Professional Development Needs Assessment Name Institute

RunningHead:PROFESSIONAL DEVELOPMENT
Professional Development Needs Assessment
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PROFESSIONAL DEVELOPMENT
Professional Development Needs Assessment
The profession of nursing relies on moral and ethical guidelines. Throughout history,
nurses have played a pivotal role in the provision of care, protection and quality healthcare to
patients. Like any other profession, leadership and management skills are the most important tools
for effectiveness in nursing. The nurse is the primary caregiver to the patient. The nurse has to
monitor the condition of the patients on a daily basis. It is their duty to comfort the patients and
their families. In case of an emergency situation, the nurse has to be capable of handling the
situation. This requires adequate leadership and management skills. Professional communication
skills are also of as much importance as other skills.
Differentiation between leadership and management
Although leadership and management are often interchangeably used terms. The main
difference between them is the role they play in an organization. It is not necessary for a good
manager nurse to be a good leader and a good leader nurse may not nessecarily be an effective
leader. A leader makes people believe in his vision and follows him in order to achieve the goal.
A manager, on the other hand, is concerned more with the administration and the fulfilment of the
day-to-day tasks within the organization (Kelly & Tazbir, 2014). He or she holds a specific
position among the organizational hierarchy of a medical establishment. A manager basically
executes the vision by developing a roadmap to the achievement of the goal (Antrobus & Kitson,
1999).
Key nursing leadership, management and communication concepts

The same concept applies to the nursing profession. As a lead nurse one has to have a
strong vision and should be highly spirited to make the employees follow him. A good lead nurse
is has a commitment that turns to perseverance. The real test of this commitment is when the nurse
knows that no matter how difficult it may be, he has to get up and serve with a smile. A good
leader includes the staff in the setting up of priorities and takes into account their insights. This
makes the staff have a stake in the strategic plan (Kelly & Tazbir, 2014). No doubt, commitment
to the vision starts with the leader. The lead nurse has to evaluate his moves and should be open
to criticism and re-evaluation.
As indicated by Sellgren, Ekvall and Tomson (2006), quick decision power plays a central
role in good leadership. For instance, a patient already suffering from cardiac disease suffers from
cardiac arrest, an ordinary person may be panicked in such a chaotic situation. An effective nurse
leader, on the other hand, will immediately apply CPR to save the patient. This is a classic example
of the chaotic nature of the medical establishment environment.
A nurse in the leading position knows that patient satisfaction is inter-related to patient
satisfaction. In order for its realization, the nurse should develop a realistic plan. He should
incorporate the limitations of the staff and should be able to project the fact that quality standards
and effective patient safety are a way of life. The lead nurse should evaluate the productivity of
the staff be examining their progress on the atleast weekly basis. An example might be a case of
a 20-bed monitored surgical unit, it is wise to develop a plan for the addition of another service
synonymous with the pre-existing service (Kelly & Tazbir, 2014). Combining nephrology with
kidney or cardiac transplant services would increase productivity in such case.

All this might be necessary for the nurse to play an effective role in leadership, but a
dominant factor in this regard, often neglected, is the finance. A good lead nurse should also take
into account money-related problems. The action plan should be able to save money after the
payment of salaries and other expenditures. These savings, in turn, might be invested back into
the services. In the end, the leader should reward good service and should not hesitate to
vituperate upon inadequate service.
A good lead nurse is pivotal to the provision of good service, but if the managing nurse is
not effective, then the quality of health care will no doubt suffer. The first requirement for an
effective manager is adequate training. A good manager should be able to effectively manage
and keep under control an otherwise chaotic environment of the healthcare system. The manager
is the one who develops the key plan to realize the vision set forth by the lead nurse (Kelly &
Tazbir, 2014). A successful managing nurse formulates the plan; coordinates with different team
members; control the situation to make the environment favourable; delegate the duties to a
respective team member, and effectively communicates with different departments and between
the team members and the lead nurse.
The managing nurse plays the role of a bridge between the leader and the staff. A good
manager plans and monitors day-to-day tasks and is adept to work under strict deadlines. Good
management is the key to the smooth operation of the medical establishment.
Personal leadership and communication style
The manner in which a nurse exerts his or her leadership over the staff has far-reaching
repercussions on the running of the medical establishment. The personal leadership style of the
nurse impacts the staff productivity, turn-over rates and teamwork of the staff. One of the most
effective and productive styles of leadership is the Democratic one. The staff has an active
participation in the decision-making process, thus having a higher stake in the organizational
structure. The lead nurse gathers input from the staff and incorporates the best ideas in the
strategic plan. This style thrives in the medical environment as the skills and knowledge of team
members from differing backgrounds come together resulting in the establishment of the most
effective plans to move forward. Although generally considered the most effective style, some
facts make this style not so desirable; such as incorporating everyone's input and ideas makes it a
rather time-consuming method. Furthermore, the team members with an aggressive nature may
result in the holding back of the non-aggressive ones (Tomey, 2009).
Therefore some degree of autocracy may also be necessary for effective leadership and
management. The lead nurse should have the final say in the end. An effective leader should also
reward or punish the team members on their respective performances.
Future professional development
There is always a place for improvement of skills for a leader or a manager. Nurses
should continue their educations to keep up with the advancing field of medical science. A good
nurse should develop and enhance his or her listening and communication skills. It is a job
requiring patience and a good manager nurse should be able to adapt in this regard. The manager
should continue self-improvement by developing common interest communities for the staff to
share their experiences and information. Lack of arrogance and willingness to learn are the keys
to improvement.
REFERENCES
Antrobus, S., & Kitson, A. (1999). Nursing leadership: influencing and shaping health
policy and nursing practice. Journal of advanced nursing, 29(3), 746-753.
Kelly, P., & Tazbir, J. (2014). Essentials of nursing leadership and management (3rd ed.).
Clifton Park, NY: Delmar.
Sellgren, S., Ekvall, G., & Tomson, G. (2006). Leadership styles in nursing management:
preferred and perceived. Journal of Nursing Management, 14(5), 348-355.
Tomey, A. M. (2009). Nursing management and leadership. Elsevier, Missouri.

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RunningHead:PROFESSIONAL DEVELOPMENT

Professional Development Needs Assessment

Professional Development Needs Assessment

skills are also of as much importance as other skills.

Differentiation between leadership and management

position among the organizational hierarchy of a medical establishment. A manager basically

Key nursing leadership, management and communication concepts

to criticism and re-evaluation.

of the chaotic nature of the medical establishment environment.

kidney or cardiac transplant services would increase productivity in such case.

vituperate upon inadequate service.

the team members and the lead nurse.

management is the key to the smooth operation of the medical establishment.

Personal leadership and communication style

result in the holding back of the non-aggressive ones (Tomey, 2009).

reward or punish the team members on their respective performances.

Future professional development

policy and nursing practice. Journal of advanced nursing, 29(3), 746-753.

Clifton Park, NY: Delmar.

preferred and perceived. Journal of Nursing Management, 14(5), 348-355.

Tomey, A. M. (2009). Nursing management and leadership. Elsevier, Missouri.

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