Leadership Strategies to Improve Outcomes, Patient-Centered Care, and the Patient Experience in Diabetes
Leadership strategies are important in every healthcare department in order to improve treatment outcomes, provide patient-centered care, and enhance patient experience. In the case of Michael’s condition of diabetes, several leadership strategies can be employed which can improve his health outcomes, provide care tailored to his needs and preferences and improve his experience. These leadership strategies are as follows
- The nurse leader can empower nurses by providing them with autonomy, responsibility, and decision-making authority. With the nurse leader’s insight and wisdom, task delegation can be done on the basis of each nurse’s individual strength and extent of expertise. This will lead to empowered health professionals which can lead to improved health outcomes (Mirhoseiny et al., 2019). For example, if some nurses are more proficient in counseling patients, the head nurse can delegate them to counsel and educate diabetics on their condition and ways to manage it such as self-management education, lifestyle and dietary modification, etc. This will lead to patient-centered care and improve patient experience of diabetes patients like Michael.
- Setting a vision and goal by health professionals such as physicians and communicating about it with other staff is another leadership strategy that can improve health outcomes (Alrowwad et al., 2020). For example, physicians can act as leaders and propose a clear vision for obtaining achievable goals in the future of lowering and maintaining the blood glucose levels in patients with diabetes. They can collaborate with other healthcare staff of the hospital and discuss ways to achieve those goals. As a result, all healthcare professionals will be actively working towards obtaining improved health outcomes, providing patient-centered care for diabetes, and enhancing their experience of acquiring care treatment from healthcare professionals.
Need for Leadership, Communication, Collaboration, and Change Management
It is necessary to implement leadership strategies as leadership roles promote the delegation of tasks and effective working in healthcare. Therefore, it is necessary in achieving positive health outcomes, promoting patient-centered care, and improving the patient experience. Furthermore, leadership requires effective collaboration, communication, and change management to address diabetes in healthcare organizations.
As achieving diabetes-related goals requires some change management such as changing the organizational culture of the traditional way of providing care for diabetes. This will require communication and collaboration with hospital administration, policymakers, and authorities to change hospital culture according to evidence-based practices of treating and managing diabetes.
Documentation of Practicum Hours
I have spent more than two hours with Michael and his family exploring the case, lifestyle, past medical history, etc. These hours spent with Michael have been documented in the CORE ELMS Volunteer Experience Form where details of the meeting are described.
Conclusion
In this capstone project assessment, Michael’s case of diabetes has been addressed where he is unable to manage his disease due to personal factors of health and income. Various literature and professional sources provide guiding actions for nurses to treat and manage diabetes such as educational and psychosocial support, and collaboration with other health professionals such as nutritionists or dieticians. Furthermore, various organizational and governmental policies such as practicing standards for diabetes educators by AADE and ACA impact diabetes by improving the nursing scope of practice and diabetics’ access to diabetes care treatment.
Lastly, leadership strategies such as transformational leadership which empower nurses to make decisions based on their strengths are necessary along with collaboration and communication. This also requires change management in organizational culture in order to obtain improved outcomes, patient-centered care, and enhanced patient satisfaction. The practicum hours spent with Michael and his family have been documented in CORE ELMS Volunteer Form.
References
Alrowwad, A., Abualoush, S. H., & Masa’deh, R. (2020). Innovation and intellectual capital as intermediary variables among transformational leadership, transactional leadership, and organizational performance. Journal of Management Development, 39(2), 196–222. https://doi.org/10.1108/jmd-02-2019-0062
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