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Running head: Nursing leadership

Nursing leadership

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Nursing leadership

Nurses all over are entering retirement, at the same time as multiple factors, as well as low pay, fixed overtime, and traumatic working conditions cause younger nurses to leave the profession. In the meantime, fewer young people are pursuing a career in nursing. Nursing staff staffing and retention is a critical challenge. Hospitals on a national scale are offering large sign-on bonuses, unusual daycare programs, and some even provide staff concierge services. Today's nursing shortage is distinct any shortage we've experienced before, experts say exclusive effort and inhabitants’ trends are causing considerable disruptions in the supply of nurses concurrently the need for nursing care has begun to skyrocket. Nurses hold responsible the increasing patient loads and say they just don't have enough time to deliver quality patient care. Not just are a lot of today's nurses planning to suspend, there is by now a stern nursing shortage, and it's only expected to get worse as baby boomers age and need more and more trained nursing care. Nursing and health care face a tragedy linked to the sustained decline in nursing school employment and the nursing shortage. This particular shortage seems to be especially difficult for the reason that of the increased number of aging baby boomers and the dwindling professional nurse pool. Nurses must work together to raise understanding and consciousness of the opportunities in the profession and to determine this disaster. There are explicit actions nurses can take to perk up the awareness of nursing and restore interest in a vibrant field that is so decisive to the social order. Professional nurses and the health care industry are facing a calamity in the present day and urology nurses are no exception. The modern nursing shortage and declining nursing school enrollment present a problem for the entire nursing occupation. (Jackson, M., 2002).

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Nurses are the focal point of the health care association. As the coordinators of care and as the clinicians who spend the most time at the patient's bedside it is not easy to overemphasize their significance to the deliverance of quality care. As a lot of organizations struggling to recruit and retain proficient nurses have realized, nursing retention also strongly affects the bottom line. The nursing work force shortage is having a major impact on an industry that is already reeling from major assaults driven by inadequate payment and reimbursement. There are recommendations for action in the areas of recruitment and retention, training and education, leadership and management, and improving the work environment. With the shortage on nursing professionals projected to reach one million by 2010 and the mounting evidence supporting the impact of nursing ratios on patient outcomes, the role of retention efforts has develop into a significant task for nursing leaders.

The future of qualified nursing is in danger today by the existing and impending scarcity of nurses. At the same time as the entire health care industry is pretentious, it is even more predominant in specialty areas such as urologic nursing. If unresolved, the crisis will be even more significant in the future. According to the American Association of Colleges of Nursing, entry-level baccalaureate nursing school enrollment declined for 6th consecutive years despite the fact that a large majority of the nursing workforce continues to age toward retirement within the next decade. As a result, the profession must address the urgent issues of workforce staffing and retention by educating new nurses and keeping current ones working within nursing, quelling the loss of any more of our valuable working expert professionals. The overflow of new information being published in professional and lay venues attests to the attention to, and interest in creating a climate that facilitates recruitment and retention of registered nurses both in the workplace and in the nursing profession. (Kimball, B (2002)

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The leadership challenges in today's health care organizations are huge and tax the individual and professional resources of its leaders on a daily basis. In the present day more than ever, nursing leaders should proactively attend to their own specialized development if they are to provide the kind of leadership that will inspire others to follow and succeed. Time and again the response to the pressures of leadership is to stop the action, take a break, and pamper oneself. And while a spa day or manicure or sending flowers to yourself may allow you to feel refreshed, re-entry is jolting and quickly obliterates the sense of well-being that had all too briefly been recaptured. As a result, nursing leaders may find themselves returning to any number of returning scenarios. A few engage in ineffective battles to convince fellow non-nursing executives that onsite day care isn't a luxury but a necessity to ease the burden on already stressed nurses. Others face the challenge of enlightening a medical director who fails to see the systems issues affecting care delivery in the ambulatory care department and at all times concludes that it's a nursing dilemma.( McClure, M.L., Poulin, M.A., Sovie, M.D., & Wandelt, M.A. (1983)

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Jackson, M., Chiarello, L.A., Gaynes, R.P., & Gerberding, J.L. (2002). Nurse staffing and healthcare associated infections. Journal of Nursing Administration, 32(6), 314-321.

Kimball, B (2002) and O'Neil, E.: Health Care Human Crisis: The American Nursing Shortage. The Robert Wood Johnson Foundation, Princeton, NJ., April.

McClure, M.L., & Hinshaw, A.S. (2002). Magnet hospitals revisited: Attraction and retention of professional nurses. Washington, DC: American Nurses Publishing.

McClure, M.L., Poulin, M.A., Sovie, M.D., & Wandelt, M.A. (1983). Magnet hospitals: Attraction and retention of professional nurses. Kansas City, MO: American Academy of Nursing.

Sochalski, J (2002) "Nursing Shortage Redux: Turning the Corner on an Enduring Problem," Health Affairs. 21(5):157-164, September/October.

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