Service Leadership: The Role of Supervision in Advanced Nursing Practice

Monday, 19 September 2016

Renee Simone, BSN, MSW, RN, LICSW, LADC I
School of Nursing, Quinnipiac University School of Nursing, Chicopee, MA, USA

Significant attention in research and education has been paid to the importance of leadership in nursing, especially for the developing role of the Advanced Practice Registered Nurse (APRN) / Nurse Practitioner (NP) (Metzger & Rivers, 2014; Severinsson, Johansson & Lindquist, 2014; Dale et al., 2013; Taylor, 2013; Queiros, 2014). Supervision as one aspect of leadership has been linked primarily with managerial responsibilities and mentorship for new nurses (Moked & Crach-Zahavy, 2016).  Efforts have been made to capture and quantify both the harmful sequelae of unsupportive supervisory relationships on staff and positive behaviors among managers and supervisors (Kuehnl, Rehfuess, von Elm, Nowak & Glaser, 2014; Dingley, Daugherty, Derieg & Persing, 2008). There is little clarification however on the conscious implementation of specific supervisory skills, practices and approaches toward the ongoing leadership development for APRNs / NPs as well as for all nurses (Kuehnl, Rehfuess, von Elm, Nowak & Glaser, 2014; Metzger & Rivers, 2014).  There is also a gap in the literature regarding the utility of supervision in the reduction of negative outcomes of stress and improvement of both health related and leadership behaviors (Kuehnl, Rehfuess, von Elm, Nowak & Glaser, 2014). Lack of opportunities for leadership development through supervision may contribute to feelings of disempowerment and job dissatisfaction, whereas positive outcomes of skilled clinical supervision within the nursing profession may be an antidote to burnout and to feelings of powerlessness as well as fuel motivation and engagement (Metzger & Rivers, 2014; Severinsson, Johansson & Lindquist, 2014). Both supervisors and supervisees need time for reflection to internalize the desired knowledge, skills and attitudes consistent with best practice especially in light of the multi-layered pressures associated with productivity, outcomes, and sustainability. (Kuehnl, Rehfuess, von Elm, Nowak & Glaser, 2014; Queiros, 2014). Effective communication is a core skill in setting the tone for a safe, supportive and empowering work environment and is vital to risk reduction of poor outcomes in patient care. It makes intuitive sense that as the roles of APRN/NP expand and deepen, an objective way to measure professional outcomes is needed. APRNs/NPs have a unique opportunity to participate in the development and modeling of leaderhip behaviors through skilled supervision as well as to define, distill and disseminate the essence of their dynamic roles (Dale et al., 2013). The arena of clinical social work is rich with applicable models for developing leadership qualities and skills (Kanter & Vogt, 2012; Pack, 2009; Long, Harding, Payne & Collins, 2014). There are many parallels that can be drawn upon and applied to a meaningful use of skilled supervision to support and promote leadership potential, empowerment and professionalism (Kanter & Vogt, 2012; Pack, 2009).

References

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