Introduction
This essay critically examines the principles for engaging people and communities in the context of health and wellbeing, exploring how success can be measured and evaluated. It also defines leadership within the National Health Service (NHS), specifically in nursing, highlighting the importance of good leadership with reference to the Francis Report (2013). Finally, it reflects on my preferred democratic leadership style, justifying its relevance during my experience in a maternity recovery unit while conducting patient assessments. Through this analysis, the essay aims to demonstrate the interconnectedness of community engagement and effective leadership in enhancing nursing practice and patient outcomes.
Engaging People and Communities in Health and Wellbeing
Engaging people and communities in health and wellbeing involves principles such as empowerment, partnership, and inclusivity. According to the NHS England framework, effective engagement requires involving individuals in decision-making processes, ensuring their voices shape health services (NHS England, 2016). This principle fosters trust and encourages adherence to health interventions. However, barriers such as cultural differences or socioeconomic disparities can hinder participation, necessitating tailored approaches (Marmot, 2010).
Success in community engagement can be measured through qualitative feedback, such as patient satisfaction surveys, and quantitative indicators like improved health outcomes or increased uptake of services. Evaluation often involves assessing whether initiatives meet predefined objectives, though limitations exist in capturing long-term impacts. Arguably, sustained engagement depends on continuous dialogue and adaptability to community needs, highlighting the need for ongoing evaluation (Popay et al., 2007).
Leadership in the NHS and Nursing Context
Leadership within the NHS, particularly in nursing, is defined as the ability to inspire, guide, and influence teams to deliver high-quality patient care. The Nursing and Midwifery Council (NMC) emphasises that nurses must demonstrate leadership by advocating for patients and fostering collaborative environments (NMC, 2018). Good leadership is crucial to nursing practice, as it directly impacts patient safety and care quality. The Francis Report (2013), which investigated failings at Mid Staffordshire NHS Foundation Trust, underscored that poor leadership contributed to neglect and inadequate care standards (Francis, 2013). Indeed, effective leaders prioritise communication and accountability, preventing such lapses.
Personal Reflection on Democratic Leadership Style
My preferred leadership style is democratic, which involves shared decision-making and valuing team input. During my placement in a maternity recovery unit, this style proved relevant while conducting patient assessments, such as blood pressure checks and AVPU (Alert, Verbal, Pain, Unresponsive) evaluations. In this high-pressure environment, involving colleagues in discussions about patient care plans ensured diverse perspectives were considered, enhancing accuracy and responsiveness. I adopted this style because it fosters collaboration, builds trust among team members, and empowers staff to contribute ideas, ultimately improving patient outcomes. Furthermore, it aligns with NHS values of teamwork and patient-centeredness, ensuring that care delivery remains holistic and inclusive (NHS England, 2016).
Conclusion
In summary, engaging people and communities in health and wellbeing relies on principles of empowerment and partnership, with success measurable through both qualitative and quantitative methods, though challenges in evaluation persist. Leadership in NHS nursing is pivotal, as evidenced by the Francis Report (2013), which highlights the catastrophic consequences of leadership failures. Reflecting on my democratic leadership style, I recognise its value in promoting collaboration during patient assessments in a maternity unit. The implications of these findings suggest that sustained community engagement and effective leadership are integral to advancing nursing practice, ensuring patient safety, and improving health outcomes. Future practice should focus on addressing engagement barriers and fostering leadership skills to meet evolving healthcare demands.
References
- Francis, R. (2013) Report of the Mid Staffordshire NHS Foundation Trust Public Inquiry. The Stationery Office.
- Marmot, M. (2010) Fair Society, Healthy Lives: The Marmot Review. Institute of Health Equity.
- NHS England (2016) Bite-size Guide to Patient and Public Participation. NHS England.
- Nursing and Midwifery Council (NMC) (2018) The Code: Professional Standards of Practice and Behaviour for Nurses, Midwives and Nursing Associates. NMC.
- Popay, J., et al. (2007) Community Engagement in Initiatives Addressing the Wider Social Determinants of Health. Health Development Agency.
