Skip to content 
Reflecting on the Advanced Nursing Profession
DNP 850 Module 8 central venous catheter-associated illnesses (CLABSIs) begins in the intensive care unit at Roseland Community Rehabilitation Center. An efficient organization plays a crucial role in ensuring patient health and improving healthcare delivery to achieve this goal. This discussion covers the advanced professional skills required to organize such projects, the theoretical framework that supports them, a successful organizational ethos, essential care relationships, and the impact of healthcare leadership on technological advances.
Leadership Skills and Characteristics
Effective Professional Skills
Becoming a nursing professional requires a combination of critical skills and unique characteristics that synergistically create an environment that fosters significant change and quality learning outcomes.
Excellent Communication
Smooth communication at all levels of the organization is critical. Proper listening, explicit instruction, and interprofessional communication are pillars of medical intelligence, especially in high-stakes settings like the intensive care unit (Cummings et al., 2020). Communication ensures consistency across all work requirements and minimizes ambiguity.
Wise Decision-Making
The ability to evaluate information, coordinate group opinions, and make decisions supports informed decision-making. This tendency is critical when exploring the complexities of patient-centred care (Cummings et al., 2020).
DNP 850 Module 8 Strong Emotional Intelligence
Emotional acuity allows leaders to self-regulate while remaining sensitive to the needs of their teams and patients. This attitude promotes collaboration and increases operational efficiency (Brewster et al., 2020).
Strategic problem-solving and delegation
Influential leaders accurately identify challenges, orchestrate creative processes, and distribute tasks wisely to optimize resource utilization while promoting team member engagement.
Key benefits
- Unwavering judgment: Moral dignity gives recognition and sets a moral compass for the collective (Stoller, 2020).
- Resilient behaviour: Overcoming obstacles with a sense of security allows you to remain consistent despite adversity.
- Empathic professionals: Empathic understanding allows for comprehensive and practical evaluation of work (Stoller, 2020). Clear vision: A clearly formulated vision persuades collective interest in organizational aspirations.
Rationale
The transformational organization theory described by Burns and developed by Bass serves as the basis for fighting CLABSI. The system motivates leaders to motivate the group through a shared vision and creative thinking (Siangchokyoo et al., 2020).
- Idealized influence: Embodying values creates respect and encouragement.
- Stimulate inspiration: Setting optimistic goals promotes collective efforts.
- Intellectual stimulation: Encouraging creativity leads to effective problem-solving. Individualized thinking: A tendency to be curious and see many needs transforms collaboration.
Organizational culture and stakeholders
Organizational Philosophy
Roseland Community Clinic thrives in a culture that values patient-centred care, interprofessional collaboration, and constant change. This philosophy supports measures such as reducing CLABSIs and encourages flexibility and improvement among employees (Kwame & Petrucka, 2021).
Stakeholder engagement
- Critical care staff: state-of-the-art infection prevention, essential for adherence to guidelines and feedback.
- Infection control professionals: developers of precautions and compliance monitors. Physicians: Advocate for consistent leadership and committed collaboration.
- Hospital organization: Manage resources, plan operations, and implement processes.
- Quality Development Group: Manager of data-based decision-making and equity evaluation.
- Patients and families: Basically, the ones who avoid education and are in need.
Leadership philosophy and framework
When I talk about my leadership values and principles, I must mention that the transformational leadership approach used to manage my staff is aligned with my values. Essentially, as a DNP (Doctor of Nursing Practice) leader, I value teamwork, support my team members, and am accountable for achieving excellence in practice.
Therefore, a patient-centred approach is a central tenet of my professionalism. Every action and decision, from senior management to employee level, is aimed at improving patient health and safety (Howick et al., 2024). Therefore, programs such as reducing CLABSIs are asserted to be clinically feasible and meet the needs of patients and their families. I have always adhered to ethical practice and integrity, especially in my leadership style. Starting with myself, I believe it is my responsibility to be an example of a strategy to practice in the workplace with honesty, transparency and fairness at the core.
DNP 850 Module 8 Advanced Nursing Leadership Reflection
This also helps maintain employees’ trust in other team members and promotes positive trust in ethical issues that can be discussed and resolved without preconceptions. I believe in focusing on the concept of a team and the opportunity to trust the ideas and performance of each team member. In terms of free interaction, civility and collaboration, I encourage an open and friendly workplace. Implemented in this way, it creates cohesion and also promotes innovation and improvement.
The leadership framework I developed is based on the core concept of prioritizing learning and always being ready to improve (Fitzgerald, 2020). I support practice change based on research, professional development, and employee performance evaluation. This commitment means that in everything we do, we are open to change and always strive to provide the best care. Regarding the principles of transformational leadership and their practical application in work, I strive to inspire the work of a particular team.
Trust and Motivation
By trusting and motivating all team members, I am able to raise each employee to a higher level and achieve the goals we set. My concept of leadership is based on four elements of transformational leadership: leading the group by example, motivating employees, encouraging creativity within the group, and finally ensuring that the needs of individual employees are met. By integrating these components, I can lead a team to solve several problems that affect healthcare delivery, especially in critical areas such as the ICU.
Approach and the role of technology
To reduce CLABSIs, a medical approach and IT framework are essential. Compliance with end systems ensures accountability, while technological systems such as EHRs and decision support systems streamline the need for compliance and devaluation. These developments strengthen clinical accuracy and create a culture of transparency. Conclusion
Nursing leadership, strengthened by theoretical insight, collaboration with partners, and creative integration, is essential to reducing CLABSI. By embodying transformational values and leveraging organizational qualities, leaders can drive sustainable development in the nursing field.
Conclusion
Therefore, In DNP 850 Module 8 nursing leadership at a higher level is necessary for managing cases of CLABSI in the ICU of Roseland Community Hospital. The behavioural competencies and personal characteristics attained by DNP leaders, the scrutiny of the theoretical approaches to leadership, the evaluation of the organizational culture, stakeholder engagement, leadership beliefs and structure, and awareness of health policies and IT facilitate the execution of proper change initiatives. This reflective approach reaffirms the aspirations of leadership in ensuring the best outcome delivery in patients’ care and safety.
References
Brewster, D. J., Butt, W. W., Gordon, L. J., & Rees, C. E. (2020). Leadership in intensive care: A review. Anaesthesia and Intensive Care, 48(4), 266–276. https://doi.org/10.1177/0310057×20937319
Cummings, G. G., Lee, S., Tate, K., Penconek, T., Micaroni, S. P. M., Paananen, T., & Chatterjee, G. E. (2020). The essentials of nursing leadership: A systematic review of factors and educational interventions influencing nursing leadership. International Journal of Nursing Studies, 115(103842). https://doi.org/10.1016/j.ijnurstu.2020.103842
Fitzgerald, A. (2020). Professional identity: A concept analysis. Nursing Forum, 55(3), 447–472. https://doi.org/10.1111/nuf.12450
Grover, S., Fitzpatrick, A., Azim, F. T., Ariza-Vega, P., Bellwood, P., Burns, J., Burton, E., Fleig, L., Clemson, L., Hoppmann, C. A., Madden, K. M., Price, M., Langford, D., & Ashe, M. C. (2021). Defining and implementing patient-centred care: An umbrella review. Patient Education and Counseling, 105(7). https://doi.org/10.1016/j.pec.2021.11.004
Handley, S. C., Bell, S., & Nembhard, I. M. (2020). A systematic review of surveys for measuring patient-centred care in the hospital setting. Medical Care, Publish Ahead of Print. https://doi.org/10.1097/mlr.0000000000001474
Howick, J., Paquita de Zulueta, & Gray, M. (2024). Beyond empathy training for practitioners: Cultivating empathic healthcare systems and leadership. Journal of Evaluation in Clinical Practice. https://doi.org/10.1111/jep.13970
Kwame, A., & Petrucka, P. M. (2021). A literature-based study of patient-centred care and communication in nurse-patient interactions: Barriers, facilitators, and the way forward. BMC Nursing, 20(158), 1–10. BMC Nursing. https://doi.org/10.1186/s12912-021-00684-2
