Leadership Interview Essay Example for Free

Leadership Interview EssayTodays passe- actuateout nursemaids assume attractionship and management responsibilities regardless of the activity in which they are involved (Koernig-Blais, Hayes, Kozier, Erb, 2006, p. 2). D. Martin. is the nurse omnibus for The Spirit Medical Transportation Services (Spirit) of saint Josephs Childrens Hospital in Marsh bowl, Wisconsin. She started her career as an intensive care unit nurse, and from there moved into medical rapeation. She worked as a ply course nurse in troika different programs, including Spirit, for 15 years before assuming the assistant nurse director mapping for Spirit, and in the past year moved into the position of manager. In an interview with D. Martin she discussed achieving of a position of attractorship in our nursing community. The interview included questions some her background, and the role she has today.Leadership StyleD. Martin (personal communication, March 6, 2008) describes a leader as someone who i s adequate to(p) to work strongly with otherwise people and facilitate getting the argument done. She further discusses the leader needing to pay off inter dynamical communication skills. These skills she describes as two parts first is active listening, making eye contact and giving full attention to the person speaking the second is creation able to talk and make a point with sounding condescending.Through her examples, D.Martin has a democratic or participative leadership hyphen. Leaders with a democratic style act as a catalyst or facilitator to guide the group towards achieving group goals (Koernig-Blais et al, 2006). Democratic leadership may be less efficient than other types of leadership, but it does wholeow for a spirit of collaboration and creativity from group members. This type of leadership bottomland be extremely effective in the healthcare setting (Tappen, 2001, p. 26)Personal Philosophy and Important Qualities of LeadershipWhen questioned about important qu alities or characteristics of a leader, D. Martin (personal communication, March 6, 2008) again emphasized the importance of interactive communication. D. Martin (personal communication, March 6, 2008) verbalise that an effective leader needs to respect their staff, or whomever they are leading. That a leader needs to keep an eye on how to be politically correct in all settings, and theleader as manager needs to accept how to delegate, and to be aware of the fiscal responsibilities at bottom the institution, and balance those requirements with the needs of the department they are managing.Sullivan and Decker, 2005 p. 44 resign that all good managers are also good leaders. D. Martin talked interchangeably of leaders and managers, because she views herself as a leader first, and a manager second. Her views are that as a staff nurse, she was viewed as a leader among the flight crew, and now as a manager, she is still that leader, but with the responsibilities of management (D. Mar tin personal communication, March 6, 2008). A manager is responsible and accountable to the organization for accomplishing the goals of the organization (Sullivan Decker, 2005).When D. Martin was questioned about her personal philosophy of leadership she replied that you are neer going to please everyone all of the time, and that the most important thing to remember is that you retain to be able to live with your decisions, legally and ethically (D. Martin, personal communication, March 6, 2008). According to D. Martin (personal communication, March 6, 2008), quality and safety should be ranked equally at number one in consideration for what can and should be done. She believes that as a manager, she needs to be the mother tiger looking out for her cubs that she has to protect the staffs interests. D. Martin also believes that an effective manager should ca-ca come up through and through the ranks.A manager should not ask the staff to do something she has not done, or would not do. Another aspect of an effective manager is that the manager should concord been a clinical leader first, that they have been there, done that for years. The manager may not always be able to keep up those clinical skills, and be able to perform the clinical aspects of the job, but if they have done it for years, they will understand the concepts when the staff needs someone to talk to (D. Martin, personal communication, March 6, 2008) get a lineing Experiences that have Influenced Growth as a LeaderD. Martin believes that her own clinical experiences and what she has done have had the most influence on her personal development. Her bedside clinical experience in an ICU prepared her for her role as a transport nurse (personal communication, March 6, 2008).She was involved in the start-up of two different transport services, and her third experience was a transport nurse on a well established service. The first transport service she was part of was a load and go team with one of t he first mobile ICUs in Wisconsin. Her belief is that universe on the ground floor of two services, the personal growth from those experiences as the service went through its maturement pains, makes her better prepared for the growing pains of going from peer to boss. She also emphasized that managers should not abbreviate things for granted, if they have not been where they are asking their staff to go, she feel strongly that she brings a been there, done that style to her leadership (D. Martin, personal communication, March 6, 2008).Evolution of Nursing Leadership in Healthcare TodayThe interview move with the question of how she figures leadership evolving in nursing today. Her first response was disappointed. When she first started out in nursing, umteen registered nurses were from an associates program, and the recommendation for a management position, or to teach was someone with a bachelors pointedness in nursing. erst she had achieved her bachelors, the bar had been raised with the recommendation that managers have their masters degree, in nursing or in business, and that nursing instructors have their PhD in nursing or education (D. Martin, personal communication, March 6, 2008).Her thought is that with the requirement of that much(prenominal) schooling, the people managing departments, and teaching new nurses, are so far removed from the clinical aspects of nursing, that they are not as effective as someone who has recently been a clinical nurse. She feels nursing needs instructors that have been there, and instructors should not be only those with the highest degrees. There needs to be opportunities for nurses to move up through the ranks through independent nursing practice, and recognition needs to be given to the clinical experts at the bedside. The advanced degree should not be more important than clinical expertise in a given field (D. Martin, personal communication, March 6, 2008).Challenges Facing Leaders in Todays Healthcare Systems D. Martin (personalcommunication, March 6, 2008), believes that the most challenging issues in her current position are the need to have a more global perspective, and having an appreciation for it. She depict one aspect of that global perspective in terms of the hospital budget. Finding out what the hospital budget is, and that it comes down from the top of the corporation, not just the top of our individual hospital. Patients are important, but from a business standpoint, money is the bottom line (D. Martin, personal communication, March 6, 2008).Healthcare is a business, and needs to be run as a business. She states that the biggest passion she had to give up was that the patient comes first. She had to learn how to facilitate the system, within the budget given, and with the resources available to her. steering cannot give the staff everything they are asking for, the money, and decisions come from the top down. Management would be easy if you didnt have to deal with the peop le (D. Martin, personal communication, March 6, 2008).The Impact of a learn on Leadership StyleD. Martin (personal communication, March 6, 2008) states that she has had three mentors in her career. Each is unique and she is grateful to them. Her first was her nurse manager of her first flight service. She states that he too came up through the ranks. He taught her the importance of creating a balance between management and work.Her next mentor was her first nurse manager when she started at reverence Josephs, Terri. Terri was her mentor through her masters program, and taught her the importance of being politically correct and fair. That, as a manager, you susceptibility not agree with what is being said, but you need to have enough self control to not let them see you do not agree with the company line, or to never let them see you sweat (D. Martin, personal communication, March 6, 2008).Her third mentor was her nurse manager for the 11 years she was a flight nurse with Spirit. Through him she learned that different management styles are okay, and that an open door polity was what she respected most about his style. He also taught her the importance of credibility, and to not makepromises you may not be able to keep (D. Martin, personal communication, March 6, 2008).Advice to Someone Interested in LeadershipD. Martin (personal communication, March 6, 2008) discussed the bother going from peer to boss. Her recommendation would be for anyone in that position to take a class on effective leadership to learn more on how to delegate, find resources and about fiscal responsibility. She did inform me that Saint Josephs Childrens Hospital does offer a two day seminar to employees on this topic, and she further recommends all Neonatal intensifier Care Transport Nurses take this class, as they all function in a leadership role (D. Martin, personal communication, March 6, 2008).Her other advice was to be ready to put in long hours. To be aroused about whom you wa nt to lead. Be clinically competent, and have confidence in yourself, and your knowledge. Stand up for yourself and your staff. Learn to take risks, and trust your instincts (D. Martin, personal communication, March 6, 2008).ConclusionLeadership and management are the responsibility of all professional nurses. Effective leadership and management is a learned process. Mentors can have a confirmatory impact on the personal and professional growth of a nurse. Personal integrity, honesty, and a concern for humans dignity should guide all leadership and management decisions (Koernig-Blais et. al, 2006).ReferencesKoernig-Blais, K., Hayes, J., Kozier, B., Erb, G. (2006). Professional Nursing Practice Concepts and Perspectives (5th ed.). Upper commit River, NJ Pearson Education, Inc.Sullivan, E. J., Decker, P. J., (2005). Effective Leadership and Management in Nursing (6th ed.). Upper Saddle River, NJ assimilator Hall HealthTappen, R. M., (2001). Nursing Leadership and Management Conc epts and Practice (4th ed.). Philadelphia F.A. Davis.