Many times we believe that we can do our job without help from anyone. We prefer to work alone and surround ourselves exclusively with people who will follow our orders, sometimes this approach may work, but it works only for a short time. Today’s nursing leaders are faced with daily situations that require them to delegate activities or tasks in order to be successful.
With this, nurses understand that they cannot do everything alone, and must rely on others to achieve the desired effects and thus success. Nurses must clearly understand the impact of their personal leadership style, education and confidence level on their ability to delegate to the right person(s). Delegation provides an opportunity to improve communication effectiveness, develop positive working relationships, and increase confidence. It requires experience and confidence that must grow with practice. An integral aspect of leadership is developing others to be successful. When the nurse leader communicates and delegates appropriately, the benefits to the patients, the delegatee, the unit, the facility, and the leader him/herself are remarkable.
Example of delegation in nursing
AB – In this document you will find the description of the process of delegation of nursing care activities in nursing assistants, to achieve this objective a qualitative study was conducted, where five professional nurses from the surgery and emergency services were interviewed. This study describes the process of delegation of nursing activities based on what the law 911 of 2004 says in its article eight: As for the nursing criteria, it was found that two characteristics are present, the first one is the characteristics of the auxiliary nurse and the type of activity to be delegated, as for the time this is related to the shift in which he/she is, as for the mode it can be said that it is the way in which the delegation is performed and place related to the service in which he/she works, And as for the supervision you will find how professional nurses perform it, on the other hand you will also find the reasons and those responsible for the delegation of nursing activities, and the nurse/patient ratio, the activities that are self-delegated by the auxiliary nurse. In conclusion, this study presents how professional nurses delegate nursing activities to nursing assistants. Note: in this document the author refrains from maintaining a position and making value judgments in relation to the subject of the study.
Determine if the task is appropriate for delegation. These tasks are those that do not require the application of the nursing process , that are recurring activities and that use a procedure that does not change. Determine if the risk to the person performing the task to the patient is minimal.
Determine if the situation is appropriate for the task to be delegated . For example, a critically ill patient’s vital signs should not be delegated to ancillary staff. It is something a nurse may want to do herself. In other circumstances, however, unauthorized workers could take vital signs.
Determine if this is the appropriate person to whom to delegate the task. A licensed practical nurse in most states is capable of giving medications within his or her scope of practice. However, you cannot delegate medication passing to a nurse’s aide because it is not in their scope of practice.
Communicate the delegation of the task to the assisting staff in a clear and specific manner. This ensures that the task is performed safely and timely in mind and that the patient’s needs are met. Communicate the task to be performed, how it should be completed and when it should be completed.
Delegation is, in administrative law, the transfer by a superior entity or body to another of lower level of the exercise of a competence, with the delegator retaining the ownership of the competence.
Delegation presupposes, of course, that the delegating authority is empowered by law or regulation to carry out the delegation. The act of delegation, however, is verified by virtue of an administrative act of a specific nature. For this same reason, the delegation is essentially revocable by the delegating authority.
It should be emphasized that the responsibility for the administrative decisions adopted or for the actions carried out lies with the delegating body. The delegating body retains its duty of hierarchical control over the delegatee. Similarly, in the so-called delegation of signature, the responsibility remains with the delegating authority.
Decentralization is the one that determines the organizational structure vertically, i.e. the chain of command; this refers to the cession of decision-making power from a higher level to a lower level; this is something that varies in organizations; two extremes can be found: little or no delegation, as opposed to strong decentralization.