Nursing Situation: Changes in Nursing Leadership

Changes in Nursing Leadership
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Changes in Nursing Leadership
In response to rising pressures and challenges, nursing leaders foster inevitable changes in the healthcare organization to survive and leverage competitive advantage in response to new technologies and globalization. Many studies focus on change leadership (Figueroa et al., 2019; Sahan & Terzioglu, 2022), with an insignificant effort to study the impact of frequent changes in nursing leadership on employee and organizational outcomes central to the healthcare facility service quality (Øygarden et al., 2020). According to Øygarden et al. (2020), frequent changes in nursing leadership are associated with introducing new strategies and goals that may mitigate the potential for performance obstacles when new organizational practices and structures are effectively created, and execution procedures are successful. However, constant changes in nursing leadership might catalyze the potential for performance obstacles because resources diminish. In addition, leadership changes might depict job demand, adversely affecting hospital staff and their ability to deliver positive patient outcomes (Øygarden et al., 2020). This paper evaluates the implementation of the change-oriented nursing leadership model to address frequent nursing leadership changes based on Lewin's change management model.
Evidence Supporting Change
For effective change to happen, research indicates the need for nurses and physicians to participate in organizational decisions fully and for nurses' participation within the practical decision-making strategy to guarantee such engagement. The new public management or NPA-driven changes mediate and weaken the nursing profession's influence and power. Change-oriented leadership approaches in healthcare organizations constitute a practical solution to the frequent changes in nursing leadership for specific rationale (Øygarden et al., 2020). It entails persuading people to consent and recognize how and what needs to be done, the facilitation of nurses, and community-wide efforts to achieve frequent objectives. In this way, nursing leadership is understood as a collection or a move of actions to ensure all changes add value to the organization (Mehmood et al., 2022). It also supports tracking and appraising the organizational atmosphere, workable solutions, and designing creative approaches to achieve goals rather than implementing counterproductive changes or undermining organizational outcomes.
Change Theory Implementation
I will work through three steps to apply Kurt Lewin's change management theory to solve frequent changes in nursing leadership. The first step entails unfreezing or ensuring the hospital staff is prepared for the change-driven leadership framework. The second step entails moving or change in actions to ensure positive organizational outcomes geared at enhancing patient outcomes and overall performance. The freezing step provides the new leadership model becomes permanent or embedded into the hospital culture (Saleem et al., 2019).
Timeline for Implementation
The change would be implemented in three months. In the first month...