leadership
Introduction
Effective leadership is critical to organizational success in the 21st century (Marquis and Huston 2009).
In Hong Kong Special Administrative Region, most health care organizations are contemplating health care reform and work redesign at the start of a new decade (as in the early 1990’s). Reform of health care delivery in Hong Kong is unquestionably one of the most challenging issue facing nurses and putting unreasonable workloads on nurses (Hedley 2001). Speaking at the annual Hospital Authority Convention 2008, Mr. Wu said the Hospital Authority must train and retain staff, so there are more reasonable workloads and create more opportunity for nurses to be a nursing leader, both in direct patient care roles and in formal management positions.
As a result, the career progression model for nurses was implemented in 2008 in order to help retain nurses, guide and improve nursing staff’s competency and career development. The Human Resources Committee and the Hospital Authority have supported a new three-tier career profession model for nurses. The three tier progression structure is as follows: Registered Nurse is tier 1, Advanced Practice Nurse is Tier 2 and Department Operations Manager is Tier 3.
I have been working in Intensive Care Unit for about 10 years. As there is a need to develop more clinical leaders with up-to-date knowledge on clinical practice development and innovation to improve the quality of patient care, I was promoted to be an advanced practice nurse since this new three-tier career profession model commenced.
As an advanced practice nurse, I used to make the transition from a staff role to a formal leadership position. I am confidence that I am able to influence change rather than wait for the next change to occur as planned by others. The ability to view one as being successful was the most important predictor of future leadership achievement. Many of the leaders had displayed innate leader tendencies.
With the emergence
Effective leadership is critical to organizational success in the 21st century (Marquis and Huston 2009).
In Hong Kong Special Administrative Region, most health care organizations are contemplating health care reform and work redesign at the start of a new decade (as in the early 1990’s). Reform of health care delivery in Hong Kong is unquestionably one of the most challenging issue facing nurses and putting unreasonable workloads on nurses (Hedley 2001). Speaking at the annual Hospital Authority Convention 2008, Mr. Wu said the Hospital Authority must train and retain staff, so there are more reasonable workloads and create more opportunity for nurses to be a nursing leader, both in direct patient care roles and in formal management positions.
As a result, the career progression model for nurses was implemented in 2008 in order to help retain nurses, guide and improve nursing staff’s competency and career development. The Human Resources Committee and the Hospital Authority have supported a new three-tier career profession model for nurses. The three tier progression structure is as follows: Registered Nurse is tier 1, Advanced Practice Nurse is Tier 2 and Department Operations Manager is Tier 3.
I have been working in Intensive Care Unit for about 10 years. As there is a need to develop more clinical leaders with up-to-date knowledge on clinical practice development and innovation to improve the quality of patient care, I was promoted to be an advanced practice nurse since this new three-tier career profession model commenced.
As an advanced practice nurse, I used to make the transition from a staff role to a formal leadership position. I am confidence that I am able to influence change rather than wait for the next change to occur as planned by others. The ability to view one as being successful was the most important predictor of future leadership achievement. Many of the leaders had displayed innate leader tendencies.
With the emergence
References: Bennis W G and Nanus B (1985), Strategies for taking charge. Harper Collins, New York. Cook M J (2004) Learning for Clinical Leadership. Journal of Nursing Management, 12, 436 - 444. Goldberg S (2001) Nursing leadership in an era of reform in the health care system: Evaluation of the head nurse leadership style in relation to the effectiveness of the department. Ben-Gurion University of the Negev, Israel. Hedley A J (2001) Health Care Reform in Hong Kong. Hong Kong Medical Journal, 7, 116-117. Marquis B L and Huston C J (2009) Leadership Roles and Management Functions in Nursing: Theory and Application. (6th ed.) Philadelphia: Lippincott Wiliams & Wilkins Mahoney J (2001) Leadership skills for the 21st century. Journal of Nursing Management, 9, 269–271 Tappen R M (1989) Nursing Leadership and Management: Concepts and Practice. (2nd ed.) Philadelphia: F.A. Davis Company Thyer G L (2003) Dare to be different: transformational leaadership may hold the key to reducing the nursing shortage. Journal of Nursing Management, 11, 73-79 Tomey A M (2009) Guide to Nursing Management and Leadership (8th ed.). Canada: Mosby Elsevier