DEVELOPING NURSE LEADERS FOR TODAY AND

TOMORROW.

INTRODUCTION

Health care delivery in the 1970 and 1980 brought extraordinary

achievements in the technological care, intensive acute intervention in the
face of life-threatening illness. Health care reform demands policy on health
providers. Primary care with a community based orientation has captured
interest of many health care delivery systems.

MANAGER AS DEVELOPER MODEL

There is a major shift in leadership style and skills evolving in the

workplace. The concepts of a manager as developer are grounded in the
belief that professionals must guide their own work, maintaining autonomy
and responsibility for their practice.

Nurse as leaders in successful organization assess environmental and

economic forces and decide how these will influence nursing administration.
The manager has to take on the role of Teacher, facilitators and bring the
principle shift from control to a democratic yet demanding leadership.

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 Group decision making empowers the staff to function as a joint
responsibility unit that shares in making the core decisions and influences
each other to ensure high level performance.

Tangential vision provides the over arching goals and requires high
standards of performance. Staff development is initiated by providing
systematic and constants attention, daily interaction with staff, assigning
tasks to broaden staff knowledge and skill building competence and
providing feedback on an ongoing basis.

Team development employs methods that teach the team to share

responsibility for running the unit or department.
Staff autonomy is individual self directed with managerial,
interpersonal and problem solving skill that helps to effectively manage the
unit.

Two-way communication is support for openness of information that

is transmitted freely among members and between members and their
managers.

Finally, each managed unit is an open system to influence even at

gross root level. Excellence is achieved by building a cohesive, self
regulating team, shared responsibility, problem solving, decision making,
creating self corrective mechanisms. The manager act as a catalyst for free
flow discussion and problem solver.

TESTING THE MODEL IN NURSING MANAGEMENT PRACTICE.

The manager as Developer Model is used as a conceptual framework

for research study. Quantitative study measures were demonstrated by
Aroian and Gilbert demonstrated advantages of using the model to assess the
leadership skills of staff nurses.

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North eastern university Nursing Administration specialization

As stated in the figure 2: Nursing is based on three concepts of

knowledge, competence and role. Knowledge is gained from the content
areas presented throughout curriculum. Competence is the ability to use the
knowledge which is implemented through manager as Developer model.
Role, the clinical application of nursing administration to integrate
knowledge, skill and attitude to implementation of manager as developer.

The manager as Developer model in a community Based Nursing

Administration curriculum.

The curriculum includes the concept, process and outcomes standards

which are integrated carefully for students to gain knowledge, competence
and role expertise in clinical administration.

CONCLUSION

The concept of model with skill building exercise makes awareness in

day-to-day practice of leadership. In the current rapidly changing health care
environment the manager as Developer model provides Nursing
administrators with the knowledge and skills necessary to guide a cadre of
professionals.

REFERENCE

Jane aroian, Nursing Adminstration, Developing Nurse Leaders for Today

and Tomorrow, Vol.26, No.9.1996, Pp:18-25.