Introduction

The provision of safe and advanced health care to a patient is imperative for the maintenance of enhanced quality standards in any clinical setting (McFadden, Stock & Gowen, 2015).

With respect to the increasing dynamic changes overcome by the organizational behaviour principles in any clinical scenario, it of utmost importance to not only provide quality care to the patient, but also to recognize the need for active participation in leading the overall industrial process of ensuring the implementation of adequate quality standards (Ennis, Happell & Reid-Searl, 2015). With respect to the clinical settings, it is usually observed that the primary role of nurses was based on application of theoretical knowledge of understanding patient diseases conditions and treatment in accordance to the same. Hence, the performance of the nurse remained limited to mere provision of patient conventional care, without recognizing the need to acquire sufficient leadership qualities to encourage further improvement – since modern day quality assurance is based on collective participation of each member of the workforce (Gaebel et al., 2015).

As opined by the Institute of Medicine, the enhancement in patient quality and safety can be achieved by the fulfillment of provision of equitable, safe, efficient and timely treatment procedures, which are patient-oriented (Larson et al., 2016). One of the key suggested amendments to incorporate patient safety and quality would be the execution of the Unit-based Clinical leadership Model. I believe that the implementation of this model requires the formation of a collaborative network of professionals involving nurses, physicians as well as the members of the quality and safety department. For organizational success, I feel that, nurses should display key leadership skills through adherence to an interdisciplinary approach, which would involve active reporting to the physicians pertaining to ongoing patient treatment plans and problems and conductance of timely medical rounds, involving not just nurses but also the clinicians and quality assurance personnel (Kim et al., 2014).

Hence, adoption of the above organizational strategies would yield beneficial results in the promotion of patient safety and quality healthcare.

References

1. Ennis, G., Happell, B., & Reid?Searl, K. (2015). Clinical leadership in mental health nursing: The importance of a calm and confident approach. Perspectives in Psychiatric Care, 51(1), 57-62.
2. Gaebel, W., Grossimlinghaus, I., Heun, R., Janssen, B., Johnson, B., Kurimay, T., ... & Ruggeri, M. (2015). European Psychiatric Association (EPA) guidance on quality assurance in mental healthcare. European Psychiatry, 30(3), 360-387.
3. Kim, C. S., King, E., Stein, J., Robinson, E., Salameh, M., & O'leary, K. J. (2014). Unit?based interprofessional leadership models in six US hospitals. Journal of hospital medicine, 9(8), 545-550.
4. Larson, D. B., Donnelly, L. F., Podberesky, D. J., Merrow, A. C., Sharpe Jr, R. E., & Kruskal, J. B. (2016). Peer feedback, learning, and improvement: answering the call of the Institute of Medicine report on diagnostic error. Radiology, 283(1), 231-241.
5. McFadden, K. L., Stock, G. N., & Gowen III, C. R. (2015). Leadership, safety climate, and continuous quality improvement: impact on process quality and patient safety. Health care management review, 40(1), 24-34.