Introduction
This essay presents a self-reflection on my leadership skills as part of the Nursing and Midwifery Council (NMC) revalidation process within the context of mental health nursing. As a student in this field, leadership is a critical competency that underpins safe, effective, and compassionate care delivery. This reflection aims to evaluate my current leadership abilities, identify strengths and areas for improvement, and consider how these skills align with professional standards outlined by the NMC (2018). By drawing on personal experiences, academic literature, and NMC guidelines, I will explore key aspects of leadership, such as communication, decision-making, and team collaboration, while reflecting on their implications for my future practice. The essay is structured into sections focusing on specific leadership dimensions, followed by a conclusion summarising my insights and developmental goals.
Understanding Leadership in Mental Health Nursing
Leadership in mental health nursing extends beyond traditional hierarchical roles; it encompasses the ability to advocate for vulnerable patients, coordinate multidisciplinary teams, and foster therapeutic environments (Cleary et al., 2011). My understanding of leadership has evolved through academic study and placement experiences. For instance, during a recent placement in a community mental health setting, I observed how effective leadership involved active listening and empathy to de-escalate crises. However, reflecting on my own contributions, I noticed a tendency to shy away from taking initiative, often deferring decisions to senior colleagues. This hesitation, while rooted in a fear of making errors, highlights a gap in my confidence—a key attribute of leadership as noted by Stanley (2016), who emphasises that nurses must balance humility with assertiveness to lead effectively.
Communication as a Leadership Skill
Effective communication is arguably the cornerstone of leadership in nursing. The NMC Code (2018) mandates that nurses communicate clearly and respectfully, ensuring patient safety and team cohesion. Reflecting on my practice, I have generally demonstrated competence in communicating with patients, particularly in using non-verbal cues to build trust with individuals experiencing acute anxiety. However, I have encountered challenges in interdisciplinary settings, where I sometimes struggle to articulate my observations assertively during team discussions. This limitation became evident during a case conference where my input on a patient’s deteriorating mental state was undervalued due to my lack of clarity. Literature suggests that developing assertive communication is vital for nurse leaders to influence care decisions (Barr and Dowding, 2019). Therefore, I plan to address this by engaging in simulation-based training to refine my skills in conveying complex information concisely.
Decision-Making and Accountability
Another critical aspect of leadership is decision-making, which requires balancing clinical knowledge with ethical considerations, especially in mental health contexts where patient autonomy can be contentious. The NMC (2018) underscores accountability as a core principle, holding nurses responsible for their decisions. In my placement, I faced a situation where I had to decide whether to escalate a patient’s self-harm risk to a senior nurse. While I eventually acted appropriately, the delay in my decision-making stemmed from uncertainty and fear of overreacting. This experience taught me the importance of timely action, supported by clinical reasoning, as delays can compromise patient safety (Ellis, 2017). To improve, I aim to enhance my critical thinking through reflective journaling and mentorship, ensuring I can make informed decisions under pressure.
Collaboration and Teamwork
Finally, leadership in mental health nursing relies heavily on collaboration. Working in multidisciplinary teams is essential to provide holistic care, as highlighted by Cleary et al. (2011). I have typically contributed positively to team dynamics by being approachable and supportive. For example, during group therapy sessions, I assisted colleagues in managing challenging behaviours, which improved session outcomes. Nevertheless, I occasionally struggle with delegating tasks, fearing that others may perceive me as overbearing. This reluctance can hinder efficient workflow, a concern echoed by Barr and Dowding (2019), who note that effective delegation is a hallmark of leadership. Addressing this, I intend to seek feedback from peers to better understand my approach and build confidence in task allocation.
Conclusion
In conclusion, this self-reflection on my leadership skills for NMC revalidation has illuminated both strengths and areas for growth as a mental health nursing student. My ability to communicate empathetically with patients and collaborate within teams stands as a strength, yet challenges in assertiveness, decision-making confidence, and delegation require further development. Engaging with the NMC Code (2018) and relevant literature has underscored the importance of these skills in ensuring safe, person-centred care. Moving forward, I am committed to addressing these gaps through targeted strategies such as simulation training, reflective practice, and mentorship. By doing so, I aim to cultivate the leadership qualities necessary to meet professional standards and contribute meaningfully to mental health nursing practice. This reflective process not only supports my revalidation but also lays a foundation for continuous professional growth.
References
- Barr, J. and Dowding, L. (2019) Leadership in Health Care. 4th ed. SAGE Publications.
- Cleary, M., Horsfall, J., Deacon, M. and Jackson, D. (2011) Leadership and mental health nursing. Issues in Mental Health Nursing, 32(10), pp. 632-639.
- Ellis, P. (2017) Evidence-Based Practice in Nursing. 3rd ed. Learning Matters.
- Nursing and Midwifery Council (NMC) (2018) The Code: Professional standards of practice and behaviour for nurses, midwives and nursing associates. NMC.
- Stanley, D. (2016) Clinical Leadership in Nursing and Healthcare: Values into Action. 2nd ed. Wiley-Blackwell.
