Nurse Manager

An area of growth that I will like to see me as a nursing leader will be a nurse manager at psychotic unit. I have been a nurse for 15 years, worked in many areas of nursing and I have found out that leadership and communication is a part of me. I have been a charge nurse for so many years, and I am currently working as a supervisor with the Los Angeles County. I am going to school to advance my education as APN (NP) in mental health. All registered nurses are leaders, but some time they don’t know how to apply the acquired knowledge. Leaders can be found in several areas where they have little or no management responsibilities. As a nurse manager they have to encourage patients, establish direction, gain commitment, and motivate members of the group. In contrast, it has been long accepted that there are four basic functions of management: planning, controlling, organizing and leading and more pronounced in nursing and leadership. Malt by (n.d.) with adequate planning manger will be able to achieve 80% of his or her objective by the end of the day. Nurse Managers will have an open communication, be a good listener, and participate in-group meetings with his or her staff. The manger should avoid controlling their staff, but be firm when needed. They should support staff member by giving them a positive feedback. Position power is the "ability of a leader to control subordinates through reward and punishment” Contingency Models 1997. An appropriate theory to apply in my organizational politics is Vroom's expectancy theory. This theory, "Assumes that behavior is a result from conscious choices among alternatives.” The leader-member theory focuses more on individual, vertical relationships. Leader-member relationships are of fewer consequences here than are the individual leader-member relationships for which the theory is named. It can bring benefit in the relationship between leader and member, which will help to strengthen the organization. However, its disadvantage is that it can serve to discount the dynamics of the group. This detriment can be of less consequence in health care than in manufacturing situations, where care is patient-centered. The most important management and leadership interactions often occur on a one-to-one basis between professionals (i.e., nurses) and their managers.