NURS 513 Topic 5 DQ 2: SELECT ONE THEORY DISCUSSED DURING TOPICS 4 AND 5
NURS 513 Topic 5 DQ 2: SELECT ONE THEORY DISCUSSED DURING TOPICS 4 AND 5
Topic 5 DQ 2
Select one theory discussed during Topics 4 and 5. Describe how this theory applies to your future role in advanced nursing practice (individuals, families, communities, and special populations)? Why or why not? Use examples from your current practice to illustrate differences or similarities.
Describe an ineffective leadership trait you have observed in your career. List some strategies you believe you will use as a future leader. Answers are voluntary but do count towards one of your three substantive posts for the week if you meet the 200-word minimum requirement
I am looking forward to hearing all of my classmates’ answers, as I know we have all unfortunately experienced an ineffective leader in one way or another. However, just as we discussed last week, as Florence Nightingale said, mistakes bring wisdom. So, optimistically we are able to learn from the errs of their ways and move forward on a better and more successful path. “Leaders create a culture of ownership and investment in the collective action of work, helping to build a community around the purposes of work and deepening the understanding of the relationship among individual work activities, the collective convergence of that effort, and its power to make a difference (Malloch, et al., 2019).” If a leader is unable to positively influence and encourage those around them, they may be “managing” and not “leading”.
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An ineffective leader can quickly lead to distrust, and work failures. Specifically, an ineffective leadership trait that I have been exposed to in my career has been a leader or manager who is an over delegator. This person in particular was so far removed from bedside, which I believe made them uncomfortable, as they did not actually know what they were doing. In turn, this leader over delegated to cover up their ineptitude, instead of actually getting to the bottom of the problem themselves. This leader unfortunately did not build up credibility with the staff and was often not trusted even though the intent may have been good.
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Malloch, K., Mangold, K., Porter-O Grady, T. & Weberg, D. (2019). Leadership in nursing practice: Changing the landscape of health care (3rd ed.). Burlington, MA: Jones & Bartlett Learning. ISBN-13: 9781284146530
“In turn, this leader over delegated to cover up their ineptitude, instead of actually getting to the bottom of the problem themselves. This leader unfortunately did not build up credibility with the staff and was often not trusted even though the intent may have been good.”
This is not only wrong ethically but also very sad.
It’s sad when this post immediately reminds me of a previous nurse manager. One of the reasons I left my previous bedside nursing position was due to management. This manager was focused on herself and was not an advocate for the nurses who worked under her. She had no experience on our floor and did not advocate for safe nurse-patient ratios. We would be slammed, and she would come in to “help” and not have access to any of the medication rooms or know any of the processes we followed. It was very frustrating! I think as a leader it is important to know the processes and what work your team does and be able to assist in all aspects.
I have worked along assistant managers and managers who knew the processes and how to take care of a patient from admit to discharge. In nursing this is essential in a leadership position. How can you know appropriate staffing, appropriate ratios, and what is going on if you have no experience in the job the nurses you oversee are doing. Other things I believe are important is open communication, advocating, and good listening skills. Being a leader doesn’t mean you stop listening. Those who work in the nitty gritty know what the issues are and are essential in improving processes. (word count: 220)
My experience with my leadership so far has been mostly positive. There was one instance that I will never forget when this executive leader, who is supposed to hold one of the highest positions in the hospital, came to visit our unit during our morning huddles. We discussed the new staffing method the hospital is about to implement, known as the NHPPD (Nursing actual Hours Per Patient Day) method. Of course, questions about patient acuities came up. Our unit is known for caring for acute medical psyche geriatric patients and is the designated acute medical-surgical- COVID unit. Our concern, of course, is patient acuities.
The presenter did not answer many of our questions directly or clearly. Finally, the executive leader said, “If you are not happy with the staffing method, the door is open for you.” For us staff, it simply means shut up and suck it up, or you may be free to resign. I understand that being a leader is stressful, and you may not be able to please everybody, but still, you are being looked up to, and your knowledge, decisions, and attitude as a leader your subordinates are following as an inspiration. Patience is a virtue. A leader should be a force to calm down and bring balance. People look up to you for answers and solutions if there is an issue. Clearly, that leader did not show patience or compassion to her staff.
“I think as a leader it is important to know the processes and what work your team does and be able to assist in all aspects.”
So true!! At the organization where I work the Chief Nursing Officer (CNO) has never been a bedside nurse. She has always been in administration. I think it’s very easy to sit up in the high office and dictate all the things that nurses should be doing when you never had to perform them. Don’t get me wrong, I’m aware of the tedious schedule of the CNO but just a little more respect for the bedside nurse goes a long way. I understand hospitals are big on patient satisfaction scores, so they require the communication board to be updated, they require hourly rounding which I know helps to keep down call lights as well as anticipates the needs of the patients but if the patient to nurse ratio is 7:1 or 8:1 it’s extremely difficult to provide these patients with quality care.
Upper management constantly pushing discharges to get in new patients, inserting new procedures and policies for the nurse to fulfill but there is no manpower. Then the constant questioning about the why seems to me a bit patronizing. A patient is complaining about the quality of care they’re receiving but the counter is why wasn’t the board updated? I too think administrators need to have a rotation where they come and work on the floors so they can get a feel of what to do to help because how can they effectively advocate for positive change if they’ve never experienced the negative firsthand (What Does a CNO Do?, 2018).
I am looking forward to hearing all of my classmates’ answers, as I know we have all unfortunately experienced an ineffective leader in one way or another. However, just as we discussed last week, as Florence Nightingale said, mistakes bring wisdom. So, optimistically we are able to learn from the errs of their ways and move forward on a better and more successful path. “Leaders create a culture of ownership and investment in the collective action of work, helping to build a community around the purposes of work and deepening the understanding of the relationship among individual work activities, the collective convergence of that effort, and its power to make a difference (Malloch, et al., 2019).” If a leader is unable to positively influence and encourage those around them, they may be “managing” and not “leading”.
An ineffective leader can quickly lead to distrust, and work failures. Specifically, an ineffective leadership trait that I have been exposed to in my career has been a leader or manager who is an over delegator. This person in particular was so far removed from bedside, which I believe made them uncomfortable, as they did not actually know what they were doing. In turn, this leader over delegated to cover up their ineptitude, instead of actually getting to the bottom of the problem themselves. This leader unfortunately did not build up credibility with the staff and was often not trusted even though the intent may have been good.
It’s sad when this post immediately reminds me of a previous nurse manager. One of the reasons I left my previous bedside nursing position was due to management. This manager was focused on herself and was not an advocate for the nurses who worked under her. She had no experience on our floor and did not advocate for safe nurse-patient ratios. We would be slammed, and she would come in to “help” and not have access to any of the medication rooms or know any of the processes we followed. It was very frustrating! I think as a leader it is important to know the processes and what work your team does and be able to assist in all aspects.
I have worked along assistant managers and managers who knew the processes and how to take care of a patient from admit to discharge. In nursing this is essential in a leadership position. How can you know appropriate staffing, appropriate ratios, and what is going on if you have no experience in the job the nurses you oversee are doing. Other things I believe are important is open communication, advocating, and good listening skills. Being a leader doesn’t mean you stop listening. Those who work in the nitty gritty know what the issues are and are essential in improving processes. (word count: 220)
My experience with my leadership so far has been mostly positive. There was one instance that I will never forget when this executive leader, who is supposed to hold one of the highest positions in the hospital, came to visit our unit during our morning huddles. We discussed the new staffing method the hospital is about to implement, known as the NHPPD (Nursing actual Hours Per Patient Day) method. Of course, questions about patient acuities came up. Our unit is known for caring for acute medical psyche geriatric patients and is the designated acute medical-surgical- COVID unit. Our concern, of course, is patient acuities.
The presenter did not answer many of our questions directly or clearly. Finally, the executive leader said, “If you are not happy with the staffing method, the door is open for you.” For us staff, it simply means shut up and suck it up, or you may be free to resign. I understand that being a leader is stressful, and you may not be able to please everybody, but still, you are being looked up to, and your knowledge, decisions, and attitude as a leader your subordinates are following as an inspiration. Patience is a virtue. A leader should be a force to calm down and bring balance. People look up to you for answers and solutions if there is an issue. Clearly, that leader did not show patience or compassion to her staff.
So true!! At the organization where I work the Chief Nursing Officer (CNO) has never been a bedside nurse. She has always been in administration. I think it’s very easy to sit up in the high office and dictate all the things that nurses should be doing when you never had to perform them. Don’t get me wrong, I’m aware of the tedious schedule of the CNO but just a little more respect for the bedside nurse goes a long way. I understand hospitals are big on patient satisfaction scores, so they require the communication board to be updated, they require hourly rounding which I know helps to keep down call lights as well as anticipates the needs of the patients but if the patient to nurse ratio is 7:1 or 8:1 it’s extremely difficult to provide these patients with quality care.
Upper management constantly pushing discharges to get in new patients, inserting new procedures and policies for the nurse to fulfill but there is no manpower. Then the constant questioning about the why seems to me a bit patronizing. A patient is complaining about the quality of care they’re receiving but the counter is why wasn’t the board updated? I too think administrators need to have a rotation where they come and work on the floors so they can get a feel of what to do to help because how can they effectively advocate for positive change if they’ve never experienced the negative firsthand (What Does a CNO Do?, 2018).
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