In a surgical unit, a nurse should center around cultural awareness and competence enhancement. For these purposes, the incorporated culturally congruent care and human rights principles are highly needed. It becomes possible with an instrumental framework known as the Transcultural Interprofessional Practice (TIP) Model.
The theoretical basis requires assessing the patient’s cultural and biocultural variations within disease incidence, educational background, developmental considerations, cultural affiliations, restrictions and sanctions, communication styles, and social networks (Andrews, Boyle, & Collins, 2020). With these elements, the nurse gains a full-fledged picture of the patients’ health conditions, cultural backgrounds, and associated system of values and beliefs.
To support the nurse’s wish to provide culturally competent care, I would highly recommend studying the patient’s cultural context prior to making decisions and rendering care. TIP Model is recognized to be “applicable wherever nurses practice, teach, learn, lead, consult, and conduct research domestically and globally” (Andrews & Boyle, 2019, p. 323). In the practical settings, the nurse encounters the need for role extension for adjusting to a patient’s certain health needs and concerns. For instance, during postoperative care, the patient may refuse taking prescribed medicine due to obtained knowledge and specific health-related beliefs. The surgical nurses’ assignment lies in persuading the patient about the already defined treatment and its benefits for preventing health status’ worsening and ensuring recovery. It can be achieved with effective communication and extended cultural competence.
There are several differences between a manager and a leader, even though they sometimes fulfill the same responsibilities. The manager usually helps to enforce and implement the company policies by considering the various aspects related to the business operations and employees. On the other hand, a leader is one who has a vision and who inspires the workers to achieve certain goals. Other than that, it is important to note that even though all leaders can be managers, not all managers are leaders (Szostak & Sułkowski, 2021).
Some of the attributes that are admirable in a leader include charisma, which means that the leader is able to talk to the followers and inspire a lot of confidence in them (Zaccaro et al., 2018). The thing to note is that a charismatic leader is able to project his or her vision onto the followers and this is something that helps in creating the persona of the leader. Other admirable attributes in a leader include the leader being visionary, fearless, as well as understanding, and open-minded (Pabst von Ohain, 2019).
Some of the leadership attributes that I see in myself include that I feel I am a good communicator. I believe that I am not only able to speak well but also am able to listen properly as well. I also think that I have a good vision, in that I am able to see what I need to do and what needs to be done. This visualization is something that helps me to achieve my goals. I am also able to explain and communicate my vision to others, which is something that is an attribute of a good leader as well.