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Nursing

Transformational Leadership in Nursing

Transformational Leadership in Nursing

The Kotter change management model is an extensive 8-stepped change model that has found extensive use in business organizations. This model details an organization’s change process as a process rather than an event. It further details how organizational frameworks, operationalizations, and resources can be utilized to execute a change process within the organization. In this model, eight steps of a change process are detailed. I chose this model because of how it discusses change processes within organizations. Change management is crucial in healthcare as it enables the integration of new evidence-based practices in healthcare provision. This model discusses how changes within an organization can be integrated seamlessly and without significantly disrupting the existing standards of practice. This paper discusses the characteristics of this change model. Need help with your assignment ? Reach out to us. We offer excellent services.

Model Characteristics

 

The Kotter change management model

 

 

 Application to Your Advanced Practice Role

 

Clinical Nurse Specialist
Characteristic 1:

The model champions a powerful coalition with persons who favor the change as a strategy to fast-track the change process.

(Appelbaum et al., 2018)

  

Healthcare coalitions are not only necessary during change management in healthcare but also remain essential in healthcare provision processes. Clinical nurse specialists function as nurse leaders whose responsibility will be to guide other nurses as well as members of healthcare teams in patient management. To effectively do this, they will be required to rally other members towards the organizational goals and change processes. They will have to convince other team members of the significance of such changes and the benefits these changes will bring to care provision (Bradley et al., 2018). This model reinforces the need for such powerful coalitions in fast-tracking organizational change processes.
Characteristic 2:

Organizational leaders need to create a vision for the change process.

(Appelbaum et al., 2018)

 Organizational leaders are the change bearers, inspiring change in their subjects. In this regard, they should set the goals and performance standards required for the change process to be successful. They should also define the objectives and strategies for achieving the change process and strengthen support for these change processes. Nurse leaders can borrow this model in their role as healthcare leaders. They should understand that all healthcare team members need to have a similar vision for effective and efficient healthcare provision. In this regard, they should be at the forefront in inspiring the vision of optimal, safe, and quality care to other team members. The provisions in this model are nearly similar to the role of nurse leaders in clinical care. The need and urge to provide care should be envisioned by nurse leaders who, in turn, inspire this to other nurses and the entire healthcare team (Fitzpatrick et al., 2019).
Characteristic 3:

Communicating the change plan in a simple but effective manner.

(Appelbaum et al., 2018)

  There is a need to communicate any organizational change process to the members. Communicating a change process is a two-way process that requires leaders to elicit feedback and use the responses to improve aspects of the change process. When organizational members are well conversant with the change process, they are more likely to participate in the change process. For the communication process to be effective, it should be simple, precise concise, free of ambiguity, clear, and correct. Effective communications foster better understanding and eliminate any form of confusion that may deter the acceptability of the message being conveyed to the audience. Clinical nurse specialists are tasked with communicating the change process to other healthcare team members. They are also tasked with communicating aspects of care provisions to other nurses and patients. Effective communication is required during these processes. Effective communication will ensure better work efficiency and ultimately increase the effectiveness of the care processes (Webb, 2018). This model highlights communication as a vital tool for change management. Provisions from this model ensure that nurses remain effective in their communication processes.
Characteristic 4:

Organizational leaders need to eliminate all barriers that may be impacting change processes within their organizations.

(Radwan, 2020)

  Change processes within organizations require a seamless flow of organizational operations. Barriers presenting to the operability of the organizations may derail the organization from the change plan. In this regard,  leaders should identify these barriers and design strategies to eliminate them. Barriers such as absenteeism and high employee turnover rates inhibit the success of the change plan. Leaders should reevaluate policies and working frameworks within the organization that cultivate such vices and eliminate or modify them to fit the change plan. Internal barriers to healthcare change management remain a reason for delays in implementing various health change plans. To eliminate these obstacles, clinical nurse specialists and other nurse leaders need to rally healthcare organizations to design suitable frameworks and policies to eliminate these barriers (Tappen et al., 2018). Nurses’ working schedules should be redesigned to give them sufficient exposure to the change plan. Absentee nurses can be advised against the vice and necessary disciplinary issues taken against them. This will enable them to have sufficient exposure to the change process, facilitating the overall change process.
Characteristic 5:

There is a need to improve on change processes upon their implementation.

(Radwan, 2020)

 Upon implementing a change process, its overall impacts on the organization’s operations become apparent. Constant alterations may be made to the initial plan to improve its efficiency. Leaders should assess the change, identify aspects that may require improvement, and thereafter design a plan of action to address any apparent issue. Clinical nurse specialists as clinical leaders need to oversee healthcare changes within their organizations and design a plan of action to address these changes. For example, when a nurse leader realizes that the current medication plan is ineffective for the patient as informed by the symptoms, they may change the existing plan by engaging other healthcare team members (Radwan, 2020).
Characteristic 6:

Change plans needs to be integrated into the organizational culture upon proof of effectiveness.

(Radwan, 2020)

 After ascertaining that a change plan is effective, organizational leaders should design a strategy to integrate the change into the organization’s culture. Change processes are often perceived as disruptive or difficult. Integrating a change into an organization’s culture is a slow process that requires patience, consistency, and focus. These values will ensure that each member understands the provisions of the change and incorporate them into their activities. Healthcare changes are also perceived in part as being disruptive and difficult. Changes like those that require infrastructural alterations or modifications sometimes present considerable difficulties to healthcare providers (Lowe et al., 2018). Clinical nurse specialists should oversee other nurses and healthcare providers through the integration process. They should always remind them of the significance of the change and provide them with the required tools and resources to ease their predicaments.
Characteristic 7:

Leaders need to create short-term change objectives and a framework to assess and recognize these change objectives.

(Appelbaum et al., 2018)

 The overall success of the change plan will be dependent on how the organization can achieve its short-term goals. Additionally, there is a need to develop a framework to assess these objectives to ascertain their workability and to confirm whether the organization is on track. Leaders should also be ready to recognize and appreciate the successfulness of these short-term goals as they give the members the urge to achieve more. In healthcare, the overall goal of any change management is to improve safety and quality of care. This can be ensured by designing short-term measurable goals that contribute to the overall goal. For example, the attainment of quality care depends on nurses’ ability to administer medications effectively. Clinical nurse specialists are tasked with developing these short-term goals and designing strategies to assess these goals and should also recognize when the members do a remarkable job.

The Kotter change management model attempts to explain change management in business organizations. These changes, despite touching heavily on the organization’s leadership, require all stakeholders’ participation to succeed. This model outlines eight steps of change management that ensure seamless integration of the change process into the organizational culture. As seen in the text, the provisions of this change management model remain applicable in healthcare management and operationalizations. The role definitions of a clinical nurse specialty defined in their scope of practice borrow a lot from these provisions. The postulates of this model point to the leaders’ role in guiding the organization through a change process. Clinical nurse specialists being healthcare leaders, can adopt these provisions in healthcare management.

 References

Appelbaum, S., Habashy, S., Malo, J., & Shafiq, H. (2018). Back to the future: revisiting Kotter’s 1996 change model. Journal Of Management Development, 31(8), 764-782. https://doi.org/10.1108/02621711211253231

Bradley, E., Brewster, A., McNatt, Z., Linnander, E., Cherlin, E., & Fosburgh, H. et al. (2018). How guiding coalitions promote positive culture change in hospitals: a longitudinal mixed-methods interventional study. BMJ Quality &Amp; Safety, 27(3), 218-225. https://doi.org/10.1136/bmjqs-2017-006574

Fitzpatrick, J., Rivera, R., Walsh, L., & Byers, O. (2019). Narrative Nursing: Inspiring a Shared Vision Among Clinical Nurses. Nurse Leader, 17(2), 131-134. https://doi.org/10.1016/j.mnl.2018.12.002

Lowe, G., Plummer, V., & Boyd, L. (2018). Nurse practitioner integration: Qualitative experiences of the change management process. Journal Of Nursing Management, 26(8), 992-1001. https://doi.org/10.1111/jonm.12624

Radwan, A. (2020). Lead transformational change and minimize resistance with an 8‐step model. Dean And Provost, 21(7), 1-5. https://doi.org/10.1002/dap.30693

Tappen, R., Wolf, D., Rahemi, Z., Engstrom, G., Rojido, C., Shutes, J., & Ouslander, J. (2018). Barriers and Facilitators to Implementing a Change Initiative in Long-Term Care Using the INTERACT® Quality Improvement Program. The Health Care Manager, 36(3), 219-230. https://doi.org/10.1097/hcm.0000000000000168

Webb, L. (2018). Exploring the characteristics of effective communicators in healthcare. Nursing Standard, 33(9), 47-51. https://doi.org/10.7748/ns.2018.e11157

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Question 

Directions

In this assignment, you will

locate a model from a different discipline (other than nursing) that you could apply to nursing. Models can be found in leadership, business, education, and technology
explain why you have chosen the model
apply the model to your advanced practice role

Transformational Leadership in Nursing

Transformational Leadership in Nursing

Assignment Details

The content of the paper will start with an introduction in the narrative format that briefly explains the model and explains why you chose the model.
After the introduction, you will insert the table using this template. I HAVE ALSO ATTACHED THE TEMPLATE TO USE
Please SINGLE SPACE the table; the rest of the document should be double-spaced as required for APA format.
In the left column, in the top box, write the name of your chosen model. An example has been provided in the first rows to guide you. Please remove the examples when entering your information.
In the left column of the template in the following boxes, list the characteristics of the model you have chosen. Provide a source of support for each characteristic.
In the right column, in the top box, write your future role e.g., Family Nurse Practitioner, Nurse Educator, etc.
In the right column, list an application to your advanced nursing practice role that corresponds with each characteristic. Include a source of support/s for each application.
After the table, you will provide a concluding paragraph.
Reference the Grading Rubric for this assignment, found in the Course Resources for further guidance.

Assignment Requirements

Your paper should be 3-4 pages, not including the title and reference pages.
Use APA 7th Edition for format and style.
Provide a minimum of five (5) sources of support.
Utilize spelling and grammar check to minimize errors.
Your assignment should:
Employ the conventions of Standard English (correct grammar, punctuation, etc.);
be well ordered, logical, and unified, as well as original and insightful;
display superior content, organization, style, and mechanics.