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#1 Stephanie Mortimer-Wallace

In today’s healthcare environment, technology is present everywhere. Yet hospitals and healthcare organizations’ struggle to make the most of their technology investment is equally all-encompassing. They continue to struggle with numerous IT-related challenges, including ensuring on-demand access to patient data for clinical decision-making; combating physician and nursing staff frustration and burn-out; protecting sensitive data and patient privacy and keeping pace with escalating demand for telehealth. To achieve the desired goals of better patient care, higher clinician productivity and satisfaction, and more efficient operations, healthcare organizations need to capitalize on their investments by focusing on key strategies that prevent barriers.

To improve quality in nursing informatics nurse leaders must ensure there is safe, seamless patient experiences. Hospitals and healthcare organizations must take responsibility for engaging and protecting patients, from the time they enter the hospital through their inpatient visit, care transitions and discharge to home, rehabilitation or a skilled nurse facility. Patient identity solutions play a key role in matching patients with their correct medical records; ensuring proper ID at all points of care; boosting safety and satisfaction; and saving time and money. Technology has the power to revolutionize patient identity and security while automating patient processing, intake and payment workflow processes. It can help reduce the risk of medical identity inaccuracies and preventable medical errors across the care continuum (McGonigle & Mastrian, 2018).

Essential V relates to Informatics and Technologies which includes the management of healthcare through analyzing technology to improve patient outcomes, communicating information to deliver optimal evidence-based patient care, as well as the utilization of electronic health records to advance patient care and services (AACN, 2011). As healthcare technology continues to advance, it is imperative that the master’s-prepared nurse be equip with the knowledge and skills to be able to facilitate these such services as well as being open to modernization and ongoing education sessions to keep abreast with these changing technologies.


American Association of Colleges of Nursing (AACN), (2011, March 21). The essentials of master’s education in nursing Retrieved from

McGonigle, D., & Mastrian, K. G. (2018). Nursing informatics and the foundation of knowledge. Burlington, MA: Jones & Bartlett Learning.

#2 Stephanie Mortimer-Wallace

Different managers employ distinctly different styles of leadership, ranging from a moderately hands-off type of leadership to an oppressive, micromanaging style. Transformational leaders work to augment, motivate and engage their subordinates by directing their behavior toward the goals and shared vision of their organization. While transactional leadership, which is the most common leadership style used by managers, focuses on controlling, and short term planning and the ability to function within existing boundaries of development, configurations, and goals. Transformational leadership challenges the current state and is change-oriented and as stated by Leger and Dunham-Taylor (2018), transformational nurse leaders are leaders that inspire a shared vision, challenge the process, enable others to act and encourages the heart (p. 58). It is very important to understand the difference between transformational and transactional leadership if one’s goal is to pursue a position in management.

I view myself as a transformational leader because I believe in motivating and empowering staff members. When staff members are motivated and empowered they go above and beyond to assist in meeting organizational goals and ensuring the success of organizational change for the betterment of staff members and optimal patient care with the most favorable patient outcomes. I think it is unfair to reward an employee separate and apart from doing what is required of them. Although, there are time when a task is met with excellent performance and in a timely fashion employees can be given a reward but it should not be expected because task performance is why we are employed and receive a salary. It is imperative that as a transformational leader I display trustworthiness, respect and an admiration for my staff members so they can in return trust my leadership and perform to the best of their abilities.

Ross and Kendall (2020) asserted that transformational leadership was first birth by a political historian James McGregor Burns in 1978 (2020). In their article they confirmed that Burns explained “transformational leadership and followers assist each other to reaching higher heights of moral and motivation” (Burns, 1978). Ross and Kendall went on further to mention that through transformational leaders, subordinates are able to be inspired to change their prospects, awareness, and inspirations in order to work to accomplish organizational goals (2020).

The transactional style of leadership was first described by Max Weber in 1947 and then by Bernard Bass in 1981as a type of leadership that also aids in motivating and directing followers primarily through appealing to their own self-interest and therefore can be stated that mangers perceive that if an employee is given a task they can be rewarded because of task performance rather than for what is expected of them and for the betterment of the organization. The power of a transactional leader comes from their formal authority and responsibility within an organization.


Leger, J. M., & Dunham-Taylor, J. (2018). Financial management for nurse managers: merging the heart with the dollar. Burlington, MA: Jones & Bartlett Learning.

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