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Clinical Leadership

Clinical Leadership

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According to the Davidson et al (2006), Leadership refers to the multifaceted process of identifying organizational goals, communicating the goals, providing the necessary support and motivation needed to attain the established and mutually established goals. This happens in both formal and informal organizations. A hospital is a formal organization where the established common and core goal is treating and taking care of patients. Therefore, clinical leadership is display of mentorship, supervision, clinical excellence and competence, support of colleagues, positive attitudes and inspiration to others (Parker et al 2009).

Just like in general leadership, clinical leadership takes place at all levels; the fundamental role being to offer a direction and unifying different individual efforts toward the achievement of the common goal. All day to day activities should be unified and directed towards the core goals. Leadership calls for motivation that is strong enough to persuade individuals to the fore gore their personal goals for the betterment of the common goal.

Effective Clinical leadership provides wider basis for policy formulation, which, makes sure that the subordinate nurses are well motivated. It is only when there is motivation that employee are able to give out their best, and to sacrifice their personal goals for the achievement of an organization’s core goals. Good planning would reduce the workload per individual nurse (Parker et al 2009).

To establish and maintain clinical leadership, the leaders must be willing to support activities that are in line with the goals. They must also be able to be vigilant and put their focus promotion of health; the capacity to build effective teams; articulate and demonstrate what the followers can not see (Parker et al 2009).

Clinical leadership calls for the leaders to address immediate and implied challenges that may hinder teams from attaining the desired performance. The future of in clinical leadership is determined by the leaders; thus, leaders need to be visionary and future oriented. Like in all sectors, performance is measured to determine if the results measures up to the set standard of goals (Parker et al 2009).

A significant level in clinical leadership success is being able to depict the influence that nursing care has upon the outcomes of patients and the overall organizational efficiencies. This makes nursing leadership unique and different form other leadership where success is measured by other methods other than safety of the patients, and individual patient outcomes. Clinical leadership is based on an evidence based kind of frame where results are tied to the patients’ outcomes and evaluation of clinical service delivery models. It gets challenging at times, because of the demands of direct patient care and some administrative workloads (Pintar et al 2007).

Nursing leadership has been faced with fiscal constraints; in the dynamic health care system cultures that promote innovation and foster leadership potential. Support of individual growth will also count in clinical leadership. Clinical leadership is important than other leaderships as it goal is to promote human health and thus saving lives. Effective Clinical leadership is thus important to hospital units, the staff who are the health care givers and most importantly to patients and the general public. Good clinical leadership will lead to a health community.

It is clear that nurses in clinical leadership will constantly have to perform some duties and roles that relate to administration work. These duties include providing mentorship and supervision to others and motivating them in a bid to create conducive work environment. Usually, nurses and other health workers operate under some tight schedules and very stressful conditions, an as such leadership and motivation are important.

Clinical leaders need to provide clear guidelines on duties, expectation and roles to the nurses so as to unify operations. Setting out clear expectations enhances smooth operations and clarity of duty makes the nurses to appreciate their contributions to the hospital goals. It also helps to have clinical leaders give a certain degree of freedom to the nurses, so they are able to make minor and quick decisions on their own; it enhances growth and development of leadership skills. It also gives room for innovations among the nurses. Communication skills are also needed in clinical leader; being able to communicate expectations clearly is part of getting the desired results. This is in clearly identifying what is to be done, when it is to be done, how it is to be done and by whom. Good leaders are able to establish communication systems whereby the nurses are also able to give out their opinions and ideas on relevant matters. Perceived lack of acknowledgment and regard for the junior nurses makes them to perform poorly due lack of motivation. This perception can result from clinical leaders giving petty and unimportant tasks to their juniors (Jones et al 2003). Lack of financial support among the nurses can also be frustrating to the subordinate nurses.

For effective clinical leadership, the culture that did not regard subordinate staff will have to be replaced. Work culture that support personal growth and well being of the junior staffs should be established (Davidson et al 2006). Good work environment is a motivator and the clinical leaders need to understand that each nurse is motivated by varying factors. Since coercion can not be effectively used on medical care staff, as their duties involve activities that can only be done with a personal touch, negotiation should be used in making decisions.

Proper Clinical leadership is the effective long term cure to the problems incurred. Nurses loose motivation when they are not supported in furthering their careers and personal growth (Casterlé et al 2008). Governments should also intervene by providing financial support to health care institutions. Recognition rewards and staff benefits are some of the ways of motivating that clinical leader can use to motivate nurses.

Leadership is not about just being there; it is about providing functional leadership. It involves identifying goals, establishing ways and strategies of attaining those goals. Communication is also an important skill for clinical leaders; it helps in communicating the junior nurses, communicating with the patients, the patients’ families and the general public (Casterlé et al 2008). To deal with the challenges in hospitals in Australia, clinical leadership will have to be enhanced. It will need the support and contribution of different institutions such as the nursing colleges and institutions, the government, the public among others.


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Leadership development on the clinical leader, nursing team and care-giving

Process: a case study. Journal of Nursing Management, Vol. 16, Issue 6, 753-763.

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Clinical practice: implications for nursing in Australia”. Journal of Nursing

Management, 14, 180-187.

Jones, J. & Cheek, J, (2003), “The scope of nursing in Australia: a snapshot of the

Challenges and skills needed”. Journal of Nursing Management, 11, 121-129.

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care”. Journal of Nursing Management, 17, 667-678.

Pintar, K. A., Capuano, T. A., & Rosser, G. D (2007), Developing Clinical

Leadership Capability. The Journal of Continuing Education in nursing, Vol. 38 (3)