The nursing school admission essay is an essential part of the application process. It gives you the opportunity to demonstrate your merit and share your story. If you follow these 3 simple tips, you can write an admissions essay that will help you earn a spot in the nursing program of your choice.
A career in nursing can be one of the most rewarding experiences of your life. You get to make a difference in patients’ lives every time you go to work. You can inspire others to continue striving forward when they have given up. You can even help bring people back from the edge of death! But first, you have to get accepted into nursing school. Most nursing programs require applicants to submit an essay as part of the application process. This essay is intended to show why the individual is worthy of joining the nursing profession, so it is crucial that it is well-written. There are 3 ways you can ensure your essay is one of the best.
Another characteristic of Strengths-Based Nursing Leadership is the ability to anticipate change and to prepare staff to be ready for change. Indeed, all organizations, whether in the public or private sector, need to be able to respond appropriately with the right skill set and at the right time. However, while strengths-based leaders can prepare their organization and staff for change, a critical strength is knowing when it is the right time to make a decision.
Strengths-based leaders recognize that nurses need mentors and preceptors to coach them to profit from what others have learned in practice, to assist them to acquire the knowledge and skills needed to develop expertise in a given field and to benefit from learning from mistakes (Benner et al. 2010). Moreover, they understand the importance of dedicating resources and putting structures in place to encourage employees' ongoing learning (Kramer et al. 2010).
Strengths-Based Nursing Leadership understands that knowledge is power and that if nursing is to have power, it requires well-educated, dedicated, compassionate and knowledgeable nurses. Leaders understand the importance of transforming their departments into learning environments where knowledge, information, self-awareness and research are valued activities because they know that high-quality practice is inextricably linked to these activities. They encourage self-reflection and mindful practice because these are important tools to self-knowledge and self-improvement.
The strengths-based leadership approach originated with a group of Gallup scientists who unveiled the results of a landmark 30-year research project that ignited a global conversation on the topic of strengths (Rath and Conchie 2008). Gallup scientists surveyed more than one million work teams and conducted more than 20,000 in-depth interviews with leaders and with 10,000 employees. The most effective leaders invested in their employees' strengths. Spending time building strengths was far more productive than logging countless hours shoring up weaknesses.
Closer to home, nurses who feel appreciated and recognized for their expertise are more likely to stay in their jobs and experience high job satisfaction (Sullivan-Havens and Aiken 1999). Nurse leaders are key to creating and sustaining positive professional practice environments that lead to better patient care (MacPhee et al. 2011; Needleman et al. 2011a,b; O'Brien-Pallas et al. 2010).
The strengths-based movement has the potential to become a "game changer" in nursing and to transform healthcare. It redirects the focus from deficits, problems and weaknesses to use strengths that include assets and resources to manage problems and overcome and contain weaknesses. The common wisdom is that most problems can be "fixed" by throwing more money at them or cutting waste from the system. After many years of trying to fix problems, results have been limited and, in many cases, disheartening. The deficit approach has tended to yield short-term, expensive solutions that have proven to be non-sustainable over the long-term.
The strengths-based approach is about expanding the imaginary horizons of the nurse at the bedside, nurse managers and nurse leaders. It requires a new set of values that allow for innovative solutions to long-standing problems. It requires a new imagining of the world that considers strengths – what is best, what is working and what has potential. It requires a shift in focus from health professional-assessed outcomes to client outcomes. In the current problem-based model, the most important outcomes are patient satisfaction and rates of mortality and morbidity (Wong and Cummings 2007). Strengths-based outcomes are concerned with the human spirit and the whole person and would enlarge the spotlight to include health, healing, quality of life and subjective well-being.
SBC is about understanding, uncovering, discovering and releasing biological, intrapersonal, interpersonal and social strengths to deal with challenges and to meet personal, team and system goals. This new approach does not ignore problems nor pretend that weaknesses and deficits do not exist. Rather, a strengths approach is about working with strengths to deal with problems and deficits. It is about working with people, teams and systems to get the most out of what is important and meaningful to them. It is about restoring the centrality of the nurse–person relationship to promote health and to facilitate healing and in so doing, enhance professional nursing practice.
Just as nurse clinicians have to create environments to help people become empowered to take control over their healthcare, in the same way nurse leaders must create environments to enable nurses to become empowered to practise SBC.
In this paper we propose that strengths-based leadership can lead to strong interprofessionalism and higher-quality, effective and efficient, cost-effective care, with better health outcomes. We describe some of the features of SBC and the eight principles of Strengths-Based Nursing Leadership to support SBC.