InstructionsConsider the leader’s role in quality improvement and EBP implementation, then write a brief paper elaborating on one of the following strategic management components, providing specifics:

********** in ************ Healthcare ******************* ** *********** ** successfully implementing ******* *********** **** and ************** ******** (EBP) *********** within ********** ************* **** is ********* *** ************** ***** where ***** *** ********** into ******* ***** strategic ******** will be ********* ** ****** **** ********* *** *********** *** ************ delivered ******* *** ***** teams ******* **** * ***** ** ******** ********* overcoming ********** and ******** ********* **** ************** goals ** *** implementation ***** ** *** *** practice ********* ********** **** ensure * smooth *********** of such ********* ****** ******** workflows ** make **** sustainable ** *** **** **** *** ************ ******* ******* care *** organizational performanceDefining the ************ ***** in ** and ****** ************** phase is ********** * highly critical stage ** ** and *** because *** **** ** a strategic ***** ** *** *********** ** ***** ** ****** ******** (Duff ** ** ***** **** ***** ******** ********** ** *** **** ** ************* *** conceptualization of *** ******** ********** ** *********** **** their *********** **** ******** ******** ********** ************** requires thoughtful planning resourcing and ******* ********* ** ensure **** *** ********* are being taken ** *********** *** ************ Leaders **** * *********** **** ** ******** this transition providing ****** and processes **** ***** **** *** organization’s ***** **** is not **** ***** *********** *** ******** practices or technologies; it ** an enabling *********** wherein *** ***** feels ********* and motivated enough ** ******* change **** *** ** overcoming ********* ******** ** ********** ** ****** perceived ********* ** ******** and **** ** ******** ** ********* Leaders ****** ******** with *** staff ** ***** ***** ******* ******** support ********* and facilitation *** ******** ******** ****** a healthcare ******* the ************** ***** ***** *** *** **** which ************ in ******* **** *********** ********** *** ********** ************** performance depend *** leaders ****** ensure *** ******* *** *********** **** ********** **** the ******* workflow and ******* **** *** ********* organizational objectives ** ********* ********** *********** ** *** ******************** **** in Facilitating *** Implementation ********** ********** **** ****** the ************** ***** ** ************* It ******** ******** all ************ ******** ** ** ********** *********** ** ********* ****** ********* and ************** that ***** *** the ************* of effective ********* ****** ** ** ***** ******* should paint * bright ******* of **** **** ** ************ due ** *** ********** so that *** *** ************ will know what **** be expected *** *** the ******* *** being made ******* clearly ******* ***** gives the **** ********* in *** right *** aligning ******** **** ****** ********** **** ***** ** ******** **** ********* patient ******** ** reducing ******* ******** ****** ** ********* *** ************* of ** ************ **** clarity ********* the process ** ********* in ******** *** individual member’s ****** *** ************ ********** ************* **** **** *********** organizational ********** * ***** vision inspires *** ******** a ***** ** ********* in the ********* through ****** involvement in *** ************** process ******* that ******* ****** ****** that *** ***** set *** measurable *** achievable ** ******* ********** and ********* milestones ** enable ******** *** actual development **** **** *** ************* ** ************* ******** clear direction ******* are ********* ** ****** *********** ** ********** *** ************** ***** ******* ********* ************* ** ***** resources no ********** ************** can be ******** (Huang ** ** 2022) It is *** *** ** *** ******* to secure ***** ********* *** ******** **** ** * ****** **** will ****** the ***** **** ***** ********* *** *** ********* ** may **** ********* *** employee ******** upgrading ** *** ************ ** ******** ****** ******** when *** ******** ******* ******* *** ** *********** Along **** ******** ********* ********** should create ** ******** *********** **** helps **** ******* **** **** of ********** ******* It ***** **** ******* ******** checks ** how things *** ***** ********** ******* ******* *** *** ********** *** ***** of ************* **** allow ******** ********* open ******** *** continuous ******** By giving **** ******* *** ****************** **** ********* ** ******* *** leaders **** the ***** ********* ** ************ these ********* ** becomes a ********* culture of collaboration that ***** ** ********* *** such *** ************ ********* success *** sustainabilityAddressing ********** *** ******** ChangeIn *** ************** ***** *** ** the critical ******* ** challenge ** *** ***** ** resistance to change **** ******* **** *** ***** ** unclear ****** ** *** ****** ************ ******** concerns The ****** has to ****** these ****** ******* to ****** resistance *** **** *** organization ******* *** ********** ********* ** al 2023) *** ********* *** ***** ************* ** to ****** that ***** ********** not just *** ********** *** ********* ** *** ****** *** **** *** ********* **** ******** *********** ******** ******** ******** **** *** *** practices **** ** ******** ******* care ** operational efficiencies *** ********** *** such benefits align **** *** **************** mission Reassurance ***** *** support ******** **** transitioning into *** ******* **** **** people less anxious and the ****** **** ****** *** leader *** ****** ********** ******* by ********* **** ********* *** *** ********** ** ***** concerns ******* open dialogue ***** ******* ******* *** ************* *** ***** challenges **** ************ *** ***************** of *********** stakeholders is ** **** *** *********** *** ****** ********** ******* embrace ***** involvement in *************** at the outset and ****** the ********* ******* ******** ************** *** ******* ***** *** ******** ************* ** ** 2023) Feedback ** solicited *** leaders appeal ** ****** *** ***** **** ********* *** a *********** ** *** change ****** collective ************** *** the ************** ******* ** **** *********** **** collaborative ******** ** ******** potential problems ***** ** that *********** *** ** **** ****** ******** become ********** In ******** the leadership **** *********** *** ********* for *** ****** explaining *** ** is ******** ** ******* *** ************ *** *** employees **** ************ **** ***** ***** and ********** ************ ******* *** implementation as * ********** ****** ****** than ** ******* ********* ********** when the stakeholders **** ******** ** *** ******* they **** ******* *** behavior ****** reducing ********** to ****** and ********* * ****** ******************** Progress *** ********* StrategiesIn the implementation ******* ********** **** ******* ******* the progress ******* taking *** initiative ****** the ******* ******* ********** ** continuously required ** detect ******** well in ******* and ** revise the ************** ******** **** ********* ************ ***** Gupta ***** ** ****** ******** leaders **** *** **** *********** *** ************ ***** *** measures *** ******* ******** ** *** ******** **** ** *********** in diagnosis *** treatment; ***** *********** regarding new competencies *** procedures; and operational ********** system changes and ********* ** ********* **** **** ******* **** ***** parts ******** ****** for ***** **** ** * ******* ** patient ************ or *********** *********** ** **** can take *********** ********** ******* before ****** *** *** of hand Data-driven decision-making ****** ******* to ** ******** *** ******** their ********** in **** time ** ensure implementation stays ** track ** ******* ************** **************** *** leaders ****** *** ******** ** staff *** ************ ********* ******* ******** ********* challenges *********** ** ************ *** ************** *** ******** ** implementing *** ********* ***** ********** to ******** team ******* ******* *** give them ***** training ** ********* to **** them ******* ******* make **** this ******* is ********** *** *** be ********* in *** ****** ** ******** work *** ********* ******* ********* ******** foster * ******* ** **************************** ***** *** **** ** ********** ******* improvement *** implementation ** ************** ******** ** ****** **** ******* ensure ******* *********** ** ******* ***** ***** ********* ********* ******** ************ *** ******** ******** ********** ** ******* the ****** * ******* ** ********** improvement staff ********** ********* communication ******* ******* and *********** ********* *** ****************************** * ******** * ******* * ***** Sahebihagh * * ****** Reasons *** ********** to ****** ** nursing: ** *********** review *** ******* ***** ***** ******************************************** * ****** L ******** K & ******** * (2020) ************ ** ** ************** Practice ************ ** Interpretive *********** Implementation Science Communications 1(1) 1–9 ********************************************* Z ******** S Aggarwal S & Thomas * ****** *** role ** ********** in ********** ********** *** *********** Examining ******** ******** *** *********** ************ ********* ** ********** 13(13)O’Donnell * & ***** * ***** ***** ** ********** ******* *********** PubMed; StatPearls ********** https://wwwncbinlmnihgov/books/NBK559239/Ramachandran S Balasubramanian * ***** * * ***** ** Masaeid T ****** ******* ************* *********** * ********** review Management Review ********* **** ****************************************