Concept Analysis Paper
The increasing demand for improved healthcare services and technological changes in areas of service delivery has had significant impact on the leadership structures within different healthcare organizations (Jacobson, 2013, p. 88). The various leadership styles, though limited to internal organizational functions, have evolved to conform to the changing needs of clients to fulfill the organizational desires for well-established operational systems that are technological feasible. Healthcare organizations must recognize the need for enhanced leadership, which is focused on future performances. It is therefore true to hold to the fact that most healthcare organizations currently have ineffective and inadequate leadership pipelines, which may not conform to future industrial requirements based on the rapid technological changes and the increasing health care needs (Jacobson, 2013, p. 91). This means that the current leadership structures in healthcare organizations must create platforms for strategic succession planning with an aim of ensuring service renewal and better delivery systems. This paper recognizes the need for succession planning in a healthcare organization; the positive and negative impacts of succession planning as well as its application and implications. In other words, this paper provides concept clarification on succession planning for nurse leaders and its implication on future performance of healthcare organizations.
Significance of Succession Planning For Nurse Leaders
Before looking into the significance of succession planning, there is a need to recognize various attributes proponent to succession planning, such as organizational commitment to system changes and resource allocation plans, proactive strategies and visionary leadership styles, and provision of mentorship or coaching environment for the incoming nurse leaders (Titzer & Shirey, 2013, p. 157). Succession planning in healthcare organization should therefore take into consideration aspects like current and future strategic planning for an improved performance, analysis of current and future leadership styles, identifying areas of high-potentials, and providing leadership development programs.
The literature used in this analysis point to the common fact that succession planning in healthcare organization improves the working environment and staff satisfaction, ensure proper training, skill impartment and job retention, and improves healthcare outcomes and the general organizational performance. Preliminary studies have shown that organizations that have established healthy working environments appreciate nursing leadership at all levels, within and outside the organization (Titzer & Shirey, 2013, p. 160). Through succession planning, the leadership structure ensures that the services offered by the front line staff workers to patients are adequately defined and effective. Even though it might be difficult for current leaders to predict the kind of knowledge, skills, and abilities that the organization will require in future, it is important that the succession planning approaches focus on the value that nurse leaders will give to the organization. Such values center on customers’ satisfaction and continuous application for the services the healthcare organization offers.
Succession planning is the only sure way a healthcare organization can keep the better part of workforce engaged in value-adding activities. Through proper training, healthcare workers are assured of constant job supply and retention as part of the organization’s most vital assets. Succession planning allows healthcare organization to identify committed workers and provide perfect training on leadership skills so that the organization can maintain or better improve its leadership infrastructure. The basic understanding in this area is for the organization to plan for its future leaderships while incorporating leadership elements that define the culture of the healthcare organization (Titzer, Shirey & Hauck, 2014, p. 40). Studies have shown that with proper succession planning, healthcare organization may not be in a position to withstand some of the pressure that may arise due to leadership changes and system changes. In general, succession planning prepares the organization, workers, and leadership to appreciate the new leadership and its contributions to organization.
Best Practices of Succession Planning and Impact On Leaders
From the various studies conducted, it is clear that most healthcare organizations fuse succession planning with talent management as the best practice towards investing in workforce development, and ensuring that future leadership positions are occupied by qualified nurses. Such a plan is focused on helping the nurses and other medical practitioners to continuously grow and meet the challenges the organization might face in future (Titzer, Shirey & Hauck, 2014, p. 40). Even though there are higher costs incurred during the planning, it is quite clear that there will be improvements in stakeholders’ future dividends; attributes of improved care services to both employees and clients. The best succession practices are known to motivate employees to take up leadership roles and move the organization’s performances a notch higher (Titzer, Shirey & Hauck, 2014, p. 40), maintain good rapport with patients and other stakeholders, and engage in discussions and research that may help the organization stabilize it future operations.
The best practices of succession planning for nursing leaders include fostering and encouraging continuous learning among nurses and other staff employees, and helping employees become competent and be in a position of helping the organizations perform its wide range of businesses. Other practices are investing in nurse leaders at all levels of performance, nourishing an environment that advocates for teamwork and process facilitation, attracting and retaining outstanding leadership talents, ensuring that organizational nurses advance in their careers, which are core to performance improvement, and building competitive advantage over other healthcare facilities. The planning process must therefore proceed from identifying top performers, middle performers, bottom performers, and organizational replacement.
Application, Implications, and Consequences for the Nurse Leader
Succession planning is a fundamental process of improving future leadership and general performance of healthcare organizations. The planning entails sharpening future nursing leaders, acquiring new equipment and nursing techniques, and establishing a strong foundation to absorb some of the negative impacts that may result due to system changes. The concepts of succession planning are variedly explored where current leadership styles have failed to conform to the changing needs for better healthcare services or where the old systems have failed to meet the objectives of the organization.
Succession planning has both negative and positive impacts on the overall performance of a healthcare organization. Where the plan is successful, stakeholders enjoy the benefits of improved services deliveries, enhanced social welfare on the side of employees, proper maintenance of the working environments, higher returns for the organization, and improved market share (Zaheer, Ginsburg, Chuang & Grace, 2015, p. 15). However, the cost of training new nurse to take leadership roles may be higher, and where there is a mismatch between the nursing skills and leadership requirements, the organization may not be able to meet some of important objectives. Through succession planning, nurses get the opportunity to share ideas, learn how to make the organization’s future performances better, explore the various leadership skills relevant to nursing environments, and retain performance value, which is core towards improving the health conditions of patients.
Summary of major points
In general, the various attributes of succession planning discussed in this paper remain important towards fulfilling the future performance objectives of a healthcare organization. Remaining committed to system changes and improved resource allocation plans ensure growth in healthcare facilities in which case the organization can effectively meat the health needs of patients (Zaheer, Ginsburg, Chuang & Grace, 2015, p. 19). By sharpening future healthcare leaders, healthcare organizations create opportunity for improved service deliveries, enhanced social welfare, and proper maintenance of the working environments, a final growth in organizational returns and profits as well as increase in individual’s levels of income.
Jacobson, R. (2013). CEO Mindset for the Future. Physician executive, 39(3), 88-91. http://scholar.google.com/scholar_url?url=http%3A%2F%2Fwww.theleaderstoolbox.com%2Fwp-content%2Fuploads%2F2012%2F04%2FCEO-Mindset-for-the-Future1.pdf&hl=en&sa=T&oi=ggp&ct=res&cd=5&ei=I6UCVbytE-LC0QGAioHABw&scisig=AAGBfm1EdAJeeESUa9F72XcZ5xsm5aLLNQ&nossl=1&ws=1280×664
Titzer, J. L., & Shirey, M. R. (2013, July). Nurse manager succession planning: a concept analysis. In Nursing forum (Vol. 48, No. 3, pp. 155-164).
Titzer, J. L., Shirey, M. R., & Hauck, S. (2014). A nurse manager succession planning model with associated empirical outcomes. Journal of Nursing Administration, 44(1), 37-46.
Zaheer, S., Ginsburg, L., Chuang, Y. T., & Grace, S. L. (2015). Patient safety climate (PSC) perceptions of frontline staff in acute care hospitals: Examining the role of ease of reporting, unit norms of openness, and participative leadership. Health care management review, 40(1), 13-23.