The capacity of nurse leaders to formally enact their leadership role within healthcare organizations is dependent on the organizational climate or culture.

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In 150 words, substantively respond to Lydia’s post below by using at least one separate resource to add to the post. Remember, your source should be less than 5 years. Don’t forget to reference source using APA format.
Lydia’s Post:
The capacity of nurse leaders to formally enact their leadership role within healthcare organizations is dependent on the organizational climate or culture. If that culture is one of command and control, the capacity of any leader to support collaboration of health professionals will be challenged, impeding advocacy for change in practice delivery (Orchard, Sonibare, Morse, Collins, & Al-Hamad, 2017). Cultural barriers have a major impact on communication in any working environment and generally degrade the efficiency of an organization. Barriers may exist based on gender, race, and level of education, seniority and structure within the organization (Orchard, Sonibare, Morse, Collins, & Al-Hamad, 2017). Nursing leaders often find themselves working with practitioners and doctors in health care facilities. Licensing and educational requirements for these higher positions usually create a huge barrier for leaders in the nursing profession to efficiently communicate with their superiors.
The ability of nurse leaders to integrate both their managerial roles with their nursing leadership roles seems to be undermined by the predominant business-oriented culture within many healthcare organizations focusing on cost containment, workload efficiency, and length of stay (Orchard, Sonibare, Morse, Collins, & Al-Hamad, 2017). An organizational culture that focuses solely on numbers rather than patient care can place the nurse manager in the position of dealing only with the productivity and efficiency of the unit rather than the staff and patients point of view that may foster better, more efficient and cost-effective practices through shared decision making. The nurse leaders of the unit would not be able to have a shared vision for the unit and the nursing staff would feel un-supported.
An organizational culture that is supportive of nurses and other health care workers is often a characteristic of successful healthcare organizations. Nurses want to work where there are supportive staff. They want to know what the organization has to offer and what the organization will do to keep nurses feeling empowered and engaged. When health care organizations show appreciation to staff, they tend to be loyal and supportive in return. Recognition for a job well done and having a forum for nurses to communicate without retaliation are other ways an organization can show support for its nursing staff. Organizational culture impacts the way staff communicate, work as teams, and feel rewarded and recognized. In
return for supporting and recognizing the importance of nursing, organizations will reap the benefits with better reimbursements and improved patient satisfaction scores (Helbig, 2018).
Reference
Helbig, J. (2018). Reengineering health care management. Nursing Leadership and Management: Leading and Serving. Ch. 5. Retrieved from https://lc.gcumedia.com/nrs451vn/nursingleadership-and-management-leading-and-serving/v1.1/#/chapter/5
Orchard, C. A., Sonibare, O., Morse, A., Collins, J., & Al-Hamad, A. (2017). Collaborative Leadership, Part 1: The Nurse Leader’s Role within Interprofessional Teams. Nursing Leadership, (2), 14. Retrieved from: https://search-ebscohost-com.lopes.idm.oclc.org/login.aspx?direct=true&db=edsbl&AN=RN614173530&site=eds-live&scope=site

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