Leadership and Influence

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Great thinkers of the 17th century, such as Immanuel Kant, are widely recognized for their contributions to philosophy, particularly regarding ethics and morals. It is said that some set their timepieces accordingly to learn from him during what is known as the Philosophers Walk, perhaps hoping to grasp his ideas (Hutchins, 1952). One notable concept comes from a German saying found in his work: “Nihil appetimus nisi sub ratione boni; Nihil aversamur nisi sub ratione mali.” from his work on Critique of Practical Reason (Hutchins, 1952, p. 315). In English, this translates to: “We desire nothing except under the principle of good; we are not averse to anything except under the principle of evil.”

To simplify this concept, this nurse leader interprets it as meaning that people generally seek what is good and tend to avoid what is evil. As often is the case, this nurse leader intentionally tries to connect these ideas with current leadership styles adapted from others and military experience to influence the healthcare delivery team in a cardiac services environment. Broadening the discussion comes from experiences. As a nurse leader, promoting beneficence while avoiding and extinguishing maleficience in healthcare delivery is a standard aimed wholeheartedly by all healthcare professionals.

Leadership has become increasingly popular in academia, and much information is available online. A simple Google search for “leadership” will yield countless resources. The smartphone and advances in social media platforms like Facebook, Instagram, and TikTok offer a variety of leadership advice and philosophies. As Christensen et al. (2018) have discussed, anyone born in the mid-nineties can attest that these platforms are well-known to younger generations who have grown up using these technologies. As such, it is postulated that the platforms influence how leadership is expected to look, especially for younger people.

Many individuals have valuable insights about leadership, and this nurse leader will only contribute to the ongoing dialogue and extensive pool of information on the subject. Should it provide practical insights to strengthen, encourage, and empower readers, whether in leadership roles or those aspiring to be leaders, that has yet to be discovered?

Distilling scholarly insight on leadership from other professionals will contribute to the discussion. Categorically, the leadership styles are as Marquis & Huston (2018) identified those who are born to lead or philosophies theorized by Aristotle, autocratic, egalitarian, and noninterference ways of leadership, to name a few. For context, the leadership style that best suits this nurse leader is the servant-leader approach to operation and organizational efficiency. More on servant leadership style and practice are to follow.

Recall that soda cans are frequently sold in six-packs. In that case, there are six critical areas for leadership and management in healthcare to spotlight: personnel, patients, products, competence, teamwork, and behavior. This hexad serves as a common framework for daily operations in a healthcare setting. These six areas will saturate the following paragraphs.

Personnel

The individuals who carry out the daily activities in healthcare are the heart and soul of our medical delivery system. In a department focused on cardiac procedures, professional team members who support patients include doctors, nurses, radiological technologists and cardiovascular technologists, dedicated licensed practitioners, nonlicensed personnel, administrative support staff, industry representatives, and hospital computer and information technology engineers. Everyone is vital in ensuring that healthcare services are delivered with care and skill. Recognizing the fortitude required to have all these dedicated individuals on site, ready to meet the needs of those seeking medical assistance, can not be minimized. Their presence makes all the difference for patients and families.

Patients

Patient care is the focus of healthcare delivery. Many areas of healthcare delivery involve numerous services available to patients. Cardiac specialty care is an area that this nurse leader has first-hand experience with, as mentioned uniquely, the cardiac services offered in the cardiac catheterization laboratory. Several treatments for patients with cardiovascular abnormalities can be performed in a minimally invasive procedure site, such as the cardiac catheterization lab, which is often a practical alternative to more invasive cardiac procedures involving surgical intervention.

Sometimes, seconds and minutes are the difference between life and death. In the cardiac cath lab, when treating life-threatening STEMI events (Suneja et al., 2020), patients in critical condition are rushed into the procedure room, where cutting-edge imaging technology reveals the inner workings of their hearts. Skilled doctors expertly navigate small catheters through blood vessels to restore vital blood flow to the heart muscle.

As the heart beats, electrical signals captured on the patient’s electrocardiogram reveal a chain of events within the ST segment, a crucial moment just after a heartbeat. When these signals surge above the baseline, it signals a grave cardiac event—the onset of what is commonly known as a heart attack.

Reperfusion is the process of regaining blood flow in arteries. Specialty-trained doctors who have completed fellowship programs have learned skills to perform artery-opening procedures, which restore circulation and instantly transform the patient’s condition. The cardiac cath lab is often a stressful environment. However, patients’ lives are saved when doctors can demonstrate modern medicine’s incredible power, medical professionals’ nurses’ resolute duty to others, and radiological technologists’ resolute duty to others.

Products

In the thrilling environment of the catheterization laboratory, a world of cutting-edge technology awaits as specialists deliver life-saving heart therapies. Dependable X-ray machines seamlessly integrated with advanced monitors can transform invisible heart details into real-time images. These monitors allow cardiologists to spot blockages and identify heart dysfunctions with remarkable clarity, significantly when enhanced by contrast medicine. The procedure table described by Sorajja et al. (2020) is where patients lie down, ready for the doctor to insert a small catheter in the veins and arteries near the patient’s groin. The patient is surrounded by technologically advanced imaging equipment that rotates around them in a 180-degree spectrum. The illusion unfolds as cardiologists capture the beat-by-beat visuals of the heart’s inner workings. While the patient remains immobile, doctors work to revascularize the patient’s arteries and veins.

Competence

In the fast-paced world of healthcare, competence is the driving force behind exceptional patient care, especially in the cardiac catheterization laboratory. Fineout-Overholt et al. (2019) believe clinical expertise is built upon a triad of medical knowledge, methodological skills, and managerial finesse. Healthcare professionals apply the triad by delivering top-notch care.

Teamwork and Behavior

Partnership is essential for the effective delivery of healthcare services. As a fundamental aspect of organizational leadership, industry experts like Steiner (2024) highlight leaders’ crucial role in uniting teams and fostering collaborative performance. Steiner (2024) articulates concepts that resonate deeply with individuals; it is not merely a suggestion that everyone has an inherent desire to feel valued within their team, to belong to a cohesive unit, and to receive recognition and praise for their contributions, which most people desire. These elements are vital for unlocking a team’s full potential. A better question to contemplate, which is widely debated amongst all leadership points of view, is whether the leadership style applies to fostering the goals of effective teams. The viewpoint and opinion of this nurse leader that we revisit without exaggeration is that the servant leadership style is consummate to bring about the desired results of great performing teams.

What is servant leadership? Academics specializing in team improvement recommend a “service over self” attitude and behavior that positively impacts team members, drives change, and fosters empowerment and engagement. Rose Sherman, a notable industry representative, and prolific writer, describes the qualities of a servant leader as someone who listens more and speaks less, prioritizes others, encourages self-care among team members, helps individuals view conflicts as opportunities, promotes personal and professional growth, and strives to unite others by finding common ground amidst differences (Sherman, 2019).

As we look ahead, the evolving healthcare landscape presents challenges and opportunities. The future promises to be complex and dynamic, like the insights shared here. Various leadership traits can be implemented in a leader’s toolbox.

Healthcare delivery has a paramount focus on developing and improving teamwork. Part of the daily challenges in delivering patient care is ensuring that equipment and supplies are readily available. In addition, using best practices and maintaining skills and sharpening abilities contributes to improved patient outcomes. Moreover, organizational citizenship behaviors will gain even more prominence as this nurse leader prepares to navigate and shape future experiences within the healthcare environment.

References:

Christensen, S. S., Wilson, B. L., & Edelman, L. S. (2018). Can I relate? A review and guide for Nurse Managers in leading generations. Journal of Nursing Management, 26(6), 689–695. https://doi.org/10.1111/jonm.12601

Fineout-Overholt, E., Long, L. E., & Gallagher-Ford, L. (2019). Integration of patient preferences and values and clinical expertise into evidence-based decision making. In Melnyk, B. M., & Fineout-Overholt, E (4th Eds.), Evidence-based practice in nursing and healthcare (pp. 219-232). Wolters Kluwer.

Hutchins, R. M. (1952). Kant. In Great Books of the Western World (Vol. 42, pp. 315). Encyclopedia Britannica.

Kern, M. J., Sorajja, P., & Lim, M. J. (2020). Kern’s cardiac Catheterization Handbook. Elsevier.

Marquis, B. L., & Huston, C. J. (2021). Leadership roles and management functions in nursing: Theory and application (10th ed.). Wolters Kluwer Health.

Sherman, R. O. (2019). The case for servant leadership. Nurse Leader, 17(2), 86–87. https://doi.org/10.1016/j.mnl.2018.12.001

Steiner, K. B. (2024). Team building in a multigenerational workforce. Nurse Leader, 22(4), 458–461. https://doi.org/10.1016/j.mnl.2023.11.019

Suneja, M., Szot, J. F., LeBlond, R. F., & Brown, D. D. (2020). DeGowin’s diagnostic examination (11th ed.). McGraw Hill.