NR 504 Week 5 Discussion – Collaboration Cafe

NR 504 Week 5 Discussion – Collaboration Cafe

The strategic leadership process starts at the meso and macro system levels. According to Schoemaker, Krupp, & Howland (2013), “Effective leaders anticipate changes and opportunities, they challenge the status quo, they interpret conflicting and complex information, they decide following a disciplined process, they find common ground among different stakeholders, and they learn from success and failure” (p. 131). It is important that strategic leaders incorporate this process into everyday practice.

There are four characteristics that are important for successful strategic leadership. The four characteristics are foresight, visioning, partnering, and motivation. Strategic leaders use foresight when there is a plan for change. When actions are implemented, the strategic leader also needs to ensure that appropriate feedback occurs and reviews take place to improve the foresight process (Mandelbaum et al., 2012).

Many healthcare organizations have a mission, vision, and values, and strategic leaders need to have an understanding of how this will lead to the best outcomes. My hospital has a strategic process of the journey to the best outcomes. It is a detailed process of how our organization will obtain the best outcomes. Many entities from all over the organization are involved in this process. It is important that strategic leaders communicate the process to their staff so they have a clear understanding of how to obtain the best outcomes.

NR 504 Week 5 Discussion – Collaboration Cafe

Partnering with many disciplines requires strategic leaders to have effective communication skills. The relationships between leaders and staff are developed through networking and referrals. In many large healthcare organizations, most change process teams are made up of many different disciplines, such as nurses, physicians, business analysts, managers, information technologists, and researchers.

It is important for strategic leaders to motivate staff so that staff feels appreciated in the constantly changing healthcare field. Successful strategic leaders play a vital role in developing staff appreciation events. I work for a large hospital, and they send us movie tickets on our birthday. They have a luncheon for our yearly anniversary, an employee of the month, and a service from the Heart Recognition program. Many departments and units have their own employee recognition programs. It is important for staff to be engaged in the change process. If the staff does not feel appreciated, there will be no positive changes to develop the best outcomes.

References

Mandelbaum, A.H., Parker D., & Williams, H. (2012). Value engineering synergies with Lean Six Sigma: Combining methodologies for enhanced results. Boca Raton, Florida: Taylor & Francis Group, LLC.

Schoemaker, P., Krupp, S., & Howland, S. (2013). Strategic leadership: The essential skills.

Harvard Business Review, 91(1/2), p. 131-134.

ORDER A PLAGIARISM-FREE PAPER HERE

We’ll write everything from scratch

---

NR 504 Week 5 Discussion – Collaboration Cafe

Reflect upon a current or previous organization, and consider the organizational mission, vision, and values, as well as the organizational culture and leadership practices; then discuss:

In what ways did the organizational mission, vision, and values reflect a culture of excellence?

How were the mission, vision, and values similar to and different from your personal philosophy of nursing and core values?

How were the mission and values reflected in the organizational culture and leadership?

Recommend one leadership approach or strategy that can be applied to support a culture of excellence within your future MSN role.

Include your rationale for the intended impact and how this may affect your future role.