Assignment: Effective Approaches in Leadership and Management
Assignment: Effective Approaches in Leadership and Management
Assignment: Effective Approaches in Leadership and Management
In this assignment, you will be writing a 1,000-1,250 word paper describing the differing approaches of nursing leaders and managers to issues in practice. To complete this assignment, do the following:
- Select an issue from the following list: bullying, unit closures and restructuring, floating, nurse turnover, nurse staffing ratios, use of contract employees (i.e., registry and travel nurses), or magnet designation.
- Describe the selected issue. Discuss how it impacts the quality of care and patient safety in the setting in which it occurs.
- Discuss how professional standards of practice should be demonstrated in this situation to help rectify the issue or maintain professional conduct.
- Explain the differing roles of nursing leaders and nursing managers in this instance and discuss the different approaches they take to address the selected issue and promote patient safety and quality care. Support your rationale by using the theories, principles, skills, and roles of the leader versus manager described in your readings.
- Discuss what additional aspects managers and leaders would need to initiate in order to ensure professionalism throughout diverse health care settings while addressing the selected issue.
- Describe a leadership style that would best address the chosen issue. Explain why this style could be successful in this setting.
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Assignment: Effective Approaches in Leadership and Management Sample Essay
Nurses are mandated to provide high-quality care and optimal patient safety. Achieving this goal requires them to work in safe work environments free from issues that hamper teamwork and employee productivity. Nursing leaders and managers should play their roles effectively to ensure issues inhibiting patient outcomes are timely and effectively addressed. Besides, effective interventions to prevent their occurrence should be implemented and updated accordingly. Success as a nurse leader or manager requires skills and competencies such as open communication and problem-solving. The purpose of this paper is to describe the differing approaches of nursing leaders and managers to a practice issue.
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Practice Issue Description and Impacts
Workplace bullying is a severe issue in the nursing profession with far-reaching effects on care quality and patient safety. Homayuni et al. (2021) described bullying as a situation where employees are exposed to negative behaviors directed at them and feel unable to defend themselves. These behaviors could be personal or work-related. Personal behaviors include gossip and excessive criticism, while constant belittlement is a suitable example of work-related bullying behaviors. Sometimes, employees also experience physical intimidation, such as deliberately invading their private space. These behaviors could be among employees or between leaders and employees. An effective response to workplace bullying obligates nursing leaders and managers to understand the prevalence, dominant characteristics, and impacts. According to Homayuni et al. (2021), approximately 35% of nurses experience workplace bullying weekly, and about 72% of new nurses report at least an incident monthly. Typical symptoms of bullying include anxiety, distress, and depression.
Bullying hampers how nurses work and perceive their professional roles. Its effects at the individual level include high levels of health-related problems such as anxiety, irritability, and depression (Al-Ghabeesh & Qattom, 2019). These problems hamper job satisfaction, implying that nurses cannot work optimally and attend to patients as expected. A lack of job satisfaction also affects nurses’ social well-being since they cannot interact with their colleagues and enjoy work. At the organizational level, bullying is associated with a considerable decrease in nurses’ productivity due to absenteeism and sick leaves (Al-Ghabeesh & Qattom, 2019). Absenteeism affects nurse-patient ratios and could cause a work overload if not effectively addressed. All these outcomes detrimentally affect care quality and patient safety since the desired outcomes cannot be achieved unless nurses are mentally, emotionally, and physically healthy. The severity of these outcomes underlines the need for practical interventions that combine leadership skills, principles, and theories.
Demonstrating Professional Standards
Nurse leaders and managers should understand the causes, perpetrators, and victims of workplace bullying to offer practical solutions. As a result, professional standards of practice can be demonstrated by holding people accountable for their actions and promoting transparency and fairness. From a professional perspective, accountability implies being answerable for one’s actions (Saghafian & Hopp, 2019). Therefore, bullies must be held accountable and made to rectify their behaviors. Transparency has much to do with openness and honesty when addressing issues. In this case, all nurses should receive adequate information regarding policy implementation and other interventions for addressing the problem. Above all, fairness should dominate decision-making and role delegation to ensure interventions are embraced, and the resistance level is minimal.
Differing Role of Nursing Leaders and Managers
Nursing leaders and managers approach issues differently due to their differing roles. According to Joseph and Huber (2021), management entails the daily running of routine processes, while leadership is primarily about change. As a result, the role of nursing managers when addressing bullying is to ensure routine processes run as expected and that bullying does not affect nurses’ productivity. On the other hand, nurse leaders promote change by reviewing working conditions and exploring possibilities for quality improvement. Irrespective of their differing mandates, nursing leaders and managers are obliged to promote healthy and safe work environments for nurses. An appropriate management theory is Kurt Lewin’s change theory, which is centered on changing the status quo and sustaining new behaviors (Burnes, 2020). Leading by example, people-driven change and a team approach to decision-making are some leadership principles and skills that should dominate the process.
Additional Aspects Needed by Managers and Leaders
Problem-solving in nursing is multifaceted, and nurse leaders and managers require more than a basic understanding of the problem. Other aspects needed to ensure professionalism throughout diverse health care settings while addressing bullying include critical thinking, emotional intelligence, and authenticity. In nursing leadership and management, critical thinking entails knowledge and experience application to identify workplace problems (Lee & Oh, 2020). Critical thinkers then apply clinical judgments and interventions to achieve the highest patient outcomes. Emotional intelligence contributes massively to the healthy functioning of individuals and teams. Emotionally intelligent leaders are sensitive to their own and others’ emotions and psychological well-being (Lambert, 2021). This makes them develop effective relationships with colleagues and other crucial team members. Authenticity is centered on building genuine relationships and building trust. Its fundamental principles are genuineness and honesty.
Appropriate Leadership Style
Leadership styles have different principles and outcomes. The best style for addressing workplace bullying is the transformational approach, whose central philosophy is encouraging and inspiring employees to develop innovative ways of delivering high outcomes. According to Mills et al. (2019), transformational leaders are charismatic and inspirational with their followers as they challenge them to do their best in challenging environments. Since transformational leaders engage employees, it is possible to work together to identify issues causing bullying and develop innovative solutions. For instance, leaders and employees can work together to design a zero-tolerance policy to transform the workplace into a safe work environment. This approach is the best for addressing bullying since employees trust and respect transformational leaders (Mills et al., 2019). The approach is also associated with more positive leader-employee relationships, leading to fewer instances of workplace bullying.
Conclusion
The current workplace is awash with many issues hampering patient outcomes. Workplace bullying is widespread, and nurses experience it differently. Potential effects include job dissatisfaction, workplace stress, absenteeism, and depression. Since these outcomes profoundly impact care quality and patient safety, nurse leaders and managers should implement effective, sustainable solutions. Such solutions are best achieved when leaders and employees work together to solve common problems. As a result, the transformational leadership style would be the most effective when addressing bullying. Nurse leaders and managers also need critical thinking skills, emotional intelligence, and authenticity to achieve the desired results.
References
Al-Ghabeesh, S. H., & Qattom, H. (2019). Workplace bullying and its preventive measures and productivity among emergency department nurses. Israel Journal of Health Policy Research, 8(1), 1-9. https://doi.org/10.1186/s12913-019-4268-x
Burnes, B. (2020). The origins of Lewin’s three-step model of change. The Journal of Applied Behavioral Science, 56(1), 32-59. https://doi.org/10.1177/0021886319892685
Homayuni, A., Hosseini, Z., Aghamolaei, T., & Shahini, S. (2021). Which nurses are victims of bullying: the role of negative affect, core self-evaluations, role conflict and bullying in the nursing staff. BMC Nursing, 20(1), 1-9. https://doi.org/10.1186/s12912-021-00578-3
Joseph, M. L., & Huber, D. (2021). Leadership and nursing care management-e-book. Elsevier Health Sciences.
Lambert, S. (2021). Role of emotional intelligence in effective nurse leadership. Nursing Standard, 36(12), 45–49. https://doi.org/10.7748/ns.2021.e11782
Lee, Y., & Oh, Y. (2020). Levels, antecedents, and consequences of critical thinking among clinical nurses: a quantitative literature review. Journal of Educational Evaluation for Health Professions, 17, 26. https://doi.org/10.3352/jeehp.2020.17.26
Mills, C. B., Keller, M., Chilcutt, A., & Nelson, M. D. (2019). No laughing matter: Workplace bullying, humor orientation, and leadership styles. Workplace Health & Safety, 67(4), 159-167. https://doi.org/10.1177/2165079918811318
Saghafian, S., & Hopp, W. J. (2019). The role of quality transparency in health care: Challenges and potential solutions. NAM Perspectives, 2019, 10.31478/201911a. https://doi.org/10.31478/201911a
