Leadership Interview Essay

nowa solar dayss lord copy moderates assume drawing cardship and trouble responsibilities regard little of the use in which they atomic number 18 knobbed (Koernig-Blais, Hayes, Kozier, & Erb, 2006, p. 2). D. Martin. is the nurture managing director for The Spirit Medical Transportation Services (Spirit) of exaltation Josephs Childrens Hospital in Marshfield, Wisconsin. She started her move as an intensive cargon unit nurse, and from there go into health check canalizeation. She worked as a lag flying nurse in three different programs, including Spirit, for 15 age before assuming the assistant nurse private instructor image for Spirit, and in the past year moved into the range of director.In an interview with D. Martin she discussed achieving of a position of draws in our nursing community. The interview include questions ab emerge her background, and the role she has today.Leadership StyleD. Martin ( individualised communication, adjoin 6, 2008) describes a le ader as someone who is fitting to work effectively with other peck and p every(prenominal)iate getting the job done. She further discusses the leader necessitateing to go for synergetic communication skills. These skills she describes as two split front is active listening, making eye nexus and giving full attention to the person speak the second is being commensurate to talk and bring up a point with sounding condescending.Through her examples, D.Martin has a democratic or participative leading look. Leaders with a democratic style act as a catalyst or facilitator to guide the assort towards achieving group goals (Koernig-Blais et al, 2006). Democratic leadership may be less efficient than other references of leadership, nevertheless it does totall(a)yow for a spirit of collaboration and creativity from group members. This type of leadership green goddess be extremely effective in the healthcargon setting (Tappen, 2001, p. 26)Personal Philosophy and distinguish ed Qualities of LeadershipWhen questioned more or less important qualities or characteristics of a leader, D. Martin ( individual(prenominal) communication, butt 6, 2008) again emphasized the importance of interactive communication. D. Martin ( private communication, border 6, 2008) stated that an effective leader inevitably to respect their staff, or whomever they atomic number 18 leading. That a leader ask to learn how to be politically line of credit up in all settings, and theleader as theater director needs to learn how to delegate, and to be aware of the fiscal responsibilities within the institution, and balance those requirements with the needs of the department they are managing.Sullivan and Decker, 2005 p. 44 state that all good conductors are also good leaders. D. Martin talked interchangeably of leaders and music directors, because she views herself as a leader first, and a manager second. Her views are that as a staff nurse, she was viewed as a leader among th e flight crew, and now as a manager, she is still that leader, but with the responsibilities of attention (D. Martin individual(prenominal) communication, March 6, 2008). A manager is responsible and accountable to the giving medication for accomplishing the goals of the organization (Sullivan & Decker, 2005).When D. Martin was questioned about her personal philosophy of leadership she replied that you are never overtaking to please everyone all of the time, and that the more or less important thing to remember is that you switch to be able to live with your decisions, legally and ethically (D. Martin, personal communication, March 6, 2008). According to D. Martin (personal communication, March 6, 2008), flavor and safety should be ranked equally at number one in consideration for what can and should be done. She believes that as a manager, she needs to be the mother tiger looking out for her cubs that she has to entertain the staffs interests. D. Martin also believes that a n effective manager should subscribe to infer up through the ranks.A manager should non ask the staff to do something she has non done, or would non do. Another aspect of an effective manager is that the manager should put on been a clinical leader first, that they convey been there, done that for years. The manager may not always be able to keep up those clinical skills, and be able to perform the clinical aspects of the job, but if they have done it for years, they will generalize the concepts when the staff needs someone to talk to (D. Martin, personal communication, March 6, 2008) corresponding Experiences that have Influenced Growth as a LeaderD. Martin believes that her own clinical owns and what she has done have had the nearly influence on her personal development. Her bedside clinical experience in an ICU prepared her for her role as a transport nurse (personal communication, March 6, 2008).She was involved in the start-up of two different transport services, and her trey experience was a transport nurse on a well established service. The first transport service she was part of was a load and go team with one of the first mobile ICUs in Wisconsin. Her belief is that being on the ground floor of two services, the personal ontogenesis from those experiences as the service went through its developing pains, makes her better prepared for the growing pains of going from friend to boss. She also emphasized that managers should not regaining things for granted, if they have not been where they are asking their staff to go, she feel strongly that she brings a been there, done that style to her leadership (D. Martin, personal communication, March 6, 2008).Evolution of breast feeding Leadership in Healthcare TodayThe interview keep with the question of how she square offs leadership evolving in nursing today. Her first response was disappointed. When she first started out in nursing, galore(postnominal) registered nurses were from an associate s program, and the recommendation for a management position, or to memorise was someone with a bachelors academic degree in nursing. Once she had achieved her bachelors, the bar had been brocaded with the recommendation that managers have their masters degree, in nursing or in business, and that nursing instructors have their PhD in nursing or education (D. Martin, personal communication, March 6, 2008).Her thought is that with the requirement of that much schooling, the people managing departments, and teaching new nurses, are so further removed from the clinical aspects of nursing, that they are not as effective as someone who has recently been a clinical nurse. She feels nursing needs instructors that have been there, and instructors should not be only those with the highest degrees. There needs to be opportunities for nurses to move up through the ranks through supreme nursing practice, and recognition needs to be tending(p) to the clinical experts at the bedside. The advan ced degree should not be more important than clinical expertise in a crackn field (D. Martin, personal communication, March 6, 2008).Challenges Facing Leaders in Todays Healthcare SystemsD. Martin (personalcommunication, March 6, 2008), believes that the most dispute issues in her current position are the need to have a more global eyeshot, and having an cargo area for it. She described one aspect of that global perspective in terms of the hospital budget. Finding out what the hospital budget is, and that it comes down from the fall out of the corporation, not just the top of our individual hospital. Patients are important, but from a business standpoint, money is the bottom line (D. Martin, personal communication, March 6, 2008).Healthcare is a business, and needs to be run as a business. She states that the biggest passion she had to give up was that the patient comes first. She had to learn how to accelerate the system, within the budget given, and with the resources avai lable to her. Management cannot give the staff everything they are asking for, the money, and decisions come from the top down. Management would be easy if you didnt have to deal with the people (D. Martin, personal communication, March 6, 2008).The force of a Mentor on Leadership StyleD. Martin (personal communication, March 6, 2008) states that she has had three mentors in her career. Each is unique and she is pleasing to them. Her first was her nurse manager of her first flight service. She states that he too came up through the ranks. He taught her the importance of creating a balance between management and work.Her next mentor was her first nurse manager when she started at Saint Josephs, Terri. Terri was her mentor through her masters program, and taught her the importance of being politically constitute and fair. That, as a manager, you might not go over with what is being said, but you need to have teeming self control to not let them see you do not agree with the compa ny line, or to never let them see you sweat (D. Martin, personal communication, March 6, 2008).Her third mentor was her nurse manager for the 11 years she was a flight nurse with Spirit. Through him she learned that different management styles are okay, and that an open door policy was what she respected most about his style. He also taught her the importance of credibility, and to not makepromises you may not be able to keep (D. Martin, personal communication, March 6, 2008).Advice to Someone raise in LeadershipD. Martin (personal communication, March 6, 2008) discussed the difficulty going from peer to boss. Her recommendation would be for anyone in that position to squander a class on effective leadership to learn more on how to delegate, find resources and about fiscal responsibility. She did inform me that Saint Josephs Childrens Hospital does offer a two day seminar to employees on this topic, and she further recommends all Neonatal intensifier Care Transport Nurses take th is class, as they all function in a leadership role (D. Martin, personal communication, March 6, 2008).Her other advice was to be coiffe to put in long hours. To be torrid about whom you want to lead. Be clinically competent, and have confidence in yourself, and your knowledge. Stand up for yourself and your staff. Learn to take risks, and trust your instincts (D. Martin, personal communication, March 6, 2008). decisionLeadership and management are the responsibility of all professional nurses. Effective leadership and management is a learned process. Mentors can have a overbearing impact on the personal and professional offset of a nurse. Personal integrity, honesty, and a concern for benevolent dignity should guide all leadership and management decisions (Koernig-Blais et. al, 2006).ReferencesKoernig-Blais, K., Hayes, J., Kozier, B., & Erb, G. (2006). Professional Nursing cause Concepts and Perspectives (5th ed.). Upper point River, NJ Pearson Education, Inc.Sullivan, E. J. , & Decker, P. J., (2005). Effective Leadership and Management in Nursing (6th ed.). Upper Saddle River, NJ apprentice Hall HealthTappen, R. M., (2001). Nursing Leadership and Management Concepts and Practice (4th ed.). Philadelphia F.A. Davis.