery worker would pride themselves for working in a healthinstitution when it achieves the objective of quality improvement(Loudoun,2016).Unlike the manager’s strategy, the leadership technique may notinvolve the issuance of rewards though certain procedures andprotocols have to be observed failure to which disciplinary action istaken. In the leadership context, the workers feel psychologicallyrewarded when their efforts to improve services provision begin tobear fruit which motivates them to improve the provision of services(Wong,Cummings &amp Ducharme, 2013).However, this approach may be detrimental to the morale of theworkers as no due benefits are advanced nor recognition and thereforethe staff may not be compelled to limit their efforts in their work.On the contrary, the manager’s approach ensures that the workersobserve the regulations or face the associated consequences for notdoing so, while they aggressively compete so that their efforts canstand out and they can be recognized and rewarded (Candaset al., 2016).Hence this method is best suited towards optimization of the qualityand patient satisfaction initiatives.

Amanager uses his influence and position within the organization tocontrol the workers (Grol,Wensing, Eccles &amp Davis, 2013). The nurse manager has the authority to direct the employees towardsthe implementation of the quality control standards. The nurseleaders’ relationship with the staff is developed via coercion asthey strive to instill a sense of trust, power, and responsibilityamong the health workers (Bamford,Wong &amp Laschinger, 2013).This bond influences the employees’ compliance with the establishedhealthcare standards efficiently (Leeet al., 2013).Therefore, a nursing manager tends to issue directives to the staffwhile the nurse leader serves as an example to the workers. The nurseleaders will adhere to the set quality standards and thus, motivatethe employees to observe the regulations.

Asthe nursing managers emphasize the rules, protocols, and standards,the nurse leaders allow the subordinates to work freely and willingtowards achieving the quality of services (Candaset al., 2016).According to Grahamet al. (2013), thenurse managers develop comprehensive standards manuals that dictatewhat is expected of the workers in the institution, towards therealization of quality services and patient satisfaction. On theother hand, the nurse leaders set specific objectives and empower thestaff to develop creative techniques that would aid to realize thesespecific goals. The nurse leaders apply empowerment strategies suchas training and specifying of roles (Bamford,Wong &amp Laschinger, 2013).Nurse leaders have an easy time with their subordinates as they trustthem to fulfill their duties because the workers have internalizedtheir responsibilities (Wong,Cummings &amp Ducharme, 2013).

Theprimary concern of the nurse managers is the final results used togauge the success of quality improvement and patient satisfaction(Candaset al., 2016).Some of the final outcomes that could be of relevance to assessingthese aspects are the organizational sales and profits. The nurseleaders are concerned with the final results and the methods appliedto arrive at ContinuousQuality Improvement and Patient Satisfaction (Mosadeghrad&amp Ferlie, 2015).It implies that the nurse leaders are not only concerned about theinstitutional sales and profits but also about the patients’ andworkers’ welfare.

Leadershipstyle is ideal for my personal career and philosophy towards therealization of quality improvement and customer satisfaction. Nursingleadership aims at influencing the employees to share the goals andthe purposes of the organization (Candaset al., 2016).This approach is efficient in achieving long-term success of theobjectives as workers will always be motivated by the goals and thevision of the organization, and can continue to efficiently work evenin the absence of their leader (Loudoun,2016).The use of rewards and punishment in the management approach onlyguarantees short term success as the withdrawal of the recognitionprogram would lead to low motivation for the workers (Hassmiller&amp Truelove, 2014).

Sustainedquality improvement and patient satisfaction is a long-term goal formost of the health institutions (Hassmiller&amp Truelove, 2014).The organizations should use those techniques that will ensurelong-term success in the realization of the institutional goals(Higgins,2015).Both the nursing leaders and managers are entitled to ensuring thattheir organizations meet the targets. The nursing leaders try toinspire the staff to buy into the organizational vision and goals,while the managers tend to apply a reward and punishment scheme tomotivate the workers (Grahamet al., 2013).However, the nursing leaders are more efficient than managers as theyare more likely to guarantee long-term success for the organization(Loudoun,2016).

References

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Candas,B., Jobin, G., Dubé, C., Tousignant, M., Abdeljelil, A. B., Grenier,S., &amp Gagnon, M. P. (2016). Barriers and facilitators toimplementing continuous quality improvement programs in colonoscopyservices: a mixed methods systematic review.&nbspEndoscopy international open,&nbsp4(02),E118-E133.

Clark,D. M., Silvester, K., &amp Knowles, S. (2013). Lean managementsystems: creating a culture of continuous qualityimprovement.&nbspJournalof clinical pathology,&nbsp66(8),638-643.

Graham-Dickerson,P., Houser, J., Thomas, E., Casper, C., ErkenBrack, L., Wenzel, M., &amp Siegrist, M. (2013). The value of staff nurse involvement indecision making.&nbspJournalof Nursing Administration,&nbsp43(5),286-292.

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