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The workflow of a Doctor of Nursing Practice (DNP) nurse leader is rather extensive, especially if the setting of their work undergoes the organizational change associated with electronic health record (EHR) infusion. The key tasks that nurse leaders are busy with (aside from seeing patients) are concerned with promoting quality care through the analysis and betterment of the existing processes and environments (Bender, Spiva, Su & Hites, 2018). Furthermore, nurse leaders are expected to contribute to strengthening the teamwork at their workplace (including intra- and interprofessional ones), facilitating communication, and assisting in staff engagement (Bender, 2016; Bender et al., 2018). Moreover, in the described scenario, these activities need to be balanced with an organizational change in progress. However, it should be noted that most of the above-described tasks are likely to be helpful in assisting the EHR infusion. Therefore, the workflow of a DNP-prepared nurse leader consists of complex and interrelated activities.
The context and settings of the nurses work also matter. Different scenarios can be associated with particular difficulties and opportunities. For example, an acute-care hospital that is a part of the Magnet recognition program may have multiple advantages that are related to Magnet, including the acknowledgment of nurses work, the promotion of high-quality care, and the investment in technologies and human development (Tubbs-Cooley et al., 2017). Basically, a Magnet hospital is likely to offer multiple benefits to a nurse leader. On the other hand, rural clinic systems tend to experience problems with funding, the support of qualified staff, and infrastructure (Kooienga, 2018). These issues have many negative implications for a leader, especially since the adoption of EHR is a key component of this scenario.
Naturally, there are certain issues that a leader would face in both settings. Since the Magnet hospital is located in a bustling city, the patient flow there is likely to be intense. The specifics of acute care also pose particular challenges, for example, those associated with patient safety; as a result, staffing issues in acute-care hospitals are also a major problem (Swiger, Vance, & Patrician, 2016). A focus on such challenges can help a nurse leader to prepare and adequately respond to them. However, by taking into account the positive features of the settings, the nurse could adjust their plan to the specifics of their healthcare institution and exploit the available opportunities while managing their workflow.
References
Bender, M. (2016). Conceptualizing clinical nurse leader practice: An interpretive synthesis. Journal of Nursing Management, 24(1), E23-E31. Web.
Bender, M., Spiva, L., Su, W., & Hites, L. (2018). Organising nursing practice into care models that catalyse quality: A clinical nurse leader case study. Journal of Nursing Management, 26(6), 653-662. Web.
Kooienga, S. (2018). Rural patients¼ and primary care clinic staffs¼ perceptions of EHR implementation. Journal of Ambulatory Care Management, 41(1), 71-79. Web.
Swiger, P., Vance, D., & Patrician, P. (2016). Nursing workload in the acute-care setting: A concept analysis of nursing workload. Nursing Outlook, 64(3), 244-254. Web.
Tubbs-Cooley, H., Pickler, R., Mara, C., Othman, M., Kovacs, A., & Mark, B. (2017). Hospital Magnet® designation and missed nursing care in neonatal intensive care units. Journal of Pediatric Nursing, 34, 5-9. Web.
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