Annotated Bibliography

ANNOTATED BIBLIOGRAPHY 5

AnnotatedBibliography

CourseCode

Holm,A., &amp Severinsson, E. (2010). The role of the mental healthnursing leadership. Journalof Nursing Management,18(4),463-471.

Holmand Severinsson argue that by notably capitalizing on areas that needupgrading and knowing one’s place they are bound to sway theirpatients. Upholding a substantial approach for mobilizing revolutionand advancement is also vital not to mention effective strategies forinterpersonal relations. The authors states that espousal oftransformational ethos is a vital constituent of encompassing nursesand their patients in bringing momentous modification of operationsamong them. They further argue that mental health leaders ought todelineate their roles while focusing on areas that need theirattention. By so doing, they are bound to not only acquire moreadvantage over their operations but also enhance on satisfaction totheir patients. Holm and Severinsson also state that upholding anapproach based more of solving issues rising from substantiationhighlights affecting their operations they would achieve efficiencyand efficacy.

Ennis,G., Happell, B., Broadbent, M., &amp Reid-Searl, K. (2013). TheImportance of Communication for Clinical Leaders in Mental HealthNursing: The Perspective of Nurses Working in Mental Health. Issuesin Mental Health Nursing,34(11),814-819.

Accordingto Happell et al., communication is a key ingredient in effectiveleadership by mental nurses in that with effective communication,performance is bound to rise. Happell and colleagues argue thatnurses must ensure they capitalize on communicating not only withtheir patients but also amongst themselves. They point out thatinadequate training hinders efficiency in communication, which couldbe detrimental in service delivery. Based on their findings, (Enniset al., 2013) argue that dynamics such as a viable mode ofcommunication, excellent associations with fellow staff and patients,acquisition of non-verbal modes of communication, effective followup as well as maintaining significance make up a successful leader inmental health nursing. A mental health nurse who chooses to adopt afriendly tone while communicating with their patients is bound tobuild on their trust and enhance on customer satisfaction unlike adisconsolate counterpart. Creating a friendly working atmosphere withcolleagues also emphasizes on quality delivery, as there exists goodcohesion. (Ennis et al., 2013) acknowledge the use of non-verbalcommunication by mental health leaders geared towards creating afriendly atmosphere. Following up on patients is also a vitalstrategy in enhancing on customer satisfaction.

Cleary,M., Horsfall, J., Deacon, M., &amp Jackson, D. (2011). Leadershipand Mental Health Nursing. Issuesin Mental Health Nursing,32(10),632-639.

Horsfalland colleagues point out that leadership in nursing is determined farand large by the leadership style executed. According to Cleary etal., 2011, they argue that affirmative governance ignites a goodenvironment through which both leaders and employees are free tooffer their services to their patients. Under this setting, patientsalso feel the satisfaction emanation from the candidness of thenurses. Just like previous authors, they also emphasize on atransformational approach of headship, geared towards encouraging,stimulating and impelling the judgments and performance of others.

Cleary,M., Horsfall, J., O`Hara-Aarons, M., &amp Hunt, G. (2012).Leadership, support and acknowledgement of registered nurses work inacute mental health units. InternationalJournal of Mental Health Nursing,21(5),445-452.

Horsfalland colleagues observe that nurses working in mental health workunder severe situations. Their frenzied occupation therefore, callsfor the need for high self-awareness and organizational plans amongstthemselves (Cleary et al., 2012). However, management, stakeholdersas well as the society should also offer them strong support systemsthrough which their morale will be boosted. Management should bemandated to offering appraisals to mental health nurse leaders toemphasize on their motivation. Forums for interpersonal growth anddevelopment should be streamlined in their busy schedules to see totheir improvement. According to Horsfall and colleagues, the mentalhealth nurses also deserve guidance and counseling sessions served atencouraging them and offering strong support systems for them.

Beckett,P., Field, J., Molloy, L., Yu, N., Holmes, D., &amp Pile, E. (2013).Practice What You Preach: Developing Person-Centered Culture inInpatient Mental Health Settings through Strengths-Based,Transformational Leadership. Issuesin Mental Health Nursing,34(8), 595-601.

Beckettet al., argue that mental health nursing is surrounded by a negativenotion, which has over time proven difficult to erase due to poorgovernance, lack of cooperation as well as the general impassivephilosophy. Noting that changing the conviction of philosophy can bea difficult task to achieve, they argue that mental health nursesthemselves should work towards bringing transformations on their own.Beckett and colleagues argue that change begins with an individual.Mental health nurse leaders are best placed bringing an overhaul intotheir frenzy profession themselves. This they can effectively achieveby adopting self-centered approaches geared at enhancing onacceptance of their work. By achieving such mechanisms, then thesociety would also follow suit over time (Beckett et al., 2013).

References

Holm,A., &amp Severinsson, E. (2010). The role of the mental healthnursing leadership. JournalOf Nursing Management,18(4),463-471.

Ennis,G., Happell, B., Broadbent, M., &amp Reid-Searl, K. (2013). TheImportance of Communication for Clinical Leaders in Mental HealthNursing: The Perspective of Nurses Working in Mental Health. Issuesin Mental Health Nursing,34(11),814-819.

Cleary,M., Horsfall, J., Deacon, M., &amp Jackson, D. (2011). Leadershipand Mental Health Nursing. Issuesin Mental Health Nursing,32(10),632-639.

Cleary,M., Horsfall, J., O`Hara-Aarons, M., &amp Hunt, G. (2012).Leadership, support and acknowledgement of registered nurses work inacute mental health units. International Journal of Mental Health Nursing,21(5),445-452.

Ennis,G., Happell, B., Broadbent, M., &amp Reid-Searl, K. (2013). TheImportance of Communication for Clinical Leaders in Mental HealthNursing: The Perspective of Nurses Working in Mental Health. Issuesin Mental Health Nursing,34(11),814-819.

Beckett,P., Field, J., Molloy, L., Yu, N., Holmes, D., &amp Pile, E. (2013).Practice What You Preach: Developing Person-Centered Culture inInpatient Mental Health Settings through Strengths-Based,Transformational Leadership. Issuesin Mental Health Nursing,34(8), 595-601.