Nurse Leader Interview Essay

1603 Words Apr 16th, 2012 7 Pages
Nursing Leader Interview
The nurse manager of the cardiac rehabilitation unit has been a formal nurse leader for the past five years. The conversation began with a discussion about her personal leadership style and how it evolved from a knee jerk style to her current democratic style. Being a nurse leader requires adaptation and flexibility. Administration, Medicare, and certifying organizations require changes to be made frequently to improve patient care. These changes are often tied to service reimbursement, so they must be initiated swiftly. Many difficulties surround the role of leader in today’s health care. Being unprepared for a management role, avoiding micromanagement, and maintaining clinical competency were the biggest
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Leaders must to some degree adapt their leadership style in order to be effective. While one employee needs structure another needs space for creativity. Knowing and communicating with employees is the best way to know what they need to be happy and productive. Once an employee’s needs are identified the leader must do her best to fulfill those needs.
One of the biggest challenges that this nurse leader encountered was being thrust into the management position with little to no guidance or instruction. This is a common challenge among nurse leaders, accepting a leadership role but not being given the tools and education to be successful (Horton-Deutsch, Young, & Nelson, 2010). When she accepted the position of nurse manager of cardiac rehab in September of 2004 administration did not offer her any formal instruction or orientation. The previous manager left the organization abruptly, obtaining on an associate’s degree her education did not provide her with the skills she believed she needed. She reports a trial by fire, making many managerial mistakes but learning from each one. Being a nurse leader for her is about empowering employees to do the best they can.
Part of empowering employees to work creatively and independently was avoiding the urge to micromanage the department. She identified delegation and avoiding micromanagement as a large personal challenge in developing herself as a nurse leader. Trusting that the employees were competent

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