A review of the article “Leadership Profiles of Senior Nurse Executives” by E.A. Hemman.
This paper examines how in a changing health care environment the need for a change in leadership is evident and how in order to meet the demands of this change, health care agencies have moved away from traditional non-practitioner management positions and toward clinically experienced administrators whose role falls heavily on Master’s level nursing professionals. It shows how E.A. Hemman’s article “Leadership Profiles of Senior Nurse Executives” puts forward a stratified systems theory describing three hierarchical functional domains: strategic, organizational and production in order to create a suitable nursing/managerial profile. Each of the three levels of management are further analyzed by four general categories decision making, information giving-seeking, influencing people and building relationships. The paper also critiques the article pointing out facts such as implications of financial and economic strain has and will continue to put on the health care executive.
“Critiquing the comments of Hemman only one omission seems evident, and it may be addressed in the research and just not mentioned in the study write up. The omission of great import is that it is acknowledged early on that many of the changes associated with the change in health care delivery are associated with the economic and financial differences in the whole industry as compared to prior delivery system standards. For this reason I believe it may be important to further discuss the implications that financial and economic strain have and will continue to put on the health care executive.”