Assessment 3: Individual Power Plan
NURS-FPX6201: Leading in Nursing and Healthcare
Capella University
Instructor Name
July 2024
Individual Power Plan
The roles of nurse managers are changing as they manage a staff of employees from different generations while responding to the changes that continue to happen in the healthcare system (Alluhaybi et al., 2024). Leadership can be defined as having the ability to direct and coordinate the people or other teams to achieve certain objectives (Baquero, 2023). This paper aims to describe a personal power strategy concerning work as a nurse and a leader-manager. This is a key strategy component since it entails building interpersonal relations and communication skills and creating a diverse workplace. Moreover, there is an opportunity to take advantage of the employees’ strengths and increase the effectiveness and cooperation of the whole team.
Sense of Power
Health systems management and the business world need leaders who promote change, encourage knowledge acquisition and application, and offer clear direction to the members. Management positions are crucial in guiding and influencing the groups toward achieving the intended goals and objectives (Boudreau & Rhéaume, 2024). Nurses are in a powerful position and can make a difference regarding ethical decision-making in all life-practice aspects. It is crucial to be aware of the aspects that shape policy formulation, including values and beliefs, and learn more as well as possible. Therefore, a leader does not have the authority to force individuals into compliance or to make them do something they want done. Leadership is not defined by who people are or their position. It is defined by their actions towards others (Alsadaan et al., 2023). In a nursing setting, one might be in charge of a particular project or a group of others, but this does not mean the person is a manager. Managers should actively participate in their unit and organization activities because they provide direction through example.
Motivation
Nurses use different methods to encourage themselves to aim for higher things. Motivation refers to the activities that people engage in to satisfy unsatisfied desires. Motivation is the capability to strive to attain the objective, get the reward, and decrease the stress resulting from unfulfilled needs (Gottlieb et al., 2021). People always have requirements and wants, which implies they remain inspired to some extent. Since power and energy are closely related, to be powerful, nurses also have to designate adequate time for personal power (Rosa et al., 2020). Prioritizing time for relaxation, rest, and leisure time is critical. Generally, there is little emphasis on self, which often entails catering to other’s needs to the detriment of one’s own. Research by Kelly et al. (2021) explains how burnout can affect job performance and emotional health and how nursing leaders should devise methods of taking care of themselves. Decision-making self-efficacy, or the assurance of making a good decision, is important, as well as knowing when to seek help from professionals in the organization (Alsadaan et al., 2023). In some cases, efforts are made to resolve conflicts individually without reluctance to approach the heads of organizations.
Power Plan Strategies
Strategies for enhancing power: Power enforcement and power-sustainability strategies require ongoing efforts to maintain the achievement of power with optimal productivity and security (Hallaran et al., 2023). People management is of prime importance and the mode of communication needs to be free and receptive for the employees. The important components of this approach include the efficient control of change processes and workers’ participation in managing such decisions at the workplace as work creation and design (Heath et al., 2020).
Power of nursing for social change: Leaders seeking to bring change in society must ensure they open communication channels. It starts with presenting a challenge/solution vision to the social group (Alluhaybi et al., 2024). Change within teams must be inclusive, and every group member must be able to express his or her views. A study by Rosa et al. (2020) indicated that good communication contributes significantly to achieving changes in the nursing teams.
Empowering others: Empowering people relies on personal responsibility and contributing to other nurses’ initiatives. The leader-manager must make provision for plans, define objectives, outline measures, and create methods to empower others properly (Kelly et al., 2021). They should be positive, receptive to transferring authority to the other nurses, and be role models.
Building a personal power base: The strategies for developing a personal power base include identifying key areas for more nurse representation in policy decision-making (Baquero, 2023). Changing the perception of nurses as victims in health policy decisions is crucial. Improving nurses’ understanding of existing health policies and initiatives is essential (Arriagada et al., 2022). Establishing alliances within the nursing profession is important. Encouraging investigation to underpin evidence-informed practice, assisting nursing executives, and guiding upcoming nurse leaders and leadership development, concentrating on developing new leadership and leadership growth is also key. Research by Boudreau & Rhéaume (2024) highlighted the role of nursing leadership in policy and health care.
NURS FPX 6201 Assessment 3 Individual Power Plan Conclusion
The emerging role of nurse managers implicates a complex strategy that embraces communication, fostering an inclusive working environment, and utilizing the personnel’s assets (Hallaran et al., 2023). During the process of empowering, a nurse can facilitate the understanding of people in the area that requires change, raise their desire to perform change, and activate numerous sources, skills, and opportunities that may help to introduce changes. Thus, accountability and support as steps toward empowering other people, as well as the construction of a strong individual power base, are the activities that might be useful for a leader. Self-empowerment is a concept that must be defined separately from aiming to empower others, and it is an exercise in resolve and goodwill (Heath et al., 2020). Personal empowerment is about building individual capacity and ability to perform given tasks.
NURS FPX 6201 Assessment 3 Individual Power Plan References
Alluhaybi, A., Usher, K., Durkin, J., & Wilson, A. (2024). Clinical nurse managers’ leadership styles and staff nurses’ work engagement in Saudi Arabia: A cross-sectional study. PloS One, 19(3), e0296082. https://doi.org/10.1371/journal.pone.0296082
Alsadaan, N., Salameh, B., Reshia, E., Alruwaili, F., Alruwaili, M., Awad, A., Alruwaili, A. N., Hefnawy, R., Alshammari, S., Alrumayh, R., Alruwaili, O., & Jones, K. (2023). Impact of nurse leaders behaviors on nursing staff performance: A systematic literature review. Inquiry: A Journal of Medical Care Organization, Provision, and Financing, 60, 469580231178528. https://doi.org/10.1177/00469580231178528
Arriagada, M., Ariño, E., Ramírez, R., Nazar, G., & Pérez, D. (2022). Authentic leadership and its relationship with job satisfaction: The mediator role of organizational dehumanization. Europe’s Journal of Psychology, 18(4), 450–463. https://doi.org/10.5964/ejop.6125
Baquero, A. (2023). Authentic leadership, employee work engagement, trust in the leader, and workplace well-being: A moderated mediation model. Psychology Research and Behavior Management, 16, 1403–1424. https://doi.org/10.2147/PRBM.S407672
Boudreau, C., & Rhéaume, A. (2024). Impact of the work environment on nurse outcomes: A mediation analysis. Western Journal of Nursing Research, 46(3), 210–218. https://doi.org/10.1177/01939459241230369
Gottlieb, N., Gottlieb, B., & Bitzas, V. (2021). Creating empowering conditions for nurses with workplace autonomy and agency: How healthcare leaders could be guided by strengths-based nursing and healthcare leadership (SBNH-L). Journal of Healthcare Leadership, 13, 169–181. https://doi.org/10.2147/JHL.S221141
Hallaran, J., Edge, S., Almost, J., & Tregunno, D. (2023). New nurses’ perceptions on the transition to practice: A thematic analysis. The Canadian Journal of Nursing Research, 55(1), 126–136. https://doi.org/10.1177/08445621221074872
Heath, C., Sommerfield, A., & Von, S. (2020). Resilience strategies to manage psychological distress among healthcare workers during the COVID-19 pandemic: A narrative review. Anaesthesia, 75(10), 1364–1371. https://doi.org/10.1111/anae.15180
Kelly, A., Gee, M., & Butler, J. (2021). Impact of nurse burnout on organizational and position turnover. Nursing Outlook, 69(1), 96–102. https://doi.org/10.1016/j.outlook.2020.06.008
Rosa, E., Binagwaho, A., Catton, H., Davis, S., Farmer, E., Iro, E., Karanja, V., Khanyola, J., Moreland, J., Welch, C., & Aiken, H. (2020). Rapid investment in nursing to strengthen the global COVID-19 response. International Journal of Nursing Studies, 109, 103668. https://doi.org/10.1016/j.ijnurstu.2020.103668
