• Category:
  • Document type:
  • Level:
  • Page:
  • Words:

Nursing Leadership 8

Nursing leadership


Clinical nursing leadership is of great importance to health care planning. It greatly improves the outcomes of staff nurses and patients within the healthcare system. According to Patrick et al (2011), clinical nursing leadership is defined as behaviors of staff nurses that direct and support clients and health care team in patient’s care delivery. A clinical nurse leader is a registered nurse, who has a master’s degree in nursing and has finished further nursing coursework plus pathophysiology classes, clinical examination and pharmacology. Effective clinical nursing leadership is a transformational leadership that employs several styles of leaderships so as to ensure that staffs perform at an excellent level. Even though clinical nursing leadership is a new concept in the field of nursing, it is very effective on staff and patient outcomes. This paper therefore looks at the effectiveness of clinical nursing leadership on staff and patient outcomes.

Effectiveness of clinical nursing leadership on staff and patient outcomes

Wong & Cummings (2007) argue that Clinical nursing leadership is an essential organizational strategy to enhance patient and staff outcomes. Clinical nursing leadership ensures effective structures that facilitate the input of nursing staffs into patient care process. Effective leadership in clinical nursing develops environment that is safer and healthier for both nursing staffs and patients. Patients’ mortality rate can be reduced by clinical nursing leadership. Clinical nursing leadership is very effective in minimizing patients’ mortality rates since it plays a major role in sustaining and supporting experienced staffs. Experienced staffs are very essential in mortality rates reduction.

Clinical nursing leadership reduces undesirable events and complications of patients. The staff expertise and stability can also be enhanced by clinical nursing leadership, thus reducing errors in medication. Patient complications such as neonatal periventricular hemorrhage can be reduced by clinical nursing leadership. Clinical nursing leadership also reduces complications such as pneumonia and urinary tract infections. Therefore clinical nursing leadership has a strong positive relationship with patient and staff outcomes. The mortality outcomes and staffing levels are significantly reduced by clinical nursing leadership. Clinical nursing leadership plays a significant role in managing the context, staffing and monetary resources needed to provide effective care (Wong & Cummings, 2007)).

Clinical nursing leadership enables staff nurses to practice their work professionally. Staff nurses, through clinical leadership, are able to understand patients and create a working partnership that encourages healthcare’s continuity across every shift so as to attain goals that relates to health care. Patrick et al (2011) explain that staff nurses utilize professional behaviors to influence the outcomes of the patients via effective communication and association with other health care professionals. Staff nurses can also influence patient outcomes via coordinating essential resources that gives patients timely care. These behaviors therefore, brought about by clinical nursing leadership, minimizes the probability of undesirable events that arise from changes in patient conditions. The probability of undesirable events can be reduced by early recognition and timely responses to developed life-threatening complications. Therefore, Clinical nurses leadership is a leadership process that is fixed within staff nurses’ practice behaviors.

The application of clinical nursing leadership enables clinical nurse leaders to administer lateral integration of care to different patients’ groups. Under complex conditions, clinical nursing leadership can provide direct patient care. A clinical nurse leader can employ evidence-based practice to ensure that patients gain from the current innovations in healthcare delivery. Patient outcomes can be evaluated and collected by a clinical nurse leader. A clinical nurse leader can also evaluate the cohort risk and if necessary, make decision of transforming healthcare plans. Clinical nursing leadership enables clinicians to work as part of inter-professional team. Clinicians are able to communicate, plan and directly implement healthcare with other healthcare professionals such as physicians, pharmacists, nurse practitioners and social workers (Davidson, 2010).

Davidson (2010) suggests that literal integration of healthcare established by clinical nursing leadership coordinates a lot of disciplines and services. The coordination of disciplines and services ensures that activities that are most effective and goal directed are undertaken at the correct time and in association with other disciplines. Clinical nursing leadership reduces fragmentation of healthcare and gaps in communication. This therefore can result into efficient provision of health care by staff nurses, enhanced clinical outcomes and higher patients’ satisfaction.

Discipline among nursing team can be promoted by clinical nursing leadership. Clinical nurse leaders entrust and direct staffs and supplies in healthcare provision. The nursing leadership promotes effective team work. The establishment of effective teamwork enables clinical nurse leaders to build up patient-care delivery. Patient-care delivery can be attained by a clinical nurse leader via understanding of human relations, conflict management, skills in problem solving, team building and communication. Clinical nursing leadership promotes patients interests. It can develop and directs healthcare surroundings that are in line with the healthcare needs of various families and patients. Patients’ values and preferences can be included in healthcare plan. Clinical nursing leadership considers patients as partners in decision making, thus ensuring patients requirements are met (Hosseini, 2007).

Harris and Linda (2010) highlight that clinical nursing leadership ensures that various health problems for the most vulnerable such as aged individuals, uninsured individuals, individuals with little education and those with cultural problems are effectively addressed. The health problems for the most vulnerable are usually looked at by analyzing clinical outcomes variations for patients’ cohorts in the micro-system. Clinical nursing leadership ensures that health care staffs provide excellent services to their patients. The practices that are characteristics of a healthy work environment are greatly promoted under clinical nursing leadership. The leadership also ensures that patients and staffs are knowledgeable enough on health issues thus improving their outcomes. Under clinical nursing leadership, patients are prepared for maximal level of functioning and wellness thus quickening their recovery period. Wellness maximization, risk reduction and health promotion can be attained by designing and establishing education programs.
According to Moorhead Slavik and , (2006) clinical nursing leadership ensures that new nursing staffs are effectively trained on how to deliver healthcare. Critical thinking, effective clinical decision making and evidence-based practice among nursing staffs can be promoted effectively by clinical nursing leadership.

As a new graduate registered nurse, I can effectively employ clinical nursing leadership to improve the outcomes of the patients and nursing staffs. I can use congruent leadership to effectively coordinate health care provision. The application of congruent leadership ensures that stuff nurses are motivated, inspired and organized. Congruent leadership also ensures that staff nurses are effective communicators and relationship builders (Stanley, 2008). As a way of employing effective clinical nursing, I can create long lasting relation among staff members, stand the test of my principles and be more concerned about authorizing other individuals than my own authority or prestige.

I can employ effective clinical nursing leadership by creating a healthy culture within the organization. Organizational culture normally incorporates the values, norms and rituals that features an organization and operates as a social control instrument that sets expectations concerning proper attitudes group members’ behavior. As a way of creating a healthy organizational culture, I can develop opportunities for independent clinical exercise and involving decision making. As a new graduate registered nurse, I can promote supportive relationships with my staff nurses, physicians and management. Developing a healthy organizational culture motivates and inspires staff nurses to effectively perform their duties, thus improving their outcomes and patient’s outcomes (Bally & Jill, 2007).

As a new graduate registered nurse and a professional member, I can apply effective clinical nursing leadership by understanding the responsibilities, history and philosophy of nursing profession so as to establish professional nursing standards and accountability. I can employ organizational and political processes so as to promote professional standards of practice. As a graduate registered nurse, I can stick to licensure controls and laws so as to effectively apply clinical nursing leadership in promoting patient and staff outcomes. In order to promote the welfare of patients, I can effectively communicate to the general public about the importance of clinical nursing profession on patient outcomes. I can also involve in supportive agendas that enhance the quality of health care provision and that promote development of professional nursing. Dynamism, confidence, selflessness, assertiveness and collaboration are essential attributes for any effective clinical nursing leader. Therefore, with these attributes I can demonstrate my capability to work as a team and be involving and collaborative in decision making and in provision of health care (Davidson, 2010). By doing this, I can apply effective clinical nursing leadership in developing the outcome of the patients and staff nurses.


From the discussion, it is clear that clinical nursing leadership is effective on patient and staff outcomes. It is an essential organizational strategy that promotes patient and staff outcomes. Effective structures that facilitate the input of nursing staffs into patient care process are usually developed by clinical nursing leadership. Clinical nursing leadership reduces patients’ mortality rate by creating a healthier environment for both staff nurses and patients. Patients’ undesirable events and complications can be reduced by clinical nursing leadership. Several disciplines and services can be promoted by clinical nursing leadership. As a new graduate registered nurse, an individual can adopt congruent leadership in coordinating and provision of health care. Developing a healthy environment within an organization assists in the implementation of effective clinical nursing leadership. Understanding the responsibilities, philosophy and history of nursing profession is also essential in implementation of effective clinical nursing.


Bally, G & Jill, M. (2007). The Role of Nursing Leadership in Creating a Mentoring Culture in Acute Care Environments .Nursing Economic. 25 (3). 143.

Davidson, P. (2010). Becoming a nursing leader. Journal of nursing management. 44(4), 259-272.

Harris, L & Linda, R. (2010). Initiating and sustaining the clinical nurse leader role: a practical guide. New York: Jones & Bartlett Learning.

Hosseini, M. (2007). Important leadership characteristics of nurse leaders in 2010. ProQuest.

Patrick, A, Spence, H, Wong, C, Finegan , J. (2011). ‘’Developing and testing a new measure of staff nurse clinical leadership: the clinical leadership’’. Journal of Nursing management, 19(1). 449-460.

Stanley, D. (2008).
Congruent leadership: values in action.
Journal of Nursing Management. 16, 519–524.

Slavik, P &
Moorhead, C. (2006) . Current issues in nursing. Mosby Elsevier.

Wong, C& Cummings, G. (2007). ‘’ The relationship between nursing leadership and patient outcomes: a systematic review’’ .Journal of Nursing management. 15(1), 508-521.