. Coaching for results. Trustee,
. Coaching for results. Trustee,
Required Readings
American Organization for Nursing Leadership. (2015). AONL nurse executive competencies. Retrieved from https://www.aonl.org/resources/nurse-leader-comLearning Resources
Required Readings (click to expand/reduce)
American Organization for Nursing Leadership. (2015). AONL nurse executive competencies. Retrieved from https://www.aonl.org/resources/nurse-leader-competencies
Chicca, J., & Shellenbarger, T. (2018, December 23). Civility in nursing peer review. Retrieved from http://naepub.com/peer-review/2018-28-4-5/
George, V., & Haag-Heitman, B. (2011). Nursing peer review: The manager’s role. Journal of Nursing Management, 19(2), 254–259.
Gorham, R. (n.d.). Leadership 360 degree feedback tool. Retrieved September 10, 2019, from https://www.leadership-tools.com/leadership-360-degree-feedback.html
McDonagh, K. J. (2016). Coaching for results. Trustee, 69(2), 34–35.
Pinero, M., Bieler, J., Smithingell, R., Andre-Jones, C., Hughes, A., & Fischer-Cartlidge, E. (2019). Integrating peer review into nursing practice. AJN, American Journal of Nursing, 119(2), 54–59.
Roberts, H., & Cronin, S. N. (2017). A descriptive study of nursing peer-review programs in US Magnet® Hospitals. JONA: The Journal of Nursing Administration, 47(4), 226–231.
Whitney, K., Haag-Heitman, B., Chisholm, M., & Gale, S. (2016). Nursing peer review perceptions and practices. JONA: The Journal of Nursing Administration, 46(10), 541–548.
Wolf, G., Finlayson, S., Hayden, M., Hoolahan, S., & Mazzoccoli, A. (2014a). The developmental levels in achieving Magnet® designation, Part 1. JONA: The Journal of Nursing Administration, 44(3), 136–141.
Wolf, G., Finlayson, S., Hayden, M., Hoolahan, S., & Mazzoccoli, A. (2014b). The developmental levels in achieving Magnet® designation, Part 2. JONA: The Journal of Nursing Administration, 44(4), 196–200.
petencies
Chicca, J., & Shellenbarger, T. (2018, December 23). Civility in nursing peer review. Retrieved from http://naepub.com/peer-review/2018-28-4-5/
George, V., & Haag-Heitman, B. (2011). Nursing peer review: The manager’s role. Journal of Nursing Management, 19(2), 254–259.
Gorham, R. (n.d.). Leadership 360 degree feedback tool. Retrieved September 10, 2019, from https://www.leadership-tools.com/leadership-360-degree-feedback.html
McDonagh, K. J. (2016). Coaching for results. Trustee, 69(2), 34–35.
Pinero, M., Bieler, J., Smithingell, R., Andre-Jones, C., Hughes, A., & Fischer-Cartlidge, E. (2019). Integrating peer review into nursing practice. AJN, American Journal of Nursing, 119(2), 54–59.
Roberts, H., & Cronin, S. N. (2017). A descriptive study of nursing peer-review programs in US Magnet® Hospitals. JONA: The Journal of Nursing Administration, 47(4), 226–231.
Whitney, K., Haag-Heitman, B., Chisholm, M., & Gale, S. (2016). Nursing peer review perceptions and practices. JONA: The Journal of Nursing Administration, 46(10), 541–548.
Wolf, G., Finlayson, S., Hayden, M., Hoolahan, S., & Mazzoccoli, A. (2014a). The developmental levels in achieving Magnet® designation, Part 1. JONA: The Journal of Nursing Administration, 44(3), 136–141.
Wolf, G., Finlayson, S., Hayden, M., Hoolahan, S., & Mazzoccoli, A. (2014b). The developmental levels in achieving Magnet® designation, Part 2. JONA: The Journal of Nursing Administration, 44(4), 196–200.
Coaching, Mentoring, and Effective Feedback
According to the ANA Peer Review Guidelines position statement, “As the professional association for nursing, ANA has a responsibility to the public and its members to facilitate the development of a quality assurance system including peer review.” Each nurse has a responsibility to engage in collaborative decision-making processes, self-evaluation of individual performance, and evaluation of others’ performance.
In this Discussion, you will compare aspects of peer feedback vs. peer review and how these practices apply to effective nursing practice.
To prepare:
· Review the Resources, particularly the Wolf et al. articles.
· Reflect on the AONL Competencies on Leadership and Professionalism.
· Consider the following scenario: You are a charge nurse and one of your direct subordinates is also a personal friend of yours. You have noticed a decline in her/his professional performance as witnessed by tardiness, delayed patient response, failing to complete documentation, and altered peer relationships.
Explain how you would mentor and coach the subordinate nurse in the scenario. Specifically address the following:
· Explain your expectations of the performance the nurse should be demonstrating.
· Explain the type of feedback you would provide to the nurse. Be specific and provide examples grounded in the Resources on coaching and mentoring.
· Explain how the AONL Competencies on Leadership and Professionalism and the ANA Magnet Standard on peer feedback support would inform your feedback choices.
