Autonomy leads to empowerment of the clients and the nurse. It leads to job satisfaction because the nurse learns to make independent decisions. Nurses become committed to their profession and they dedicate much of their time in advancing their careers. Nurse’s need critical thinking attributes in order to make decisions regarding the practice of nursing. Nurses care for others and this forms the basis for nursing profession (Armstrong & Laschinger, 2006, pg. 127). Nurses spend most of their time caring for the patients and the attribute of devoted care is important in ensuring speedy recovery of the patient. Ethics of nursing allow nurses to carry out their work in autonomy.
Leadership is an essential concept that allows the nursing practice to take place. Nursing requires good leaders to help in decision-making. Nursing leaders must know how to delegate responsibilities in the workplace. Delegation of responsibilities must occur in a way that guarantees safe and quality delivery of care (McAlearney, 2006, pg. 970) Accountability of care is important. Accountability in health care entails processes and procedures that nurses need to justify and take responsibility of their actions. Health care officials are held accountable of ethical, legal and professional conduct.
They must also account for adequacy of access to care, financial performance and benefit to the community. Nurse leaders must use formal and informal procedures to communicate accountability procedures. Nurse leaders need to empower their colleagues with skills that will not undermine delegation of responsibilities at the workplace. Nurses work in different fields in the health care industry and they should have the ability to execute all the duties in their line of duty (Hoeger et al., 2009). The health care setting must allow nurses to practice delegation. Different workplaces have different organization structures making it sometimes difficult for delegation. Delegation offers nurses chances for development. They learn to take new and big roles, which allow them to perfect ways of delivering safe and quality care to the patients.
Armstrong, K. J., & Laschinger, H. (2006). Structural empowerment, Magnet hospital characteristics, and patient safety culture: making the link. Journal of Nursing Care Quality, 21(2), 124-132.
Bradley, L. A., Maddox, A., & Spears, P. (2008). Opportunities and strategies for nurse leader development: assessing competencies. Nurse Leader, 6(3), 26-33.
Hoeger, P. B., Wilson, J. C., & Evans, J. H. (2009). Cultivating nurse leaders from the bedside to the boardroom. Nurse Leader, 7(4), 41-50.
McAlearney, A. S. (2006). Leadership development in healthcare: a qualitative study. Journal of Organizational Behavior, 27(7), 967-982.