Questionson Complexity Leadership
Questionson Complexity Leadership
Differentorganisations develop at different rates depending on theirleadership body and the type of activity they conduct. The paperfocuses on a healthcare organisation of which I am a part. In allorganisations, including one in the health sector, there arevirtually three stages that the organisation undergoes. These includethe chaotic stage, stability stage, and the high-performance stagerespectively.
a.What is the organisation’s stage of development?
Theorganisation is currently at the stability stage, which ischaracterised by the presence of properly defined policies,steadiness in precedence, correctly set goals and direction, andproper management practices. It is at this stage that theorganisation is on the verge of becoming a complex adaptive systemwith appropriate leadership styles, knowledge, and personal being andawareness. According to page 4 of Crowell (2016), the ComplexLeadership Model comprises of four components, which determine thedevelopment of an organisation. These components include knowledge,leadership style, personal awareness, and action. Distributedleadership is upheld whereby, nurses from all levels in the hospitalare allowed to make contributions, and are held accountable for thedelegated work (Crowell, 2016 pg. 5). Change and creativity areexpected from them through the unexpected new structures, patterns,and ideas. The development of a complexadaptive system has made the organisation have nonlinearity, forexample, lack of cause and effect relationship in some activities,and availability of simple rules that are clear to understand hence,effective outcomes (Crowell,2016 pg. 30).
Is determined by the knowledge, leadership style and the personal being possessed by the leaders. This then determines the developmental stage of the organization.
The organization’s achievements are driven by the knowledge possessed by its leaders.
A transformational, collaborative form of leadership has been essential for the growth of the organization.
Personal Being and Awareness
Comprises of the use of better self-reflective and self-care practices which are effective for complexity leadership.
b.Discussion of how the style and actions of leadership affected theorganisation`s stage of development.
Theleadership style possessed by the organisation’s bureaucrats ishighly critical in determining the success and growth of theorganisation. Visionary leaders develop the policies and theprocesses that aid in the growth of the entity (Crowell, 2016 pg. 4).Leaders determine the growth of their organisation from very linearto complex. By embracing complexity, the senior leaders made theorganisation less linear and operated as a mature entity, with highprospects of success (Crowell, 2016 pg. 7). The complexityorganisation paradigm affected the stage of development of theorganisation by considering the organisation as a whole system,making work in the organisation more flexible, accepting andaccommodating change, and interdependence. Additionally, there arereduced levels of hierarchy, information flows freely, motivationfactors are sought after, and influence, not control is suggested(Crowell, 2016 pg. 9). Currently, the organisation is in the fourthquadrant due to the congruency in organisation and leadershipcomplexity.
2.Complexity Leadership Assessment
a.What are the strengths and areas that require improvement accordingto the assessment profile?
Fromthe assessment tool, it has been clear that I rely much onintegrating different departments to work together for the benefit ofthe organisation. I focus much on a collaborative approach, where theemployees and other leaders in the organisation come together to findsolutions to a problem. I also share my values and visions with theaim of inspiring others so as to reach a common good. One majorlimitation in my leadership was, however, the lack of proper balancebetween personal life issues and those of the organisation. Theassessment profile pointed out that there was a greater possibilitythat any negative life events would affect my leadership qualities.It also pointed out that I focus more on an all-around success, wherethe employees, patients, and other leaders are satisfied with thestate of the organisation, which comes as a result of properdecisions (Crowell, 2016, pg. 216-223).
b.Describe your plan to enhance personal being and self-awareness,employing self-reflective and self-care practices
Asa way of achieving complexity leadership qualities, I will developself-awareness as a component that is included in Edgewalkersand EmotionalIntelligence.For achievement of better results as a leader in the nursing field,it is my responsibility to work on both the positive and negativeabilities and traits for the establishment of better personality,values, habits, and emotions. I plan to lead with integrity andsuitable vision, which can only be achieved through a clearunderstanding of the organisation, its employees, and the clients itserves. A healthcare facility can adequately meet its success, goals,and mission through teamwork, and that is what I will put muchattention to. I will also reflect much on self as an efficientmethod of attaining self-awareness, and as a tool towards effectiveleadership. I will work on my emotions and ensure that theypositively affect the functioning of other nurses, workers, andclients rather than demoralise them (Crowell, 2016, pg. 159). I willlive a congruent life where I will be free to express my feelings foropen communication within the unit this helps to achieve complexity(Crowell, 2016, pg. 173). I will also separate some of my life’sevents from work so as to ensure that some of the events, conditions,or emotions, do not affect my conduct or ability to work. Through theemployment of self-care and self-reflective skills, I will be able toattain complexity leadership traits.
3.How is the concept of Clinical Microsystem Thinking applied andimplemented in the organisation?
Inthe labour and delivery unit, clinical microsystem is beingimplemented through a combined effort by various minute groups ofpeople to provide care, and work in collaboration with theindividuals who receive the care (Stanley, 2005, pg. 400). Thecombination of these teams of people has both a clinical and businessadvantage as they mostly lead to improved performance outcomes.
Thehealthcare providers and the leaders in the healthcare organisationare given basic skills and knowledge, which form the basis of modernimprovement and safety science and at the same time improveprofessionalism among the leaders and supervisors, as a way ofdeveloping their leadership path (Stanley, 2005, pg. 401). The staffswithin the organization are also given the opportunity to advancetheir knowledge and skills through further education, and are alsoencouraged as a way of increasing their will to work. The aim of suchis to improve the staff’s ability to offer quality services andhave proper satisfaction in doing the same (Stanley, 2005, pg. 402).
Theorganisation’s staff and leaders are also encouraged to realisethat they have to do their job and to improve on their job. This isimplemented as a way of improving the microsystem, and is achievedthrough continuous assessment of the staff. As a way of making themicrosystem complete, the patients and other clients are given theopportunity to give their contributions on what they find right aboutthe organisation, and what they find wrong (Stanley, 2005, pg. 403).The system, therefore, develops a circular model where all theparties involved in the healthcare team work for the benefit of theother. Therefore, this helps the meeting of the aim of any healthcarebody, which is to provide quality health services, and at the sametime, improve the working condition of the leaders and other staffmembers(Stanley, 2005, pg. 403).
Inthe organisation’s microsystem, the patients and staff come first,and the aim of this is to improve the patient results, familyengagement, and enhance staff pride, joy, and efficacy at theworkplace. The nurses and other staff are encouraged to build a goodrelationship with the patients and their family members (NACL, 2012).The leaders also involve other staff members in decision makingprocesses so as to improve the quality of services offered and makethe workers feel like part of the organisation.
4.Analyse the functioning of Masters’ Prepared Nurses within theorganisation
a.Describe the importance of CNMs and the benefit of undertaking amaster’s program in the organisation
Thereis a great need for advancement of education within the nursingfield. This leads to the acquisition of master’s – preparednurses who have special skills for complexity leadership throughdiversity, interdependence, and change. The master’s – preparednurses in the organisation are competent and have greater knowledgein handling specific tasks. The graduates increase the quality ofoutcomes in the organisations they can integrate and navigate carein the entire healthcare system. They also work to transform evidenceinto practice and uphold innovation in nursing. The CNMs, forexample, have greater expertise provision of primary care tochildbearing women. They base their understanding on the fact thatbirth is a physiological process rather than a medical problem. Theyalso have excellent knowledge through research for decreasing therate of maternal and infant mortality rate. They also take part inhealth promotion within a specialty population where they dispenseservices for the advancement of the patients’ health (NACNS, 2012).
b.To whom do the Master’s – prepared nurses report?
Thenurses report their progress to the doctor in a hierarchal procedure.They havethe right and authority to diagnose, prescribe medication andtreatment, refer clients, admit patients in the hospital, and be partof legislation to the advanced practice nurses. Reportingto the doctor, however, demotivates them since they have advancededucation, and are fit for making their decisions. Despite thefeeling of being degraded, the APN relate well with otherprofessionals and conduct their duties in an efficient manner, with agreater consideration of the guiding principles in the nursing field.They also use the knowledge acquired through advanced education todevelop workable strategies for the effectiveness of the microsystem(NACL, 2012).
TheCNMs, for example, are responsible for the provision of coordinationand communication with other team members within the microsystem as away of improving the patients’ outcome.
c.How do the Advanced Practice Nurses and other Master’s – preparednurses impact the clinical microsystem in your work setting/unit topromote quality outcomes?
TheAdvanced Practice Nurses in the organisation assume an advancednursing role in an area of specialty and put theory and research intoexercise with families, individuals and communities. They come upwith policies for positive change and utilise their leadership skillsto help the organisation overcome some challenges within themicrosystem. Some nurses in the unit also practice non – APN roleswhere a significant number act as educators for the nursing studentsat the organisation, and others work as departmental managers. Thisgroup of nurses conducts their jobs efficiently following the nursingprinciples in the execution of duties. They are also effective sincethey understand the needs of the healthcare sector (NACL, 2012).Additionally, they are involved in the legislation process for theregulations pertaining the advancedpractice nurses. Hence, they will be able to address the issuesaffecting them in their daily practice at work.
Crowell,D. M. (2016). ComplexityLeadership: Nursing`s role in healthcare delivery.Philadelphia, PA: F.A. Davis.
NACNS.(2012). National Association of Clinical Nurse Specialists’Statements on the APRN Consensus Model Implementation. ClinicalNurse Specialist,26(3),185-190. doi:10.1097/nur.0b013e3182561b24
Stanley,J. M. (2005). AdvancedPractice Nursing: Emphasizing Common Roles.Philadelphia: F.A. Davis.