514 Topic 2 Discussion 1 Replies: Leadership in Healthcare
514 Topic 2 Discussion 1 Replies: Leadership in Healthcare – Differentiate between “leading” and “managing” Based on your experience in the health care industry, explain how an advanced registered nurse can lead well and provide management… Discuss potential causes of conflict occurring within health care organizations. What are some principles of negotiation and conflict resolution used by the nurse leader to address conflict…
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514 Topic 2 Discussion 1 Replies: Leadership in Healthcare
Instructions
Topic 2 DQ 1
Assessment Description
Differentiate between “leading” and “managing” Based on your experience in the health care industry, explain how an advanced registered nurse can lead well and provide management. Share at least one strategy you have used to effectively lead and manage staff within health care organizations Consider interactions with patients, team members, daily tasks, and responsibilities as you formulate your response.
Discussion Replies
Reply 1
Based on the reading and personal experience, I find that management is the deployment and utilization of resources, while leadership is the motivation and refinement of resources. Managing focuses on resource action, while leading focuses on resource growth. Managers are responsible for accomplishing the mission and leaders are responsible for inspiring and enabling those who will accomplish the mission.
My current supervisor, an ARNP, is a master at managing her time at work. Partly out of necessity for her sanity but largely out of intentionality, time management is a high priority. As Geisler (2020) quotes a colleague, “Scheduled time drives out unscheduled time.”
My supervisor’s schedule has numerous weekly meetings designed to focus on three topics: managing, leading, and learning. The intent behind each meeting is to focus on one of the three topics relative to the attendee(s). This is not to say that a meeting focused on managing does not include some element of learning or that a leadership meeting does not include some management; rather, there is a primary focus that drives the content of the meeting and any detours from that content are secondary in benefit.
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With her scheduling format, I generally know when she is approaching me as a manager or as a leader and, on occasion, when she comes to me seeking information. This gives me the assurance that time is set aside in her schedule where I will receive clear communication regarding her expectations of my responsibilities and guiding communication about personal improvement. I find her scheduling practice to be supportive and instrumental in my ability to accomplish my mission and in my personal growth. She is both managing me as a resource and leading me in intentional refinement. This is one manner in which an ARNP can lead well and provide management.
In my current position as a team lead for data abstraction, I was given the opportunity to create and implement an Inter-Rater Review (IRR) program to enhance data abstraction accuracy and efficiency. I found that the most difficult portion of this task was not the development or the actual implementation of the program (management). Interestingly, the most difficult part was influencing a change in culture from one of fear to one of safety (leadership).
During our first IRR meeting, I intentionally facilitated a review of a case I had abstracted and encouraged the team to discuss any agreement and differences they had about my work. Chegini et al. (2020) states that a lack of support from peers or colleagues is a significant factor in reporting nursing errors. By sharing my case first, I wanted to exhibit the supportive communication I knew would come.
I believed that the culture of fear was based on a paradigm that errors would result in blame and by demonstrating otherwise, I could encourage others to risk being vulnerable as well. Chegini et al. (2020) support this by stating, “a culture which sees errors as an opportunity to improve a system should replace a blame culture, in which errors are seen as personal failures.” This is what I was trying to accomplish.
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While I received much support and agreement, I did receive a significant amount of feedback regarding items that I could change to make the data more accurate. This provided me with the opportunity to demonstrate a teachable demeanor while communicating that vulnerability in the IRR process was safe and beneficial. The first meeting did not solve the culture problem right away, but it did cement a foundation of mutual respect and professional improvement that became easier and easier to build upon.
References:
- Chegini, Z., Kakemam, E., Jafarabadi, M.,& Janati, A. (2020). The impact of patient safety culture and the leader coaching behaviour of nurses on the intention to report errors: A cross-sectional survey. BMC Nursing, 19(1), 1–9. https://doi-org.lopes.idm.oclc.org/10.1186/s12912-020-00472-4
- Geisler, J. (2020, April 1). How a time management audit can help leaders bring order to their schedules: There is no one-size-fits-all approach to time management, but leaders can take vital steps by considering their duties, assumptions and preferences. Healthcare Financial Management, 74(4), 52.
Reply 2
Managers count value and leaders create value. To manage a team is to control or direct a group towards accomplishing a common goal, whereas, to lead a team is to be able to influence and motivate others and to help them to contribute to the success of an organization (Nayeer, 2014).
In the health care industry, an advanced registered nurse can utilize their knowledge and advanced skills to coordinate the best care for patients and staff alike. Nurse managers are usually not involved in patient care directly, however, they have decision making powers within organizations that directly affect the care given. Nurse leaders may focus more on the delivery of quality and safe care by implementing more evidence-based practices and better communication among team members.
As an advanced practice registered nurse (APRN), having a supervisory or managerial position is not required to demonstrate leadership and provide management. With advanced skills and knowledge, APRNs can mentor other nurses, influence others with effective communication and interpersonal skills, use evidence-based practices, utilize critical thinking skills, and be able to lead in difficult times (Nurse Manager, 2020).
As charge RN, I find myself utilizing the servant leadership style most. To be a servant leader is to “develop the skills of individual team members to inspire and motivate them” (Greenwood, 2020). Sometimes, when we have high patient acuity on our unit, I notice that the newer nurses rely heavily on people telling them what to do. They were “babied” through their residency/preceptorship as we say, and they somewhat lost their thinking skills and the ability to take initiative.
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When asked what and how to approach a clinical situation during their shift, I like to encourage them to think through the possible options and talk it out with me. This not only helps to strengthen their critical thinking, but also remind themselves that they know what they’re doing and shouldn’t doubt themselves. Instead of discouraging them by making them feel less than, or simply telling them what to do and how to do it, I want to be able to motivate them to try harder and trust themselves more.
References:
- Greenwood, H. (2020, May). A Breakdown of Nursing Leadership & Management Roles. University of St. Augustine for Health Sciences. https://www.usa.edu/blog/nursing-leadership-and-management/
- Nayeer, V. (2014, August 7). Three Differences Between Managers and Leaders. Harvard Business Review. https://hbr.org/2013/08/tests-of-a-leadership-transiti
- Nurse Manager vs Nurse Leader: What’s the Difference? (2020, February 29). The Sentinel Watch. https://www.americansentinel.edu/blog/2020/02/29/leadership-management-in-nursing-whats-the-difference/
Reply 3
Leaders and managers are both authority figureheads. Managers direct people to meet goals set by the organization while leaders lead people to meet new goals set by the leader. Managers tend to be more company-centered while leaders make people the priority (Leadership vs Management – Difference and Comparison | Diffen, 2021).
In the hospital, there are managers for every department. They are responsible for a certain list of duties. This might include tracking falls, med errors, employee evaluations, cutting costs, and patient satisfaction. They have an official title along with a specific set of goals they need to attain. Managers are tasked with controlling the group and guiding them towards a centralized goal (Leadership vs Management – Difference and Comparison | Diffen, 2021).
There are also charge nurses. They are in a leadership position. Leadership is a behavior ad way of acting that inspires a positive, enduring impact on lives, it is guided by the person doing what they believe is right and valuable. This instills a sense of authenticity and integrity inspiring others to follow this person’s lead. (Pipe et al., 2016) Although leaders have expectations from managers, it varies.
This position is fluid as it changes depending on what the issues are for the day or minute. Many times, they are the ones in charge of representing the floor nurses and patients in an unofficial role. They are often concerned with workflow issues, working conditions, and patient issues such as safety due to staffing numbers or acuity. Another important role of the nurse leader is to influence the practice environment and promote staff engagement (Pipe et al., 2016).
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I worked for many years in the hospital as a resource nurse. I found that the participative leadership style works best for me. In this leadership style, everyone is considered equal. Information is shared with everyone, and a consensus is made per the majority. I use this style often as it brings everyone together as a team (Carter, 2021). With short staffing and high stress, teamwork is necessary for patient satisfaction as well as employees.
For instance, I am a preceptor. One way I like to connect new nurses with their support staff is to have them work a shift training with the CNA’s. This gives them a new perspective of the CNA’s duties and responsibilities. When there is a workflow issue that needs to be addressed by management, I always talk to every department involved to get feedback. This helps them all feel involved and lets them know I value their input. Open communication is a way to connect with staff, patients, and providers to build rapport and trust (Carter, 2021).
References
- Bergstedt, K., & Wei, H. (2020). Leadership strategies to promote frontline nursing staff engagement. Nursing Management (Springhouse), 51(2), 48–53. https://doi.org/10.1097/01.numa.0000651204.39553.79
- Carter, L. (2021). Is The Participative Leadership Style A Good Way To Lead People? Https://Louiscarter.com/. https://louiscarter.com/participative-leadership/
- Leadership vs Management – Difference and Comparison | Diffen. (2021). Diffen.com; Diffen. https://www.diffen.com/difference/Leadership_vs_Management#:~:text=%20Leadership%20vs.%20Management%20%201%20Summary.%20Managing
- Pipe, T., FitzPatrick, K., Doucette, J. N., Cotton, A., & Arnow, D. (2016). The mindful nurse leader. Nursing Management (Springhouse), 47(9), 44–48. https://doi.org/10.1097/01.numa.0000491135.83601.3e
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