Professional Identity and Stewardship – Part II: Leadership Interview

Professional Identity and Stewardship – Part II: Leadership Interview

Introduction

I was able to interview a nurse named Jane. In the interview, I intended to know her role in the field of health care, how she understood leadership and professionalism, and how it would affect her. I also sought to evaluate how she was in charge of the university and whether she was a medical professional. The interview did not last long, but I was able to get the information I needed. Therefore, this document provides a brief overview of the results of the interview related to the above objectives.

Role as a healthcare team

. Jane’s main role is to manage the nurse professional and providing administration support while advocating for patient care. In her role as a Nurse Manager, she majorly works on collaboration between her and other people and team members. The purpose of this collaboration is to create teamwork. Teamwork is required because each nurse is encouraged to assess and evaluate his or her contributions to care and prevention outcomes. (Tanaka et al., 2016)  Furthermore, Jane is responsible for maintaining standards in the institution, and that means becoming a role model and upholding the best practices.  Nurse Managers need to develop new financial models to facilitate the assessment mechanism and build the business face of nurses. It also ensures the creation of an effective environment for both specialists and patients, ensuring its safety, focuses on patients, and respect for people; these are all Jane’s professional roles.

Professionalism and its effect

For Jane, professionalism is a measure by which nurses are evaluated. This tool works by observing the nurse’s personal behavior and presentation. This is not only based on individual behavior, but also includes attitude, willingness to help others, and effective communication skills. Jane feels that her job is influenced by this perspective of professionalism, as it is her responsibility to achieve this. She must strike a balance between her personal life and her work life and not affect others. She also needs to be professional in appearance and attitude so that nurses can take care of others and build good relationships with them. Furthermore, Jane states that professionalism is also following the policies of the institute and ensuring the goals are achieved.

Steward of healthcare

Jane considers herself as a health caregiver and argued based on the fact that she contributed to high-quality health care and ensured that employees properly understood and fulfilled their roles and responsibilities. She helps improve skills by providing mentoring to young nurses. She also encourages nurses to keep improving their abilities to keep up with new health requirements and updates. Jane also likes to be part of research studies that are meant to improve care quality and standards; this way, she promotes healthcare and mentors many intellectuals to do the same.

Professional authenticity, protection, power and influence

Jane claims that all nurses need to protect patients, subordinates, colleagues, and administrators. Supporting leaders and colleagues should have a positive impact on nursing. Authenticity has a crucial impact on service delivery, nursing, occupation and society as a whole. This improves the healthcare environment and allows nurses to work without burnout and stress. Leaders must subtly define their power and influence so as not to kill their self-esteem. Appropriate influence is the key to leadership, so it can be effective (Tanaka et al., 2016).

My impression

The interview was exhaustive. Jane was ready to cooperate and provided detailed answers to all the necessary questions. Her information provides an understanding that leaders must master influence to achieve the right leadership. Usually, a nurse must be a health caregiver.

References

Tanaka, M., Taketomi, K., Yonemitsu, Y., & Kawamoto, R. (2016). Professional behaviours and factors contributing to nursing professionalism among nurse managers. Journal of Nursing Management, 24(1), 12-20.