Jestoni Dulva Maniago
DNS, Ph.D. (vae), MAEd, MAN, LPT, RM, RN, FISQua, FRIHC, FRIMW, FRIN, FRIRes, FRIEdr
Assistant Professor (Nursing Science)
Program Coordinator (Master of Science in Nursing), Chair (Nursing Skills and Simulation Laboratories), Department of Nursing, College of Applied Medical Sciences, Majmaah University, Kingdom of Saudi Arabia
The practice of adaptive leadership has been introduced as a more hands-on approach in identifying personal and organizational practices related to mobilizing organizations around adaptive challenges. It is the activity of mobilizing people to tackle tough challenges and thrive. The concept of thriving in nursing was brought by the stressful environment the nurses are dealing with. From long hours of providing care to patients and collaborative effort exerted from a multidisciplinary and culturally- diverse setting, nurses in all specialty areas are very much exposed to emotional, mental and physical exhaustion. Like any other healthcare profession, up to 60% of nurses often feel that they are burned out. Burnout is linked to absenteeism and lower job performance, and it has also been shown to partially explain turnover intention among nurses.
Recent technological advances change the way nurses deliver patient care. With this, nurses adapt to the process of change as it is manifested for both patient and the nurse and also requires to promote a continuing process of change for the patients’ significant others. With these advances and changes in nursing practice, nurses are oftentimes faced with challenges. This notion of how nurses do their job amidst the challenges of advancement is clearly reflected on the unique function of a nurse: “To assist the individual, sick or well, in the performance of those activities contributing to health or its recovery (or to peaceful death) that he (sic) would perform unaided if he had the necessary strength, will or knowledge and to do this in such a way as to help him gain independence as rapidly as possible”.