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Introduction

Raising awareness about the critical issue of medication errors in nursing is essential to fostering a safety culture in healthcare (Rodziewicz & Hipskind, 2020). This strategy aligns with authentic leadership principles and addresses the key priorities outlined in the NSW Regional Health Strategic Plan 2022-2032. Authentic leadership, characterised by transparency, self-awareness, and a commitment to ethical practices, is pivotal in addressing healthcare challenges. In the context of medication errors, an authentic leader acknowledges the gravity of the issue, communicates openly with stakeholders, and actively seeks solutions (Kleynhans et al., 2022). This leadership style builds trust, a cornerstone for implementing transformative changes.

Principles of Authentic Leadership

Open communication and engagement

The NSW Regional Health Strategic Plan 2022-2032 outlines key priorities, including enhancing patient safety, improving workforce satisfaction, and fostering innovation (NSW Government, 2023). The awareness strategy aligns seamlessly with these priorities, ensuring a targeted and effective approach. The first step in the comprehensive strategy is stakeholder engagement. Following the principle of open communication and engagement inherent in authentic leadership, we propose initiating meetings and forums involving healthcare leaders, practitioners, and administrators (Baquero, 2023). These sessions will foster transparent discussions about the prevalence of medication errors, their impact, and the urgency of change. Creating a platform for honest dialogue allows for a shared understanding of the issue and facilitates collective ownership of the proposed solutions (Rosen et al., 2018).

Learning and growth

Educational campaigns form the second pillar of the strategy, aligning with the authentic leadership principle of commitment to learning and growth (Bai et al., 2022). We will develop informative materials to disseminate to healthcare facilities, including pamphlets, videos, and online modules. By emphasising the role of continuous learning in addressing medication errors and improving patient safety, we aim to empower healthcare professionals with the knowledge and tools needed for transformative change (Mutair et al., 2021).

Connection and empathy

The third strategy involves storytelling and personal narratives, aligning with the authentic leadership principle of genuine connection and empathy (Kleynhans et al., 2022). By sharing personal narratives from healthcare providers who have witnessed or experienced the consequences of medication errors, introduces empathy, creating a profound impact that fosters empathy and a shared commitment to change (Hannan et al., 2019).

Self-awareness and reflection

Leadership workshops constitute the fourth element of the strategy, focusing on the authentic leadership principles of self-awareness and reflection (Jang, 2022). These workshops will equip healthcare leaders with the skills to recognise and address systemic issues contributing to medication errors. By encouraging leaders to imbibe a safe reporting culture within their teams, we aim to create a ripple effect that permeates the organisation (Moureaud et al., 2021).

Continuous improvement

Integration with continuous improvement initiatives forms the fifth strategy, aligning with the authentic leadership principle of commitment to continuous improvement (Duarte et al., 2021). The plan will highlight how addressing medication errors aligns with the organisation's commitment to ongoing enhancement outlined in the NSW Regional Health Strategic Plan. Integrating medication safety awareness into existing initiatives ensures a holistic approach to quality improvement (Stolldorf et al., 2021).

Appreciation and recognition

Recognition and celebration constitute the sixth strategy, in alignment with the authentic leadership principle of appreciation and recognition. Establishing a recognition program to acknowledge individuals and teams actively contributing to medication safety improvements, the plan aims to celebrate successes and share these achievements across the healthcare network to inspire others (Moureaud et al., 2021).

Collaboration and partnership

The seventh strategy involves collaboration with patient advocacy groups, aligning with the authentic leadership principle of collaboration and partnership (Iqbal et al., 2019). Collaborating with these groups aims to incorporate the patient perspective into the awareness campaign. Empowering patients to ask questions about their medications fosters a collaborative approach between healthcare providers and those they serve (King et al., 2023).

Development of KPIs

To measure the success of our comprehensive awareness strategy, we will develop key performance indicators (KPIs) aligned with the NSW Regional Health Strategic Plan. KPIs may include a percentage reduction in medication errors, improved patient satisfaction scores, and increased adherence to medication administration protocols (Spackman et al., 2019). The plan will regularly collect feedback from stakeholders through surveys and focus group discussions to gauge the effectiveness of the awareness strategy. This real-time data will allow us to make necessary adjustments, reflecting an authentic commitment to continuous improvement.

Conclusion

In conclusion, by integrating authentic leadership principles with the priorities outlined in the NSW Regional Health Strategic Plan 2022-2032, this comprehensive awareness strategy aims to catalyse positive change in addressing medication errors. Through stakeholder engagement, educational campaigns, storytelling, leadership workshops, continuous improvement integration, recognition initiatives, and collaboration with patient advocacy groups, the plan envisions a healthcare landscape where medication safety is prioritised, fostering improved patient outcomes and a resilient, adaptable healthcare system.

References

Bai, Y., Wang, Z., Alam, M., Gul, F., & Wang, Y. (2022). The Impact of Authentic Leadership on Innovative Work Behavior: Mediating Roles of Proactive Personality and Employee Engagement. Frontiers in Psychology, 13. https://doi.org/10.3389/fpsyg.2022.879176

Baquero, A. (2023). Authentic Leadership, Employee Work Engagement, Trust in the Leader, and Workplace Well-Being: A Moderated Mediation Model. Psychology Research and Behavior Management, 16, 1403-1424. https://doi.org/10.2147/PRBM.S407672

Duarte, A. P., Ribeiro, N., Semedo, A. S., & Gomes, D. R. (2021). Authentic Leadership and Improved Individual Performance: Affective Commitment and Individual Creativity’s Sequential Mediation. Frontiers in Psychology, 12. https://doi.org/10.3389/fpsyg.2021.675749

Hannan, J., Sanchez, G., Musser, E. D., Ward-Peterson, M., Azutillo, E., Goldin, D., & Foster, A. (2019). Role of Empathy in the Perception of Medical Errors in Patient Encounters: A Preliminary Study. BMC Research Notes, 12(1), 1-5. https://doi.org/10.1186/s13104-019-4365-2

Iqbal, S., Farid, T., Khan, M. K., Zhang, Q., Khattak, A., & Ma, J. (2019). Bridging the Gap between Authentic Leadership and Employees Communal Relationships through Trust. International Journal of Environmental Research and Public Health, 17(1). https://doi.org/10.3390/ijerph17010250

Jang, E. (2022). Authentic Leadership and Task Performance via Psychological Capital: The Moderated Mediation Role of Performance Pressure. Frontiers in Psychology, 13. https://doi.org/10.3389/fpsyg.2022.722214

King, S., Garrison, M., Fraser, M., Wiley, M., Sharek, H., Gaine, S., & Kosteroski, W. (2023). Empowering Patients With a Shared Communication Tool: A Patient-Oriented Multimethods Pilot Study. Journal of Patient Experience, 10. https://doi.org/10.1177/23743735231160421

Kleynhans, D. J., Heyns, M. M., & Stander, M. W. (2022). Authentic Leadership, Trust (in the Leader), and Flourishing: Does Precariousness Matter? Frontiers in Psychology, 13. https://doi.org/10.3389/fpsyg.2022.798759

Moureaud, C., Hertig, J. B., & Weber, R. J. (2021). Guidelines for Leading a Safe Medication Error Reporting Culture. Hospital Pharmacy, 56(5), 604-609. https://doi.org/10.1177/0018578720931752

Mutair, A. A., Alhumaid, S., Shamsan, A., Zia Zaidi, A. R., Mohaini, M. A., Mutairi, A. A., Rabaan, A. A., Awad, M., & Al-Omari, A. (2021). The Effective Strategies to Avoid Medication Errors and Improving Reporting Systems. Medicines, 8(9). https://doi.org/10.3390/medicines8090046

Rodziewicz, T. L., & Hipskind, J. E. (2020). Medical error prevention. StatPearls. Treasure Island (FL): StatPearls Publishing. https://www.ncbi.nlm.nih.gov/books/NBK499956/

Rosen, M. A., DiazGranados, D., Dietz, A. S., Benishek, L. E., Thompson, D., Pronovost, P. J., & Weaver, S. J. (2018). Teamwork in Healthcare: Key Discoveries Enabling Safer, High-Quality Care. The American Psychologist, 73(4), 433. https://doi.org/10.1037/amp0000298

Spackman, E., Clement, F., Allan, G. M., Bell, C. M., Bjerre, L. M., Blackburn, D. F., Blais, R., Hazlewood, G., Klarenbach, S., Nicolle, L. E., Persaud, N., Alessi-Severini, S., Tierney, M., Wijeysundera, H. C., & Manns, B. (2019). Developing key performance indicators for prescription medication systems. PLoS ONE, 14(1). https://doi.org/10.1371/journal.pone.0210794

Stolldorf, D. P., Ridner, S. H., Vogus, T. J., Roumie, C. L., Schnipper, J. L., Dietrich, M. S., & Kripalani, S. (2021). Implementation Strategies in the Context of Medication Reconciliation: A Qualitative Study. Implementation Science Communications, 2(1), 1-14. https://doi.org/10.1186/s43058-021-00162-5

Read more:- NUR341 Medication Management Assignment Sample

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