Sue Kitching
Director of Nursing, Northern Area Armed Forces Hospital, Saudi
Statement of the Problem:
Taking on a new role in a Hospital that had not had much evidence based nursing utilized would for some be a step too far. For those who enjoy a challenge, it gives a great opportunity to lead and direct staff to strengthen their knowledge and more so patients outcomes. Transformational leadership is about transforming and Cummings et al 2009, 2011 have highlighted the links between patient outcomes and leadership. So how do you go about righting poor practice, limited understanding whilst leading and engaging a workforce? Well, the opportunity arose when the morning report kept highlighting pressure injuries but with no outcomes and solutions. So, rather than being the leader I took on the role of clinical nurse with experience to go and investigate and see what change I could make. “Amazing,” is a nice word and one that sums up the effect of my transformation in the staffs understanding, ownership and improvement leading to better outcomes for their patients
Pressure injuries at Grade 4 and above are now reduced to Grade 2 and below and staffs have confidence in how to tackle pressure injury prevention and care. Just through a leader changing focus and showing nursing skills are never lost and knowledge is a wonderful asset and what simple motivation and encouragement can do to a workforce.
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