Five Components of Magnetism
The first constituent of magnetism that should be listed is Transformational Leadership. The second one is Structural Empowerment. The third one is Exemplary Professional Practice. The fourth one is New Knowledge, Innovation, and Improvement. The last one is Empirical Outcomes (see Figure 1).
Description of Components
Transformational Leadership is focused on a particular style of leadership that would be incredibly efficient in environments that are not certain. Such leaders are known for their experience and knowledge, and know what course of actions need to be taken in complicated situations. Structural Empowerment can be described as an improvement of a nursing practice environment that helps to make sure that patients are provided with services of highest possible quality (Smith, Capitulo, Quinn Griffin, & Fitzpatrick, 2012). Exemplary Professional Practice is focused on aspects that are related to the workplace and allows establishing particular sets of rules and language that needs to be used. New Knowledge, Innovation, and Improvement can be described as a component that is determined to ensure that magnet organizations can make contributions to the overall development of health care. It is a responsibility of such institutions to focus on improvement of the quality of services, participate in studies and other activities that are valuable from the perspective of nursing (Messmer & Turkel, 2010). Empirical Outcomes is the latest addition to the model, and it is focused on the ability of healthcare organizations to meet particular objectives with a use of such methods as sharing of practice between institutions and such tools as benchmarking (Luzinski, 2012).
Fourteen Forces of Magnetism
The first force that needs to be mentioned is Quality of Nursing Leadership, and it is followed by Organizational Structure. The third force is known as Management style, and the next one is Personnel Policies and Programs. The fifth one is Professional Models of Care, and the sixth is Quality of Care. The next force that should be listed is Quality Improvement, and the eighth one is Consultation and Resources. Another one is known as Autonomy, and it is followed by Community and Health Care Organizations. The eleventh force is Nurses as Teachers, and the twelfth is Image of Nursing. The last two are Interdisciplinary Relationships and Professional Development.
Association of Forces with Components of Magnetism
Transformational Leadership is associated with such forces as Quality of Nursing Leadership and Management Style. Structural Empowerment is related to Organizational Structure, Personnel Policies and Programs, Community and the Health Care Organizations, Image of Nursing, and Professional Development. Exemplary Professional Practice is associated with Professional Models of Care, Quality of Care, Quality Improvement, Consultation and Resources, Autonomy, Nurses as Teachers, and Interdisciplinary Relationships. New Knowledge, Innovations and Improvements component is related to Quality of Care and Quality Improvement. Finally, Empirical Outcomes component is associated with Quality of Care.
The Influence on Evidence-Based Leadership in an Organization
Transformational Leadership is the component that has the most influence most of the time because it helps nurses to change the environment when it is necessary and empowers nurses (Wilson et al., 2015). Structural Empowerment and aspects that are related to it are critical because they allow professional nurses to develop as professionals, and it affects evidence-based leadership in a health care institution (Johansson, Fogelberg-Dahm, & Wadensten, 2010). Exemplary Professional Practice and its factors are also vital because they help to ensure that all the nurses are actively participating in the process and can improve their leadership qualities. The impact of New Knowledge, Innovation, and Improvement and factors that are associated is significant in most cases because new technologies and techniques are always being discovered, and it helps to improve leadership. Empirical Outcomes can be described as a component that has a tremendous influence on evidence-based leadership because leaders should be determined to ensure that the quality is of utmost importance, and desired objectives are met.
The Influence on Patient Care in a Health Care Organization
Such examples of Transformational Leadership and components that are associated with it as monthly roundtables and nurse participation in performance improvement should be noted. The influence on patient care is enormous because it allows addressing certain aspects that would help to enhance the quality of health care. There are such examples of Structural Empowerment as a focus on professional development and particular input into a design. It is imperative to mention that it is beneficial for a patient because experienced and skilled professionals can provide services of highest possible quality and can make suggestions that would improve the quality of nursing significantly. There are such examples of Exemplary Professional Practice as an establishment of a leadership group that is focused on quality and safety and development of models that would help to improve delivery of care. The influence on patients is direct most of the time, and it can be used to increase the overall efficiency of operations. A development of a department that is focused on nursing research and empowering employees to participate in studies can be viewed as examples of New Knowledge, Innovation, and Improvement and forces that are related (Barton et al., 2012). It is necessary to mention that such approach would have a tremendous influence on patients in the long-term. Organizational outcomes and consumer outcomes can be regarded as vital aspects of Empirical Outcomes component that determine satisfaction levels of patients because the quality of services is highly valued by most individuals.
Barton, S. J., Forster, E. K., Stuart, M. E., Patton, A. M., Rim, J. S., & Torowicz, D. L. (2012). New knowledge, innovations, and improvement in a Magnet Children’s Hospital Cardiac Center. Journal of Pediatric Nursing, 27(3), 1-4.
Johansson, B., Fogelberg-Dahm, M., & Wadensten, B. (2010). Evidence-based practice: The importance of education and leadership. Journal of Nursing Management, 18(1), 70-77.
Luzinski, C. (2012). Empirical Outcomes: Proof of making a difference. JONA: The Journal of Nursing Administration, 42(4), 185-186.
Messmer, P. R., & Turkel M. C. (2010). Magnetism and the nursing workforce. Annual Review of Nursing Research, 28(1), 233-252.
Smith, T., Capitulo, K., Quinn Griffin, M., & Fitzpatrick, J. (2012). Structural empowerment and anticipated turnover among behavioural health nurses. Journal of Nursing Management, 20(5), 679-684.
Wilson, M., Sleutel, M., Newcomb, P., Behan, D., Walsh, J., Wells, J., & Baldwin, K. (2015). Empowering nurses with evidence‐based practice environments: Surveying Magnet, Pathway to excellence, and non‐Magnet facilities in one healthcare system. World Views on Evidence-Based Nursing, 12(1), 12-21.