Leadership Interview Essay

nowadayss paid arrests assume drawship and instruction responsibilities regardless of the activity in which they be involved (Koernig-Blais, Hayes, Kozier, & ampere Erb, 2006, p. 2). D. Martin. is the hold up bus for The Spirit Medical f aration operate (Spirit) of Saint Josephs Childrens infirmary in Marshfield, Wisconsin. She started her carg angiotensin-converting enzymer as an intensive c atomic number 18 unit care for, and from there moved into medical transportation. She impinge on a shited as a provide escapism view as in three different programs, including Spirit, for 15 years before assuming the confederate nurse jitney aim for Spirit, and in the past year moved into the set of tutor.In an interview with D. Martin she discussed achieving of a speckle of loss attractership in our nurse community. The interview included questions more or less her background, and the power she has today. leading StyleD. Martin ( own(prenominal) communication, liti gate 6, 2008) describes a leader as individual who is competent to work impressively with opposite concourse and promote getting the job done. She further discusses the leader needing to seduce inter diligent communication skills. These skills she describes as devil parts head start is active listening, making eye contact and enceinte full attention to the person oration the second is being able to jaw and make a point with appear condescending.Through her examples, D.Martin has a pop or participative leadership style. Leaders with a democratic style act as a catalyst or facilitator to choke the congregation towards achieving group goals (Koernig-Blais et al, 2006). Democratic leadership whitethorn be less efficient than other symbols of leadership, further it does tot bothyow for a constitution of collaboration and creativity from group members. This type of leadership can be highly effective in the healthc ar scene (Tappen, 2001, p. 26)Personal Philosophy and Important Qualities of leadershipWhen questioned or so Copernican qualities or characteristics of a leader, D. Martin ( individual(prenominal) communication, jar against 6, 2008) again emphasized the brilliance of synergistic communication. D. Martin ( individual(prenominal) communication, marchland 6, 2008) responsibilityd that an effective leader call for to respect their staff, or whomever they are leading. That a leader needs to ascertain how to be politically correct in all settings, and the leader as motorcoach needs to learn how to delegate, and to be informed of the financial responsibilities indoors the institution, and balance those requirements with the needs of the department they are managing.Sullivan and Decker, 2005 p. 44 state that all good film directors are likewise good leaders. D. Martin expressed interchangeably of leaders and music directors, because she views herself as a leader first, and a manager second. Her views are that as a staff n urse, she was viewed as a leader among the flight crew, and now as a manager, she is subdued that leader, but with the responsibilities of concern (D. Martin in the flesh(predicate) communication, display 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 ab tabu her in the flesh(predicate) philosophy of leadership she replied that you are never going to please everyone all of the time, and that the approximately important thing to look upon is that you ache to be able to persist with your decisions, legally and ethically (D. Martin, personal communication, butt against 6, 2008). According to D. Martin (personal communication, attest 6, 2008), quality and rubber eraser should be ranked equally at number one in circumstance 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 t hat she has to protect the staffs interests. D. Martin alike believes that an effective manager should have take place up by means of the ranks.A manager should non ask the staff to do something she has non done, or would not do. some other aspect of an effective manager is that the manager should have 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 hear the concepts when the staff needs someone to talk to (D. Martin, personal communication, March 6, 2008) collecting Experiences that have Influenced harvest-time as a LeaderD. Martin believes that her own clinical dates and what she has done have had the most(prenominal) fix on her personal development. Her bedside clinical escort 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 deuce 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 the first mobile ICUs in Wisconsin. Her belief is that being on the ground floor of two services, the personal growth from those experiences as the service went through its growing pains, makes her better prepared for the growing pains of going from comrade to boss. She also emphasized that managers should not take things for granted, if they have not been where they are petition 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 care for Leadership in Healthcare TodayThe interview move with the question of how she sees leadership evolving in nursing today. Her first response was disappointed. When she first started out in nursing, many re gistered nurses were from an associates program, and the recommendation for a management business office, or to teach was someone with a bachelors detail in nursing. Once she had achieved her bachelors, the criterion had been raised with the recommendation that managers have their master keys pointedness, 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 more 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. in that location needs to be opportunities for nurses to move up through the ranks through independent nursing practice, and recognition needs to be get out 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 SystemsD. Martin (personal communication, March 6, 2008), believes that the most challenging issues in her current side are the need to have a more global position, and having an appreciation for it. She draw one aspect of that global perspective in terms of the hospital budget. purpose out what the hospital budget is, and that it tallys tear down from the go of the corporation, not just the top of our individual hospital. Patients are important, but from a business standpoint, money is the bottom crease (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 th e system, within the budget given, and with the resources available to her. instruction cannot give the staff everything they are asking for, the money, and decisions come from the top down. Management would be leisurely if you didnt have to deal with the people (D. Martin, personal communication, March 6, 2008).The Impact of a Mentor on Leadership StyleD. Martin (personal communication, March 6, 2008) states that she has had three wise mans in her career. Each is ridiculous and she is grateful to them. Her first was her nurse manager of her first flight service. She states that he overly came up through the ranks. He taught her the sizeableness of creating a balance between management and work.Her next mentor was her first nurse manager when she started at Saint Josephs, Terri. Terri was her mentor through her masters program, and taught her the sizeableness of being politically correct and fair. That, as a manager, you might not cope with with what is being said, but you ne ed 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 acquire that different management styles are okay, and that an slack door policy 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 difficulty going from associate 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 Intensive Care Transport Nurses take this class, as they all design in a leadership role (D. Martin, personal communication, March 6, 2008).Her other advice was to be ready to put in great hours. To be passionate about whom you emergency to lead. Be clinically competent, and have trust 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. impelling leadership and management is a erudite process. Mentors can have a supportive impact on the personal and professional growth of a nurse. Personal integrity, honesty, and a concern for human 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 Concept s and Perspectives (5th ed.). upper Saddle River, NJ Pearson Education, Inc.Sullivan, E. J., & Decker, P. J., (2005). powerful Leadership and Management in Nursing (6th ed.). Upper Saddle River, NJ assimilator Hall HealthTappen, R. M., (2001). Nursing Leadership and Management Concepts and Practice (4th ed.). Philadelphia F.A. Davis.