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The Quantum Leadership Systems Assignment Discussion

The Quantum Leadership Systems Assignment Discussion

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Cameryn is the vice president for professional development at a large metropolitan hospital in the Midwest. She has been in her role for 6 years and has accepted new responsibilities over the years, widening her scope of work to include the direction of all of the clinical nurse specialists (CNSs), the new graduate residency program, and the research- and evidence-based practice initiatives. She also oversees the Magnet program, which strives for continual readiness for resignation. The Quantum Leadership Systems Assignment Discussion

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Cameryn and some of the other leaders in the organization have become concerned about the competence level of some nurse managers and their assistant managers, clinical leads, and shift supervisors. The managers and others “get the job done,” but they do not seem to be focused on inspiring the workforce to achieve excellence in their work or preparing potential leaders for succession. In fact, some managers seem to be threatened by informal leaders who excel in the clinical setting; they fail to encourage them to develop their skills and competencies to assume direct leadership roles in the future.

For all in manager and supervisory roles, the hospital provides a quarterly leadership educational event with motivational speakers. The feedback regarding the leadership event is positive, and managers are expected to share with their staff the new knowledge gained from the motivational speakers and presentations. How this new knowledge is shared and disseminated is not assessed. Cameryn wonders whether it is shared at all and questions how well the leadership messages are integrated into the daily behaviors and activities of the managers. The Quantum Leadership Systems Assignment Discussion

Cameryn has been reading about transformational leadership and how one of the characteristics of a transformational leader is to inspire others to achieve what they previously thought was impossible. Cameryn reflects on those in her own career who inspired her to return to school for further education and ultimately to seek roles where she could influence nursing practice and patient care. In her heart, she wants to provide the same experience for all developing nurse leaders in the clinical setting and also in beginning-level management positions. She believes that management is far more than “getting the job done and completing tasks” and needs to include behaviors that transform individuals into those who have a thirst for new knowledge and quest to constantly change the status quo to achieve excellence in their work. The Quantum Leadership Systems Assignment Discussion

Cameryn is inspired to do something about the development of the nurse managers. She realizes that the first step would be to inspire her colleagues to embrace the same vision for nursing leadership at all levels within the organization, especially with their focus on managing budgets and meeting organizational priorities. Cameryn is convinced that with better prepared frontline managers, many of the organizational priorities could be achieved more expediently. She wants the group to examine the current roles expected of clinical leads, shift supervisors, nurse managers, and their assistants and the personal and experience requirements for the roles. She also wants to impress upon her colleagues that their own behaviors strongly influence those who are watching their interactions with others and daily behaviors in their roles. She realizes that this is a sensitive subject, and she decides to develop a strategy to informally lead her colleagues on a journey for their own improvement and to influence them to improve the experience of their direct reports. She realizes that the interconnection between her colleagues and their direct reports is critical for the changes that she envisions to transform every nurse manager and supervisor into true inspirational leaders. The Quantum Leadership Systems Assignment Discussion

Cameryn decides to move beyond the occasional inspirational speaker and elects to empower the management team at all levels with as much information as possible about transformational leadership, workplace empowerment, healthy work environment, and nursing excellence. She works with the Collaborative Governance Council for Professional Development to initiate a leadership journal club for clinical leaders and all levels of management. The journal club is led by the members of the Professional Development Council who choose the journal articles to read and review. The council also establishes group meeting norms, leads the discussions about the articles, and creates a short summary of the articles for all of the nursing staff to read in the Magnet Nursing Newsletter.

Cameryn also decides that it is important to determine the actual learning needs of those in management positions, so she develops a self-assessment tool using the leadership domains outlined by the American Organization of Nurse Leaders and the Benner levels of competency as the response set. The new assessment tool provides information as to how each manager, assistant manager, clinical lead, and shift supervisor perceives his or her level of competence in each of the leadership domains. From that information, Cameryn plans to ­develop educational content and experiences that are targeted to areas where managers perceive themselves to be least competent. She also meets with those who are more expert in the leadership domains and discusses their mentoring those who are less experienced and competent and presenting some of the formal content needed for development of the frontline ­leadership team. The Quantum Leadership Systems Assignment Discussion

Recognizing that professional development is a very complex and multileveled task, Cameryn also plans to develop educational content and experiences for the more expert group to teach them how to mentor others and how to prepare and present educational content using teaching methods that are innovative, engaging, and inspiring to the learners. Cameryn realizes how interconnected each level of the plan is and how necessary it is to create a fluid and adaptable project management plan to guide the various stages of development to transform nurse managers into true leaders.

She soon realizes that in her work with the collaborative governance councils to develop an educational intervention for the frontline managers she has forgotten to engage the Human Resources department, which is also responsible for leadership development. There are many indications of their discontent with her new leadership development program. When Cameryn recognizes their concern, she meets with them to discuss ways that Human Resources could be instrumental in the assessment and development of frontline managers.

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Needless to say, not all of her colleagues embrace her vision to transform the leaders in the organization. Many barriers emerge that would dissuade most from continuing to achieve their vision, and Cameryn is disappointed at times and must continually refocus her energies to remain on course despite the barriers. When she recognizes that one of her colleagues or one of the nurse managers is not “on board,” she spends personal time talking with that person and helping to translate the vision so that it could become his or her reality as well. She is continually engaged in dialogue with others to support the change effort, and she formally recognizes the actions and efforts of those who are involved in mentoring less experienced nurse leaders and those who are involved in the educational activities. The Quantum Leadership Systems Assignment Discussion

The transformational process has taken several years, but reflecting on the progress, Cameryn and her colleagues believe that significant changes have occurred in the organization and that nurse leaders at every level have benefited from the efforts to enhance the competencies and skills of the frontline managers. The benefits of the program are validated with significant improvements in employee opinion surveys and in surveys to assess healthy work environment.

You may type directly on this worksheet.

  1. Define complexity science and quantum leadership systems thinking.

Complexity science is largely focused on the study of emergent, unpredictable, adaptive, non-linear and dynamical order in what otherwise may be deemed as highly disorderly and complex systems. As a new paradigm employed to understand the contemporary health care, complexity science utilizes a number of tools, methods, theories and concepts to examine the interplay between all living systems and their respective settings (Braithwaite et al., 2018)The Quantum Leadership Systems Assignment Discussion. Orsucci and Tschacher (2023) explained that the shared patterns of behaviors between the diverse and adaptive systems offers meaningful insights into viability, sustainability, innovation and health. As such, the employment of complexity science by nurse managers and leaders is largely focused on enabling the discovery of new ways of thinking and the exploration of an alternative worldview that goes beyond the traditional scientific insights.

On the other hand, quantum leadership systems thinking place strong emphasis on a holistic comprehension of organizations and their wider contexts. Zohar (2022) explained that quantum leadership entails the total transformation of thinking base in favor of a paradigm shift toward the unknown. Therefore, the quantum leap in nursing leadership is informed by the unknowability and uncontrollability of phenomenon that seemingly appears to be chaotic, indeterministic and sophisticated in the quantum world.

  1. How do you think these concepts provided the framework for the initiative to advance the competencies and skills of frontline managers and to change the management culture to a leadership culture in an organization?

These concepts offered a strong framework for the new leadership development program to advance the core competencies and skills of frontline managers in a number of ways. First, complexity science may have been useful in enabling a better understanding of the different facets of the initiative through the use of different methodological approaches to inspire positive change in behavior (Braithwaite et al., 2018). Secondly, quantum leadership systems thinking provide instrumental in fostering shared leadership that is continuously created by interaction aimed at enabling paradigmatic changes in the practice and thought of leadership (Zohar, 2022)The Quantum Leadership Systems Assignment Discussion.

  1. In your opinion, what effect will advancing the frontline managers’ competence and nursing culture have on the organizational climate, nursing satisfaction, and even patient outcomes? (please address all components named)

Advancing the frontline managers’ competencies and nursing culture will have positive effects on the organizational culture, nursing satisfaction, and patient outcomes. In terms of organizational culture, Xu (2022) explained that improvements in frontline manager leadership can lead to enhanced employee productivity and retention and better decision-making, thus contributing to a positive and supportive organizational climate. Similarly, frontline managers involved in innovative leadership development programs can be equipped with employee-oriented leadership skills and behavior, thereby leading increased job satisfaction, reduced fatigue and improved nursing satisfaction. In terms of patient outcomes, transformational leadership is integral for enabling the frontline leadership to focus on provision of high-quality, evidence-based and patient-centered care, leading to improvement in patient outcomes (Johnson & Shaiju, 2017)The Quantum Leadership Systems Assignment Discussion.

 

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  1. After reading the assigned chapter this week, describe an instance in health care where the leader should institute team-based decision-making.

The primary instance in health care where the frontline leader should institute team-based decision-making is during multi-disciplinary meetings (MDM) practiced in the nursing context. Dagenais et al. (2018) noted that team-based decision-making in the MDM context can lead to effective during deliberations that touches on the needs and concerns of the patient based on the availability of comprehensive information, full attendance of the core team members and effective facilitation of the MDM. Similarly, Aaberg et al. (2019) argued that team-based decision-making largely entails the incorporation of sharing tasks and responsibilities with accountability between involved team members in health care systems. Moreover, there is the need to ensure high-quality teamwork to ensure a more purposeful team-based care through the implementation of best practices to avoid some of the risks and dangers for patients and other involved stakeholders. The Quantum Leadership Systems Assignment Discussion

References

Aaberg, O. R., Hall‐Lord, M. L., Husebø, S. I., & Ballangrud, R. (2019). Collaboration and satisfaction about care decisions in team questionnaire—Psychometric testing of the Norwegian version, and hospital healthcare personnel perceptions across hospital units. Nursing Open, 6(2), 642-650. https://doi.org/10.1002/nop2.251

Braithwaite, J., Churruca, K., Long, J.C. et al. (2018). When complexity science meets implementation science: a theoretical and empirical analysis of systems change. BMC Med, 16, 63. https://doi.org/10.1186/s12916-018-1057-z

Dagenais, R., Pawluk, S. A., Rainkie, D. C., & Wilby, K. (2018). Team-based decision-making in an objective structured clinical examination (OSCE). INNOVATIONS in pharmacy, 9(3), 14. https://doi.org/10.24926/iip.v9i3.1255

Johnson, J., & Shaiju, B. (2017). Leadership competencies of frontline nurse leaders and its effect on the job satisfaction and performance of staff nurses. Nursing Journal of India, CVIII(02), 57-60. https://doi.org/10.48029/nji.2017.cviii201

Orsucci, F., & Tschacher, W. (2023).Complexity science in human change. (2023). https://doi.org/10.3390/books978-3-0365-6220-9

Xu, L. (2022). The transformation from leadership behavior to leadership thinking. Journal of Education and Development, 6(4), 44. https://doi.org/10.20849/jed.v6i4.1287

Zohar, D. (2022). Thinking Principles for the Quantum Leader. In: Zero Distance. Palgrave Macmillan, Singapore. https://doi.org/10.1007/978-981-16-7849-3_14 The Quantum Leadership Systems Assignment Discussion

A New Landscape for Leadership: Changing the Health Script in an Age of Value

Case Study 1-1            3 questions, 5 points each question for a total of 15 points

 Transforming Leaders

Cameryn is the vice president for professional development at a large metropolitan hospital in the Midwest. She has been in her role for 6 years and has accepted new responsibilities over the years, widening her scope of work to include the direction of all of the clinical nurse specialists (CNSs), the new graduate residency program, and the research- and evidence-based practice initiatives. She also oversees the Magnet program, which strives for continual readiness for redesignation.

Cameryn and some of the other leaders in the organization have become concerned about the competence level of some nurse managers and their assistant managers, clinical leads, and shift supervisors. The managers and others “get the job done,” but they do not seem to be focused on inspiring the workforce to achieve excellence in their work or preparing potential leaders for succession. In fact, some managers seem to be threatened by informal leaders who excel in the clinical setting; they fail to encourage them to develop their skills and competencies to assume direct leadership roles in the future.

For all in manager and supervisory roles, the hospital provides a quarterly leadership educational event with motivational speakers. The feedback regarding the leadership event is positive, and managers are expected to share with their staff the new knowledge gained from the motivational speakers and presentations. How this new knowledge is shared and disseminated is not assessed. Cameryn wonders whether it is shared at all and questions how well the leadership messages are integrated into the daily behaviors and activities of the managers.

Cameryn has been reading about transformational leadership and how one of the characteristics of a transformational leader is to inspire others to achieve what they previously thought was impossible. Cameryn reflects on those in her own career who inspired her to return to school for further education and ultimately to seek roles where she could influence nursing practice and patient care. In her heart, she wants to provide the same experience for all developing nurse leaders in the clinical setting and also in beginning-level management positions. She believes that management is far more than “getting the job done and completing tasks” and needs to include behaviors that transform individuals into those who have a thirst for new knowledge and quest to constantly change the status quo to achieve excellence in their work. The Quantum Leadership Systems Assignment Discussion

Cameryn is inspired to do something about the development of the nurse managers. She realizes that the first step would be to inspire her colleagues to embrace the same vision for nursing leadership at all levels within the organization, especially with their focus on managing budgets and meeting organizational priorities. Cameryn is convinced that with better prepared frontline managers, many of the organizational priorities could be achieved more expediently. She wants the group to examine the current roles expected of clinical leads, shift supervisors, nurse managers, and their assistants and the personal and experience requirements for the roles. She also wants to impress upon her colleagues that their own behaviors strongly influence those who are watching their interactions with others and daily behaviors in their roles. She realizes that this is a sensitive subject, and she decides to develop a strategy to informally lead her colleagues on a journey for their own improvement and to influence them to improve the experience of their direct reports. She realizes that the interconnection between her colleagues and their direct reports is critical for the changes that she envisions to transform every nurse manager and supervisor into true inspirational leaders. The Quantum Leadership Systems Assignment Discussion

Cameryn decides to move beyond the occasional inspirational speaker and elects to empower the management team at all levels with as much information as possible about transformational leadership, workplace empowerment, healthy work environment, and nursing excellence. She works with the Collaborative Governance Council for Professional Development to initiate a leadership journal club for clinical leaders and all levels of management. The journal club is led by the members of the Professional Development Council who choose the journal articles to read and review. The council also establishes group meeting norms, leads the discussions about the articles, and creates a short summary of the articles for all of the nursing staff to read in the Magnet Nursing Newsletter.

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Cameryn also decides that it is important to determine the actual learning needs of those in management positions, so she develops a self-assessment tool using the leadership domains outlined by the American Organization of Nurse Leaders and the Benner levels of competency as the response set. The new assessment tool provides information as to how each manager, assistant manager, clinical lead, and shift supervisor perceives his or her level of competence in each of the leadership domains. From that information, Cameryn plans to ­develop educational content and experiences that are targeted to areas where managers perceive themselves to be least competent. She also meets with those who are more expert in the leadership domains and discusses their mentoring those who are less experienced and competent and presenting some of the formal content needed for development of the frontline ­leadership team. The Quantum Leadership Systems Assignment Discussion

Recognizing that professional development is a very complex and multileveled task, Cameryn also plans to develop educational content and experiences for the more expert group to teach them how to mentor others and how to prepare and present educational content using teaching methods that are innovative, engaging, and inspiring to the learners. Cameryn realizes how interconnected each level of the plan is and how necessary it is to create a fluid and adaptable project management plan to guide the various stages of development to transform nurse managers into true leaders.

She soon realizes that in her work with the collaborative governance councils to develop an educational intervention for the frontline managers she has forgotten to engage the Human Resources department, which is also responsible for leadership development. There are many indications of their discontent with her new leadership development program. When Cameryn recognizes their concern, she meets with them to discuss ways that Human Resources could be instrumental in the assessment and development of frontline managers.

Needless to say, not all of her colleagues embrace her vision to transform the leaders in the organization. Many barriers emerge that would dissuade most from continuing to achieve their vision, and Cameryn is disappointed at times and must continually refocus her energies to remain on course despite the barriers. When she recognizes that one of her colleagues or one of the nurse managers is not “on board,” she spends personal time talking with that person and helping to translate the vision so that it could become his or her reality as well. She is continually engaged in dialogue with others to support the change effort, and she formally recognizes the actions and efforts of those who are involved in mentoring less experienced nurse leaders and those who are involved in the educational activities. The Quantum Leadership Systems Assignment Discussion

The transformational process has taken several years, but reflecting on the progress, Cameryn and her colleagues believe that significant changes have occurred in the organization and that nurse leaders at every level have benefited from the efforts to enhance the competencies and skills of the frontline managers. The benefits of the program are validated with significant improvements in employee opinion surveys and in surveys to assess healthy work environment.

You may type directly on this worksheet.

  1. Define complexity science and quantum leadership systems thinking.
  2. How do you think these concepts provided the framework for the initiative to advance the competencies and skills of frontline managers and to change the management culture to a leadership culture in an organization?
  3. In your opinion, what effect will advancing the frontline managers’ competence and nursing culture have on the organizational climate, nursing satisfaction, and even patient outcomes? (please address all components named)
  4. After reading the assigned chapter this week, describe an instance in health care where the leader should institute team-based decision-making The Quantum Leadership Systems Assignment Discussion

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