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Enhanced
interprofessional collaboration (IPC) is
identified as an approach in which health
care systems are transformed and addressing issues related to a shortage of health-care workers. As a result,
Regan, Laschinger & Wong (2015) found that through the provision of effective organizational support, it is possible for IPC to be effectively promoted. The purpose of conducting
this study was for the evaluation of the impact of professional nursing
practice environments, authentic leadership, and structural empowerment on experienced
nurses’ perceptions of interprofessional collaboration.

A predictive
non-experimental approach was employed to evaluate the impacts of authentic
leadership, structural empowerment, and professional nursing practice settings
on nurses perceived interprofessional collaboration. The study used sample
population of (n=220) through random selection in Ontario, Canada and filled a
mailed questionnaire. Moreover, a hierarchical multiple regression analysis was utilized.

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This studies
results seem to indicate that higher perceived authentic leadership, structural
empowerment and professional nursing practice setting could improve IPC. Moreover, nursing leaders provides access to
resources such as embody authenticity, IPC knowledge, develop trust among nurses,
and support the presence of professional nursing practice environments can play
a vital role in enhancing IPC (Regan, Laschinger & Wong, 2015)

In conclusion, the
authors found that to achieve an ideal IPC, organizations are required to develop a culture
that supports nurses and other persons to
practice collaboratively. Additionally,
nurse leaders can improve the capacity of nurses for IPC by empowering productive work environments, supporting professional nursing practice as
well as role-modeling behaviors in
relation to IPC. As opposed to hindering IPC, nurse leaders are required
to transform the work environment to enhancing
collaborative nursing practice. 

Fardellone,
C., Musil, C. M., Smith, E., and Click, E. R. (2014). Leadership behaviors of
frontline staff nurses. The Journal of Continuing Education in Nursing, 45(11),
506-513. https://doi.org/10.3928/00220124-20141023-05

According to Click et al. (2014), the Institute
of Medicine (IOM) report, tasks the professional nurse to boost the leadership
roles given to nurses within the healthcare field. The primary goal of performing
a study like this was to evaluate the various self-perceived leadership activities
of registered nurses (RNs) involved in a clinical ladder initiative. As defined
by the Affordable Care Act (ACA), RNs are obligated to lead clients towards positive
healthcare outcomes. However, it is imperative for the healthcare organizations
to have a true critical understanding of how the nursing process develops
decisions related to nursing patient care.

The authors employed many different avenues for the purpose of collecting
necessary data, such as: correlational, descriptive and cross-sectional studies
to assess the self-perceived behaviors of RNs enrolled within a ladder career
pathway. Moreover, a self-report survey had been performed using demographic
questionnaires and the leadership practice inventory.

The results of the study revealed the existence of an intimate
relationship between categorical and continuous demographic factors. In
addition, Click et al. (2014) found that RNs who have attained higher levels of
experience inversely have developed low perception of various leadership
behaviors. Transformational leadership is defined as a critical element towards
enhancing the effectiveness of communication and collaboration in the
healthcare field. Therefore, RNs must be required to proficiently collaborate
with other healthcare providers, families, and patients given that they are
identified as the change agents who can transform the experience of patients
(Click et al., 2014),

In conclusion, the development of leadership and is fundamental for
nurses in the various fields of practice. Therefore, the finding from this
study offers evidence of the benefits and drawbacks related to leadership
behaviors of employees in clinical RNs because they are the ones who are on the
tip of the spear in regards to making decisions regarding patients.

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