Nursing Leadership Manager: Build Cohesive Teams

Overview

(2003) In relation to 'Caring for Self, Staff and Patients' the Nursing Leadership Institute Competency Model states the following key competencies and behaviors as being necessary:

• Recognizes the importance of building a sense of community in the work environment;
• Demonstrates supportive behaviors in working with staff;
• Rewards and celebrates staff successes in a way that is meaningful to the staff member;
• Works to build a 1:1 relationship with each staff member;
• Takes time to learn about the families of staff;
• Remains flexible and sensitive to staff scheduling needs;
• Supports staff during difficult interpersonal times;
• Values the opinions and diversity of staff;
• Shows appreciation when staff work overtime or change their schedules;
• Recognizes and supports family responsibilities and needs;
• Demonstrates a commitment to personal wellness and work-life balance;
• Promotes celebrations and activities to build a cohesive unit;
• Models effective personal stress management;
• Effectively communicates the mission, vision and strategic goals of the organization;
• Considers the impact of unit decisions on the rest of the organization;
• Expresses and builds concern for the organization's welfare;
• Takes responsibility for building loyalty and commitment throughout the organization;
• Helps staff understand the relationship between their work and organizational goals;
• Stays updated about regulatory requirements and keeps staff informed of changes and impact on the clinical area;
• Takes a proactive position during regulatory surveys;
• Encourages inspiring nursing leaders; and Promotes nursing as desirable profession. (2003)

The document also references related works:
Brown (1992) Nursing Management:
Issues and Ideas;
Dubnicki and Sloan (1991);
Squires (2001);
Snow (2001);
Lin, Li-Min et al. (2007); and the Nursing Leadership Institute Competency Model (2003). These sources discuss competencies for nurse managers, leadership development, and management activities.

• Aiken, L.H. et al. 2002. Hospital Nurse Staffing and Patient Mortality:
  Nurse Burnout, and Job Dissatisfaction. JAMA 288(16):.
• Aroian, J.E. et al. 1997. Nurse Manager Role Implementation. Journal of Nursing Administration 27(4):27-31.
• Brown, Montague (1992). Nursing Management:
  Issues and Ideas. Jones & Bartlett.
• Daggett, L.M. et al. 2002. The Development of an Organizing Framework to Implement AACN Guidelines for Nursing Education. Journal of Nursing Education 41(1):34-37.
• Lin, Li-Min et al. (2007). Management Development: A Study of Nurse Managerial Activities and Skills. Entrepreneur. May-June 2007.
• The Nursing Leadership Institute Competency Model (2003). Identification of Critical Leadership Competencies for Today's Nurse Managing. Nursing Leadership. 2003.

APA 7th Edition MLA 9th Edition Chicago 17th Edition