- Select an issue/problem that you have a professional interest in – Increasing RN to RN reporting/handoff between nursery nurse and nurse assuming care of infant after transition (Nursery nurse cares for newborn from birth to 2 hours of life, sometimes shorter depending on what is happening on the unit; report/handoff should be given to the nurse receiving care of newborn)
- Select a QSEN competency that relates to that problem. Example: Safety
- Select a health care organization that can help support your issue: Example: The CDC
- Develop a global objective: Example: At the completion of this project I will have developed a patient educational tool to present to staff on 3PCT to be distributed to all patients on 3PCT to prevent falls.
- Develop at least four project objectives: Example:
a. Research current literature on the prevention of falls and patient educational material content.
b. Seek falls data from ABC Hospital quality department and specifically from the 3PCT.
c. Review data results and evaluate for trends.
d. Develop a patient educational tool on fall prevention.
e. Educate staff on use of the patient educational tool
f. Implement patient educational tool and present to at least ten patients on 3PCT.
- Develop possible resources needed to help meet your goals/objectives.
a. Meet with unit manager and seek approval on project implementation.
b. Review the CDC web site for current references and resources on fall prevention.
c. Create patient educational tool, copy and prepare to distribute.
d. Create a timeline to implement the patient educational tool
There are other contingency theories that provide a more continuum based approach such as Redding’s theory of leadership and management, however Fielder’s description of how situational factors affect the leadership style required for the situation is extremely useful in understanding the fundamentals of leadership (Pettinger, 2007). Chelladurai in his Multi Dimensional Model of Leadership, expands on much of Fiedler’s theory but in a continuum based approach, in which the leader can adapt their leadership style to fit the situation (Chelladurai and Madella, 2006). Chelladurai’s theory is taken from sports psychology but can be applied to an organisational scenario. It provides a much more empirical categorisation of task structure, clearly differentiating a plethora of situations that require certain leadership styles for success. Chealldurai found three characteristics that affect the leadership style required for a situation, called antecedents, they mainly expand upon Fiedler’s situational factors and leader – member relations and ultimately affect how a leader should behave towards a situation. The first are situational characteristics, the environment in which the leader must perform, the second are leader characteristics, the experience, personal qualities and skills of the leader, and the third are member characteristics, the motivation, skill and experience levels of group members (Chelladurai and Madella, 2006). The situational characteristics and member characteristics have a required behaviour to ensure maximum group performance, they also have a preferred behaviour to ensure the satisfaction of group members, if the leaders actual behaviour matches both the required behaviour and preferred behaviour of the situation the consequence is maximum group performance and satisfaction. However, if the group are not performing and achieving goals or are not satisfied or both, then the leader is able to amend their actual behaviour to improve this. Leaders able to monitor performance and satisfaction, and understand what is required to amend the situation will achieve optimum group performance in Chelladurai’s model. The one limitation of Chealldurai’s model is that it assumes the leader is in a position of complete positional power over the group, and can implement any leadership style of their choosing without constraints. Positional power is the authority and influence a leader has over a group, if the leader has positional power, they will be able to implement the leadership style they best see fit for the situation. Positional power cannot be measured or quantified, making it highly ambiguous and hard for a leader to understand whether they have it or how then can gain it. It becomes the responsibility of the organisation to have policies in place to provide leaders with some positional power, usually by establishing a clear hierarchal structure. By establishing a hierarchy, the leader is perceived by the group to be able to make demands and expect compliance from them giving the leader legitimate power (French and Raven, 1959). Secondly, by providing the leader with the ability to reward compliance and punish non compliance from the group, the leader has reward and co>GET ANSWER