An effective teamwork and leadership skills are currently recognized around the world as an essential aspect of health care and nursing. In health care, teamwork is defined as the interaction of two more than two people who interdependently interact with each other with a common purpose, working for quantifiable goals that may help from leadership for the preservation of firmness and reassure honest discussion for solving of the problems ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"au3IZPv6","properties":{"formattedCitation":"(Babiker et al., 2014)","plainCitation":"(Babiker et al., 2014)","noteIndex":0},"citationItems":[{"id":370,"uris":["http://zotero.org/users/local/orkqtrjP/items/9QA7MZF4"],"uri":["http://zotero.org/users/local/orkqtrjP/items/9QA7MZF4"],"itemData":{"id":370,"type":"article-journal","title":"Health care professional development: Working as a team to improve patient care","container-title":"Sudanese Journal of Paediatrics","page":"9-16","volume":"14","issue":"2","source":"PubMed Central","abstract":"In delivering health care, an effective teamwork can immediately and positively affect patient safety and outcome. The need for effective teams is increasing due to increasing co-morbidities and increasing complexity of specialization of care. Time has gone when a doctor or a dentist or any other health practitioner in whatsoever health organization would be able to solely deliver a quality care that satisfies his or her patients. The evolution in health care and a global demand for quality patient care necessitate a parallel health care professional development with a great focus on patient centred teamwork approach. This can only be achieved by placing the patient in the centre of care and through sharing a wide based culture of values and principles. This will help forming and developing an effective team able to deliver exceptional care to the patients. Aiming towards this goal, motivation of team members should be backed by strategies and practical skills in order to achieve goals and overcome challenges. This article highlights values and principles of working as a team and principles and provides team players with a practical approach to deliver quality patient care.","ISSN":"0256-4408","note":"PMID: 27493399\nPMCID: PMC4949805","shortTitle":"Health care professional development","journalAbbreviation":"Sudan J Paediatr","author":[{"family":"Babiker","given":"Amir"},{"family":"El Husseini","given":"Maha"},{"family":"Al Nemri","given":"Abdurrahman"},{"family":"Al Frayh","given":"Abdurrahman"},{"family":"Al Juryyan","given":"Nasir"},{"family":"Faki","given":"Mohamed O"},{"family":"Assiri","given":"Asaad"},{"family":"Al Saadi","given":"Muslim"},{"family":"Shaikh","given":"Farheen"},{"family":"Al Zamil","given":"Fahad"}],"issued":{"date-parts":[["2014"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Babiker et al., 2014). Where nurses work faithfully together with specialists and physicians for the provision of comprehensive and well-organized care. Among several health providing institutions, integrated services are the key aspects of better treatment to underserved communities and populations with limited health care facility. Moreover, teamwork employs the practices of enhanced communication and collaboration for the expansion of the customary role of the healthcare team who make their decisions as a team.
The meetings and other communications approaches have vital importance for the discussion of patient results and suggestions for the improvement. Collaboration and teamwork are particularly vital to patient’s care in a decentralized health care system with health workers at many levels ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"eOsbtxGU","properties":{"formattedCitation":"(Vander Laan, Westers, Culver, & Wohlfert, 2016)","plainCitation":"(Vander Laan, Westers, Culver, & Wohlfert, 2016)","noteIndex":0},"citationItems":[{"id":373,"uris":["http://zotero.org/users/local/orkqtrjP/items/LGGNQLSX"],"uri":["http://zotero.org/users/local/orkqtrjP/items/LGGNQLSX"],"itemData":{"id":373,"type":"article-journal","title":"Nursing Teamwork in Health System Hospitals: A Multisite Longitudinal Study","source":"sigma.nursingrepository.org","abstract":"Session presented on Monday, November 9, 2015 and Tuesday, November 10, 2015: Teamwork among nursing staff members - licensed and unlicensed - is essential to create a strong and dependable workplace. Relationship-Based Care (RBC), a care delivery model rooted in Jean Watson's Model of Human Caring, was begun in 2006 in a Midwestern United States health care system's hospitals as part of our nursing professional practice model. RBC focuses on the relationships of caregivers with themselves, patients and family members, team members, and the community. Team members can be defined as two or more interdependent individuals who share skills and resources, working together to make decisions that achieve a common goal. It is hypothesized that as relationships between team members grow, teamwork increases. Teamwork, in turn, has been found to lead to productivity, job satisfaction, and promotion ofoptimal quality of care. Over the past decade, teamwork has been described, measured, and studied by Kalisch and colleagues in surveys of nurses from multiple units in a variety of hospitals. The significance of the longitudinal repeated measures study we are conducting is its aim to understand overall nursing teamwork and its facets over time, as perceived by nursing staff members who work in acute care inpatient units at diverse hospitals in a regional health system. A pilot study with nursing staff from two acute care units and 10 nurses who worked in the medical center's resource pool was conducted in October 2014 to test the process for conducting and reporting the Nursing Teamwork Survey. Based on the success of the pilot study, this multisite study is being launched to create a longitudinal description of nursing teamwork in a health system's hospitals of various sizes and locations. The purpose of this poster will be to share baseline results of nursing teamwork to describe the current workplace environment,document variations in perceived teamwork, and identify potential improvement strategies for units/areas, hospitals, and the health care system. Following IRB review, this descriptive, comparative, longitudinal study will collect data with an electronic survey that will be deployed every six months for three years. Potential participants include approximately 4200 nursing employees from acute care inpatient units within our health system's eleven hospital entities, some being Magnet-designated. The Nursing Teamwork Survey (NTS), developed by Kalisch and colleagues, contains 22 items that explore demographics, hours worked, nurse to patient ratio and churn in a recent shift, and satisfaction with teamwork, staffing, role, and position. Another 33 items, scored as the percentage of time each occurs, comprise the overall teamwork measure and its five subscales: trust, team orientation, backup, shared mental model, and team leadership. A management leader and staff leader from each unit/area will collaborate to recruit nursing staff to participate in the semi-annual surveys. Data will be managed and analyzed by the research team to create descriptive reports for each participating unit/area, hospital, and the health system. Comparison statistics of survey responses by unit/area and hospital and hospital results by demographic characteristics will be generated. The potential risk of survey participants being identified will be mitigated by not reporting demographic data at the unit level. Identifying opportunities to foster improved teamwork is an anticipated benefit. We will also share our experiences in designing, implementing, and reporting results of a multisite longitudinal study within a regional health system.","URL":"https://sigma.nursingrepository.org/handle/10755/602614","shortTitle":"Nursing Teamwork in Health System Hospitals","language":"en_US","author":[{"family":"Vander Laan","given":"Karen J."},{"family":"Westers","given":"Judith B."},{"family":"Culver","given":"Matthew A."},{"family":"Wohlfert","given":"Katelynn M."}],"issued":{"date-parts":[["2016",3,21]]},"accessed":{"date-parts":[["2019",4,11]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Vander Laan, Westers, Culver, & Wohlfert, 2016). By definition, the health care system is a multidisciplinary profession and composed of a variety of responsible professionals with different knowledge for different tasks. For that particular reason, teams are being composed for different problems by assessing, discussing and providing recommendations. However, they together promote healthy development and prevent diseases among patients. Nurses have two important roles: care coordinators and care providers ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"9bpqYRAu","properties":{"formattedCitation":"(Huber, 2013)","plainCitation":"(Huber, 2013)","noteIndex":0},"citationItems":[{"id":381,"uris":["http://zotero.org/users/local/orkqtrjP/items/GZXV47ZE"],"uri":["http://zotero.org/users/local/orkqtrjP/items/GZXV47ZE"],"itemData":{"id":381,"type":"book","title":"Leadership and Nursing Care Management","publisher":"Elsevier Health Sciences","number-of-pages":"562","source":"Google Books","abstract":"Research Notes in each chapter summarize relevant nursing leadership and management studies and show how research findings can be applied in practice. Leadership and Management Behavior boxes in each chapter highlight the performance and conduct expected of nurse leaders, managers, and executives. Leading and Managing Defined boxes in each chapter list key terminology related to leadership and management, and their definitions. Case Studies at the end of each chapter present real-world leadership and management situations and illustrate how key chapter concepts can be applied to actual practice. Critical Thinking Questions at the end of each chapter present clinical situations followed by critical thinking questions that allow you to reflect on chapter content, critically analyze the information, and apply it to the situation.A new Patient Acuity chapter uses evidence-based tools to discuss how patient acuity measurement can be done in ways that are specific to nursing. A reader-friendly format breaks key content into easy-to-scan bulleted lists. Chapters are divided according to the AONE competencies for nurse leaders, managers, and executives. Practical Tips boxes highlight useful strategies for applying leadership and management skills to practice.","ISBN":"978-1-4557-4073-4","note":"Google-Books-ID: CZx5AAAAQBAJ","language":"en","author":[{"family":"Huber","given":"Diane"}],"issued":{"date-parts":[["2013",9,24]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Huber, 2013).
Key Aspects of Teamwork
Expertise in teamwork are multifaceted and they need to share relevant information. Speaking up, the process of communication is to influence other team members with challenging tasks. Sharing information starts with the identification of a team member who could facilitate knowledge sharing. On the other hand, gathering the right member in a team to speaking up so that his or her expertise could be effectively utilized by the team. In this regard, the hindrance is that the member perhaps not realize how worthy his or her information might be. While ‘psychological safety’ proposes that a team member will not be punished, rejected or embraced for speaking up. This could be another possible reason that might affect the speaking up. Most often, a lack of psychological safety come from lower professions and other lower status roles. There are some methods for the facilitation of effective knowledge sharing. Such as collaboration of planning at the start of work, in which knowledge of the team could facilitate all.
As this profession is multidisciplinary, therefore, the nurses’ consistent communication with the patient’s therapist and physician will offer a personalized level of care. This approach will keep nurses aware of the contemporary treatment plans both effectively and accurately. On the other hand, coordination and communication will help in daily work responsibilities. As the career of nurses presents many challenges with the high-stress situation and long hours of work. In addition, teamwork contributes accountability as an attentive supervisor come up with more responsibility ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"dmWdKqEQ","properties":{"formattedCitation":"(Scully, 2015)","plainCitation":"(Scully, 2015)","noteIndex":0},"citationItems":[{"id":376,"uris":["http://zotero.org/users/local/orkqtrjP/items/CUMUN7MK"],"uri":["http://zotero.org/users/local/orkqtrjP/items/CUMUN7MK"],"itemData":{"id":376,"type":"article-journal","title":"Leadership in nursing: The importance of recognising inherent values and attributes to secure a positive future for the profession","container-title":"Collegian","page":"439-444","volume":"22","issue":"4","source":"www.collegianjournal.com","abstract":"<h2>Summary</h2><p>Nursing is a dynamic and challenging profession requiring engaging and inspiring role models and leaders. In today's ever changing and demanding healthcare environment, identifying and developing nurse leaders is one of the greatest challenges faced by the nursing profession. The concept of leadership is a complex and multi-dimensional phenomenon; research conducted for over a century concludes that although it is one of the most-observed concepts, no universally accepted definition or theory of leadership actually exists. There is increasing clarity surrounding what true nursing leadership is, and how it differs from management.</p><p>This discussion will outline the nature of nursing leadership and importance of nurse leaders in advancing the profession; clarify definitions and differentiate between nurse managers and nurse leaders; describe the evolution of nurse leadership by identify theories and styles of leadership relevant to nursing practice; and highlight the importance of identifying leaders in the nursing profession. The paper also serves as a caution to recognise, avoid and discourage \"negative\" leaders in the pursuit of a bright future for the nursing profession.</p><p>With appropriate identification, support and development of future nurse leaders, an acknowledgement of the shifting paradigm of leadership theory and the context in which future nurse leaders are destined to grow, the ultimate goal of the nursing profession – excellent in person-centred care – can be achieved. It is essential to the future success of the nursing profession that informal, negative \"leaders\" be discouraged and positive leaders, possessing the evidence-based qualities of leadership be identified and nurtured to lead the profession.</p>","DOI":"10.1016/j.colegn.2014.09.004","ISSN":"1322-7696, 1876-7575","shortTitle":"Leadership in nursing","journalAbbreviation":"Collegian","language":"English","author":[{"family":"Scully","given":"Natashia Josephine"}],"issued":{"date-parts":[["2015",12,1]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Scully, 2015). While better teamwork work contributes to lower job turnover. While the engagement of an employee is directly linked with workplace relationship. Motivated nurses are usually highly engaged in the workplace and provide a high level of care. This will surely help in countering the issue of burnout.
Key Aspects of Leadership
Leadership is a multi-dementia and complex phenomenon when it comes to leadership in health care service. When the number of nurses decreases, it becomes evident that management styles need to be adapted on a priority basis. Effective leadership is essential to the objective of reducing the turnover and refining the retention of the nurses. It is a cohesive blend of characteristics and eldership principles with techniques and management principles ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"6awsB9EG","properties":{"formattedCitation":"(Scully, 2015)","plainCitation":"(Scully, 2015)","noteIndex":0},"citationItems":[{"id":376,"uris":["http://zotero.org/users/local/orkqtrjP/items/CUMUN7MK"],"uri":["http://zotero.org/users/local/orkqtrjP/items/CUMUN7MK"],"itemData":{"id":376,"type":"article-journal","title":"Leadership in nursing: The importance of recognising inherent values and attributes to secure a positive future for the profession","container-title":"Collegian","page":"439-444","volume":"22","issue":"4","source":"www.collegianjournal.com","abstract":"<h2>Summary</h2><p>Nursing is a dynamic and challenging profession requiring engaging and inspiring role models and leaders. In today's ever changing and demanding healthcare environment, identifying and developing nurse leaders is one of the greatest challenges faced by the nursing profession. The concept of leadership is a complex and multi-dimensional phenomenon; research conducted for over a century concludes that although it is one of the most-observed concepts, no universally accepted definition or theory of leadership actually exists. There is increasing clarity surrounding what true nursing leadership is, and how it differs from management.</p><p>This discussion will outline the nature of nursing leadership and importance of nurse leaders in advancing the profession; clarify definitions and differentiate between nurse managers and nurse leaders; describe the evolution of nurse leadership by identify theories and styles of leadership relevant to nursing practice; and highlight the importance of identifying leaders in the nursing profession. The paper also serves as a caution to recognise, avoid and discourage \"negative\" leaders in the pursuit of a bright future for the nursing profession.</p><p>With appropriate identification, support and development of future nurse leaders, an acknowledgement of the shifting paradigm of leadership theory and the context in which future nurse leaders are destined to grow, the ultimate goal of the nursing profession – excellent in person-centred care – can be achieved. It is essential to the future success of the nursing profession that informal, negative \"leaders\" be discouraged and positive leaders, possessing the evidence-based qualities of leadership be identified and nurtured to lead the profession.</p>","DOI":"10.1016/j.colegn.2014.09.004","ISSN":"1322-7696, 1876-7575","shortTitle":"Leadership in nursing","journalAbbreviation":"Collegian","language":"English","author":[{"family":"Scully","given":"Natashia Josephine"}],"issued":{"date-parts":[["2015",12,1]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Scully, 2015). Moreover, the manager has an important role to decrease the burnout between and among nurses. Tornabene, however, drew techniques of practical leadership for the nurse leaders and they can grow such their skills ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"umB5V8Hi","properties":{"formattedCitation":"(Huber, 2013)","plainCitation":"(Huber, 2013)","noteIndex":0},"citationItems":[{"id":381,"uris":["http://zotero.org/users/local/orkqtrjP/items/GZXV47ZE"],"uri":["http://zotero.org/users/local/orkqtrjP/items/GZXV47ZE"],"itemData":{"id":381,"type":"book","title":"Leadership and Nursing Care Management","publisher":"Elsevier Health Sciences","number-of-pages":"562","source":"Google Books","abstract":"Research Notes in each chapter summarize relevant nursing leadership and management studies and show how research findings can be applied in practice. Leadership and Management Behavior boxes in each chapter highlight the performance and conduct expected of nurse leaders, managers, and executives. Leading and Managing Defined boxes in each chapter list key terminology related to leadership and management, and their definitions. Case Studies at the end of each chapter present real-world leadership and management situations and illustrate how key chapter concepts can be applied to actual practice. Critical Thinking Questions at the end of each chapter present clinical situations followed by critical thinking questions that allow you to reflect on chapter content, critically analyze the information, and apply it to the situation.A new Patient Acuity chapter uses evidence-based tools to discuss how patient acuity measurement can be done in ways that are specific to nursing. A reader-friendly format breaks key content into easy-to-scan bulleted lists. Chapters are divided according to the AONE competencies for nurse leaders, managers, and executives. Practical Tips boxes highlight useful strategies for applying leadership and management skills to practice.","ISBN":"978-1-4557-4073-4","note":"Google-Books-ID: CZx5AAAAQBAJ","language":"en","author":[{"family":"Huber","given":"Diane"}],"issued":{"date-parts":[["2013",9,24]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Huber, 2013). When the manager has high levels of conflict resolving skills, the nurses report an increased level of workplace satisfaction. The managers present a vision for the institution, establish a rewarding work environment, and inspire and motivate nurse at all levels.
Leadership is nursing is a natural element as nurses' work both in units or groups. Leadership may be assumed as an ability to inspire confidence. The managers who are able to identify the potential capabilities of each generation and have knowledge of cross-generation characteristics of the workforce would easily bring progress in staff and develop a productive working environment. To say, the nurse is viewed as being career-focused, ambitious and require opportunities for personal growth in skills. Positive attention from manager will positively improve the institutional environment and decision-making process. The manager will have to try various strategies for bridging the generation gap. The successful nursing leadership is either formal or informal.
Hersey has done substantial work on leadership theories and needs to be concerned about both human relations and tasks. Moreover, Task Behavior suggests that the leaders define, explain and organize activates and roles. While Relationship Behavior covers where the leader upholds personal relationship by starting communication with the provision of psychometric facilities. In this regard, nurses ought to be clear about the elements of interaction in any leadership process. A leader can easily be differentiated with non-leaders in dare, trust, and curiosity. The leadership skills are both learned and thought and practiced.
References
ADDIN ZOTERO_BIBL {"uncited":[],"omitted":[],"custom":[]} CSL_BIBLIOGRAPHY Babiker, A., El Husseini, M., Al Nemri, A., Al Frayh, A., Al Juryman, N., Faki, M. O., … Al Zamil, F. (2014). Health care professional development: Working as a team to improve patient care. Sudanese Journal of Paediatrics, 14(2), 9–16.
Huber, D. (2013). Leadership and Nursing Care Management. Elsevier Health Sciences.
Scully, N. J. (2015). Leadership in nursing: The importance of recognizing inherent values and attributes to secure a positive future for the profession. Collegian, 22(4), 439–444. https://doi.org/10.1016/j.colegn.2014.09.004
Vander Laan, K. J., Westers, J. B., Culver, M. A., & Wohlfert, K. M. (2016). Nursing Teamwork in Health System Hospitals: A Multisite Longitudinal Study. Retrieved from https://sigma.nursingrepository.org/handle/10755/602614
