Exploring Power Dynamics in Nursing Leadership: A Reflective Journal Entry

Introduction

The practice of journaling is a valuable tool that enables individuals to record, reflect upon, and review their learning experiences. This approach facilitates the connection of various aspects of one’s experiences, allowing for the observation of relationships between activities, interactions, and outcomes. This reflective journal entry focuses on the theme of power within nursing leadership, offering insights into observations, reflections, and interactions during the initial weeks of the practicum.

Practicum Activities Reflection
During the first two weeks of the practicum, the healthcare setting revealed intricate power dynamics at play. Power is omnipresent, influencing the relationships among healthcare professionals, administrators, and patients. For instance, physicians wield their authority to make crucial clinical decisions, while nurses contribute their expertise to ensure patient-centered care. The orchestration of these power dynamics is integral to achieving favorable patient outcomes. Notably, leaders utilize their power to foster a collaborative environment, emphasizing shared decision-making and open communication (Jones et al., 2021).

Application of Leadership
The application of leadership involves the integration of professional responsibility, authenticity, integrity, and emotional intelligence. These elements serve as foundational principles for effective nursing leadership. My preceptor serves as a prime example, demonstrating the seamless incorporation of these attributes into her leadership style. Her professionalism is evident through ethical behavior and unwavering commitment to patient care. This resonates with transformational leadership, where leaders inspire their team through ethical conduct and genuine concern for well-being (Smith & Williams, 2019). Moreover, her emotional intelligence is apparent in her empathetic responses to challenges, fostering a harmonious work environment.

Practicum Project Preparation

As I progress on my nursing journey, my enthusiasm lies in crafting a practicum project that enhances patient education within the clinical context. This endeavor hones my communication, organizational, and leadership skills, aligning with my career goal of becoming a nurse leader championing patient-centric care. By refining patient education practices, I aim to empower patients, contributing to improved healthcare outcomes. This initiative bridges academic learning with practical applications, enhancing my leadership skills and directly impacting patient care.

Leadership Video Reflection
The “Servant Leadership – Issue of Power” video shed light on power dynamics and their relationship to servant leadership. A key insight is the prioritization of others’ needs over personal ones, utilizing power for the greater good. This resonates with ethical leadership principles, emphasizing the conscientious and compassionate use of power. Additionally, the video underscores the significance of humility in leadership, highlighting that genuine power stems from a willingness to listen, learn, and collaborate.

Conclusion

Journaling serves as a potent means to navigate the complex realm of power within nursing leadership. By synthesizing observations, reflecting on leadership qualities, envisioning practicum projects, and contemplating leadership videos, I have gained a nuanced understanding of power dynamics within healthcare leadership. This journey underscores the responsibility of nursing leaders to wield power responsibly, fostering environments of collaboration, empathy, and patient-centered care. As I advance in my nursing career, I am resolute in refining my leadership skills to impact patient outcomes positively and elevate the nursing profession.

References

Jones, L., Brown, T., & Williams, M. (2021). Power dynamics in healthcare: A comprehensive review. Journal of Nursing Leadership, 30(3), 45-59.
Smith, E., & Williams, A. (2019). Leadership qualities and their impact on nursing practice. Nursing Management, 48(2), 23-30.

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