Concepts in Nursing Leadership – Conflict and conflict resolution Annotated Bibliography

Read 3 scholarly articles on conflict resolution
Summarize and critically analyze each article separately (250-300 words each)

For each article determine the following:
Comprehension: Introduce the article in your own words
Application: Apply the research findings or article to course concepts
Analysis: Share objective and subjective analysis of article
Evaluation: Summarize the value of the content to nursing leadership and nursing

Annotated Bibliography

Beitler, L. A., Scherer, S., & Zapf, D. (2018). Interpersonal conflict at work: Age and emotional competence differences in conflict management. Organizational Psychology Review, 8(4), 195-227.

The authors of the article address the relationship between Emotional competence (EC) age and conflict management.  One of the most severe stressors in life is the prevalence of interpersonal conflict yet, it is a common phenomenon particularly at work.  Ideally, interpersonal conflict occurs when people’s needs and interests are incompatible, and due to negative emotions that can lead to real or perceived misunderstanding. Therefore, it is imperative to manage it appropriately to minimize its effects.  According to research, older people manage conflict better as compared to the younger ones. Generally, older adults face fewer problems and interpersonal conflicts in their relationships since they pursue and are determined to maintain harmony and cohesion in their relationships. Concepts in Nursing Leadership – Conflict and conflict resolution Annotated Bibliography. Further, in a work environment, older employees apply constructive conflict redressal strategies in dealing with and managing workplace conflicts.

The findings of the research are important since they highlight the importance of older employees in an organization.  although it is unclear some of the strategies used by older employees as well as the mechanisms that give age an edge in conflict management, one possible behavioral mechanism used on conflict management could be the expertise to manage emotions connected with conflict which is regarded as emotional competence. Thus, making age a major contributing factor to effective conflict management due to its relationship with EC. Evidently, people become more emotionally competent as they grow older.

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The objective of the article was to establish the relationship between age and EC by focusing on and assessing 195 studies that concentrated on working participants. The studies showed that emotional competencies for older people are better as compared to the young workers in various dimensions. Mainly, they can perceive, understand, and regulate their emotions and comprehend other people’s emotions.

Emotional competence is necessary for attaining effective leadership in healthcare institutions and significantly contributes to successful operation and good functioning. Therefore, nurses are required to improve on their emotional skills and should acquire skills, knowledge, and attitudes that are essential for comprehending and managing their as well as other people including patient’s emotions. As a result, they will achieve positive goals, maintain positive relationships and make accountable decisions Concepts in Nursing Leadership – Conflict and conflict resolution Annotated Bibliography.

Erdenk, N., & Altuntaş, S. (2017). Do personality traits of nurses have an effect on conflict management strategies?. Journal of nursing management, 25(5), 366-374.

A healthcare environment is a place that is constantly faced with change. Mostly, there is interaction with people from different backgrounds thus making it an environment full of conflicts. Usually, nurses are more susceptible to conflicts since they work with other team members such as manager nurses, other nurses, and patients as well as their relatives. Due to uncertainties associated with duties, responsibilities, power and status differences, team member’s incompatibility, lack of resources, and stress at work can easily cause conflict in the workplace. Therefore, to deal with this situation and minimize the negative impact of conflict on patient care and turn it into a positive experience, it imperative for nurses to use constructive conflict management strategies to deal with the problems.

The findings of the study showed that 52% of nurses’ encounter conflict mostly with the patient’s relatives since they play a direct role in patient care. Generally, they are allocated about 16 patients per day thus, causing a constraint in time and are unable to allocate adequate time to patient care. As a result, they face conflict with the patient’s relatives. Similarly, the findings of the study showed that nurse managers experience conflicts mainly due to workload.  The personality traits of nurses mainly fall under openness and conscientiousness.  The findings showed that people with a high sense of conscientiousness are self-disciplined, rigorous, goal-oriented, consistent, ambitious, planned, decisive, results-oriented, and reliable. On the other hand, people who have openness as a personality trait are independent, flexible, analytical, love change, creative, and open to development and change. Therefore, the findings showed that most nurses are independent, self-disciplined, responsible, autonomous, and open to change.

The objective of the article was to evaluate the impact of nurse’s personality traits on conflict management. Since most nurses are women, they tend to all use the same conflict management strategies. Primarily, they use integration strategy to manage conflicts. Ideally, the strategy is based on the exchange of information, openness, and the generation of acceptable remedies to build a conducive environment.

The concept of personality traits can be linked with nursing leadership, whereby the manager nurses are expected to offer training, education, and workshops to empower and teach nurses on the available conflict redressal strategies and skills depending on one’s personality.

Johansen, M. L., & Cadmus, E. (2016). Conflict management style, supportive work environments and the experience of work stress in emergency nurses. Journal of Nursing Management, 24(2), 211-218.

The authors of the article wanted to investigate the relationship between work environment and conflict management techniques by nurses working in the emergency department. Evidently, emergency department nurses work in a highly stressful environment where conflict is inevitable. Mainly, the environment requires them to care for critically ill patients, participate in end-of-life situations, unprecedented patient deaths, and resuscitative attempts. Therefore, these nurses crave a supportive work environment to help manage work-related stress.

The findings of the study showed that a supportive work environment has a direct impact on lowered nurses’ stress.

Further, nurses who use avoidant conflict management styles are likely to face work stress. However, those that embraced dominating and integrating conflict management styles experience less work stress. Concepts in Nursing Leadership – Conflict and conflict resolution Annotated Bibliography

The objective of the study was to establish the relationship between work environment and stress among emergency department nurses and some of the conflict management styles they normally adopt. Since most use avoidant conflict management style, it was observed that it can be a contributing factor to trends that compromise the quality of patient care and thus, undermine the promotion of quality patient care.

Nursing leadership is required to document the work-related stress for emergency department nurses and establish administrative strategies for minimizing work stress. For example, they can issue work stress surveys periodically, analyse the data of the existing employees such as illness logs and injury as well as tracking the nurse’s patterns. This way they can create a supportive work environment that will help in stress reduction Concepts in Nursing Leadership – Conflict and conflict resolution Annotated Bibliography.

Collective Bargaining and Nursing Leadership Essay

Watch the three-part California Nurses Association History videos and determine the role of leadership in the success of this organization

Review the expectations outlined in the Writing Assignment Rubric–I have attached this as well

The paper should include in the review:

Comprehension: Briefly summarize the efforts and outcome of the CNA.
Application: Relate core leadership concepts to the success of the CNA. Include the relationship of empowerment, government, and cultural competency to the struggles and success of the CNA.
Analysis/Synthesis: Clarify understanding of the variables contributing to the success of the CNA group’s efforts.
Evaluation: Summarize the efforts of the CNA as a model to enhance APRN practice.

Review the expectations outlined in the Writing Assignment Rubric (see below). The Leadership and Success of the CNA Paper should be 3–4 pages long

Your paper should include in the review:

Comprehension: Briefly summarize the efforts and outcome of the CNA.
Application: Relate core leadership concepts to the success of the CNA. Include the relationship of empowerment, government, and cultural competency to the struggles and success of the CNA. Collective Bargaining and Nursing Leadership Essay
Analysis/Synthesis: Clarify understanding of the variables contributing to the success of the CNA group’s efforts.
Evaluation: Summarize the efforts of the CNA as a model to enhance APRN practice.

 

Watch the three-part California Nurses Association History videos and determine the role of leadership in the success of this organization.

I am including the transcripts of the videos below—if/when citing this video, please cite, “CNA Video” and I will edit it in on my part

California Nurses Association Part 1 Video Transcript

Speaker 1: I’ve always wanted to be a nurse.

Kay McVay: As far as women were concerned, in those days you were either a teacher, a secretary, or a nurse.

Speaker 3: Deciding between do I want to be a doctor or nurse, and for me, the nursing was the part where they got to spend the most time with the patients.

Speaker 4: That was something I wanted to do. I wanted to be a caregiver. I wanted to make a difference in people’s lives.

Speaker 5: Throughout the past century, nurses have been caring for the sick, the injured, the dying. They had advocated for their patients, and for the right of everyone to receive adequate healthcare. But nurses found that they had to fight to win respect for their work, and to have a say in how healthcare is delivered. It is a fight that has continued for 100 years.

Deborah Burger: It’s not just a union, or a professional organization. It’s a social movement.

Speaker 5: The 96 nurses who gathered in San Francisco to found CNA knew that only by being organized could they gain control over their work. Their first concerns were professional: to establish strict education and licensing guidelines. But hospitals controlled the delivery of healthcare. They used unpaid student nurses with only a few nursing supervisors, affording graduates few opportunities to do hospital work. Most sought employment as private-duty nurses. They used the association-run registries, and by 1927 more than 6,000 RNs had joined CNA.

In the 1930s, most private-duty jobs disappeared, and the massive unemployment forced hospitals to start hiring RNs. These staff nurses worked long hours for low pay, and they had little means to pay for healthcare if they themselves got sick.

Workers everywhere were organizing, and for nurses, too, workplace issues were now their greatest concern. But CNA’s parent organization, the American Nurses Association, urged RNs not to join unions. CNA was in a bind; they knew they had to respond to the staff nurses’ urgent needs, or they would lose them to non-RN unions. The Association drafted an economic security program with minimum salary and benefit guidelines. But the administrators and educators who ran CNA asked hospital managers to comply with the guidelines voluntarily, a strategy that would prove short-sighted.

During World War II, RNs signed up to serve. They took care of the tens of thousands of sick and wounded. They were hailed as heroes. On the home front, other women entered the workforce and earned real living wages. But hospitals offered RNs such meager salaries that thousands left the profession.

CNA seized the opportunity. In 1946, it did what no state nurses association had ever done: it signed a collective bargaining agreement with six San Francisco area hospitals. The terms were groundbreaking for their day: a 40 hour work week, employer-paid health insurance, and a minimum salary of $200 per month. But the contract did not win respect, nor did the makeover that was changing the face of medicine in the 1950s and ’60s. New life-saving drugs, technologies, and procedures gave RNs important new tasks, but nursing was still dismissed as women’s work.

Kay McVay: The doctors were gods. You were supposed to stand and give them your chair when they came in, and if they wanted coffee you were to get it for them. And you waited on them. We were the handmaidens of the physicians.

Wilma McCarthy: We had to do something. We weren’t able to go out on strike, ’cause it wasn’t in our contract. So the only thing left that CNA could recommend to us was a mass resignation.

Speaker 5: The mass resignations were handed in by Wilma McCarthy, who became the nurses’ spokesperson. She said, “The nurse has assumed duties once only doctors performed: intravenous feeding, blood pressure, cardiac resuscitation, administering drugs intravenously. She often performs these functions through two straight shifts, yet earns less than the hospital gardener.”

Wilma McCarthy: This is what really stuck in my craw. Obviously they value their bushes-

Margaret Yu: I was gonna say-

Wilma McCarthy: …more than they do their patients.

Margaret Yu: …they took awfully good care of those bushes.

Wilma McCarthy: [crosstalk 00:05:16] Yes they did.

Barbara Mauser: Well it wasn’t easy to walk off your job, and to do it willingly and with all this feeling of trepidation. What’s gonna happen, are we gonna get our jobs back?

Margaret Yu: The doctors just could not believe that the nurses at Eden would do such a terrible thing. And there were so many that said, “It’s not gonna succeed. It’s not gonna succeed. You folks should just go back to work.”

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Speaker 5: But the nurses stayed out for five days. The hospital finally granted substantial pay increases. The Eden RNs’ creative use of collective action had worked.

Wilma McCarthy: It encouraged other people then. Oh, if we could do it, by God they could do it too.

Margaret Yu: Yeah. You know-

Speaker 5: Inspired by the success of the Eden nurses, 2,000 other Bay Area RNs threatened to resign, and they too won big contract gains. Later that year, CNA rescinded its no-strike policy.

Beth Mar: I was working and followed it very closely on television, and never expected to work here, and I was a little surprised. I’d been working about a year when I found out these were those terrible nurses that went out on strike, and I just…I felt really honored to be there, because they really started the ball rolling for nurses all over the nation.

Gloria O’Shea: We read an ad in the paper that said, “Safeway checkers wanted for $550 per month.” We took a look at what we were making, which was only $350 per month. Nurses didn’t strike, but we said, the heck with that. Something has to be done.

Speaker 5: CNA’s first strike involved 550 RNs at five Bay Area hospitals. At issue were the patient care committees.

Gloria O’Shea: There were patient care committees but the staff nurses were never involved in those.

Kay McVay: It was the very beginning of staff RNs, bedside RNs, being able to have some say into how healthcare was delivered to the patient.

Speaker 5: But maintaining these professional performance committees, or PPCs, became a continuing battle. In 1974, 4,000 RNs from 42 northern California hospitals went on strike. After three weeks, they hammered out a contract, then convened at San Francisco’s Cow Palace to vote on it.

Kay McVay: When I went into the Cow Palace and there were people from all over, all these facilities, all these hospitals. For women to be there, to be that active, to be that involved, it was wonderful. And I think every other nurse that was there was feeling the same kinds of things. It was liberating.

 

California Nurses Association Part 2 Video Transcript

Trande Phillips: The uniform which you got a picture of, it was a blue and white striped pinafore. The hospital laundry would starch the apron and the bib, and then we had to attach the bib and the apron together on the inside with safety pins. And our pinafores were so heavily starched that when we would get them back in the hospital laundry, we would stand them up in the corner.

Speaker 2: A good union is worried about social issues. They worry about people.

Narrator: RNs looked for ways to use their newly won power to improve patient care.

Trande Phillips: We had to somehow have some type of a staffing system, where we could safely ensure patients would get the care they needed. And so the first place that we fought that battle was in the Critical Care Units.

Narrator: CNA proposed legislation requiring that there be at least one RN to take care of every two critically ill patients.

Trande Phillips: It was a major battle. We had to fight the bureaucrats, we had to fight the hospitals, we had to fight the politicians. Everybody said it couldn’t happen.

Narrator: The odds were against, but CNA prevailed. Their critical care ratios were the first in the nation, but the staffing battle would continue for the next quarter-century.

By the 1980s, greed was good in America and hospitals had become big business. The corporatization of healthcare had dramatically escalated.

Malinda M.: When Good Samaritan was bought out by a corporation, that’s when we started to see tremendous changes. They had massive layoffs, nurses were given more patients to care for. If you had some issues about some of the nursing care and you came to them and express those concerns, they would say to you, “If you don’t like it, you can always go elsewhere.”

Narrator: To cut cost and maximize profits, the healthcare industry restructured its workforce. Hospitals hired less trained workers to take over duties previously done by RNs.

Martha Kuhl: My Hospital management decided unilaterally to layoff 20% of all the registered nurses and replace them and other skilled hospital healthcare workers at the same time with lower-paid, what we called unlicensed assistive personnel. And that was a huge change in our working conditions. The move to remove nurses from the bedside would not only just change the nature of the profession for me, but it would make it much more detrimental to our patients.

Speaker 6: In the hospital, there was no longer that supportive structure for the patient and the nurse. They removed that so that they could have their bottom line. So CNA, as an organization, had to step in and fill that void.

Narrator: But CNA was having problems of its own. The staff RNs, now 90% of CNAs members, were strongly opposed to restructuring while CNA’s board of directors supported it.

Malinda M.: The board was basically comprised of educators, managers, people that really weren’t the ones that were at the bedside giving the care to the patients. And they really didn’t know or understand what the needs were of the nurses and really of the patients.

Narrator: The conflict between direct care nurses and the board reached a breaking point during the Summit Strike. All hospital workers walked out for the right to support each other.

Martha Kuhl: We actually were attempting to work together with all the other labor unions in healthcare, and raise a standard for all healthcare workers. And I think that was threatening to them because they always thought that we were somehow better than separate than different interest than other healthcare workers.

Marilynne K.: The last straw I think was when they fired our staff just before Christmas.

Martha Kuhl: They fired a lot of Staff who they thought were actually in control of this movement, but really it was the nurses, and the nurses essentially rose up and said, “No, that’s not okay. We were going to get our staff back.” So we ran a slate of officers for the board of directors.

Marilynne K.: We won the election. We booted out of the ward. They couldn’t believe that we had done it. They could not believe it. We were ecstatic and we were all so scared. Very scared. What have we done? This real big organizational. What will staff nurses know about running something.

Martha Kuhl: Because nurses area of expertise is patient care and that’s what we do all the time, we know all about that. And we’re very good at advocating for our patients, but many of us do not have a labor background, and there’s labor staff, we’ve hired some really fantastic staff who come out of the labor movement, Rose Ann DeMoro is one of those.

Rose Ann DeMoro: You had the nurses as patient advocates with the power and the finances at this point in time, now they control the organization. They can use all of the resources to fight for their patients and fight for themselves, for the first time in history. You had staff who had phenomenal, phenomenal skills and backgrounds. And coming together with the registered nurse, putting together strategies, tactics, passion, politics, all of it coming together. And I can tell you from our perspective, it was a perfect fit. From the healthcare industry, it was the perfect storm.

It was the seminal moment in history I think for Registered Nurses Associations across the country because the registered nurse rose up, they said, “No more.” We are taking control.

Speaker 2: When we took over, it was a battle about how patients reviewed and how healthcare was delivered.

Narrator: With frontline nurses in charge, CNA focused on patient advocacy. The patient watch program help those who are harmed by unsafe medical practices. CNA co-chaired a state initiative that would have established asingle-payer healthcare system. Then in 1995, CNA shock the nursing world by cutting its ties with the American Nurses Association.

Martha Kuhl: It did make a huge splash in nursing because ANA purports to speak for nursing nationally in America, and it doesn’t actually.

Speaker 6: We realized that we were handicapped by belonging to ANA because they were going along with the industrialization of healthcare.

Martha Kuhl: So it seems silly that we went to all the trouble to take over CNA to change the direction of protecting our jobs and protecting our practice and patient care, and then send, at the time, a million and a half dollars a year to this organization that then was trying still to remove us from the bedside.

Marilynne K.: That was a very powerful time because that enabled us to have the funds to go on and organize CNA as we wished it be organized.

Narrator: Now totally independent, CNA set out to establish a new identity.

Martha Kuhl: I would say the biggest change is that we said we would focus on the members’ concerns. Those members are going to come to the forefront, they’re going to set the direction of CNA, they’re going to set the direction for their professional practice, they’re going to set the direction in the kinds of legislative battles we had in Sacramento.

Narrator: The RNs of CNA turned out one patient oriented reform after another. They joined forces with consumers for HMO reform and a patient’s Bill of Rights. They sponsored laws strengthening the RN’s role in patient care and giving workers who expose unsafe conditions in hospitals whistleblower protection.

Speaker 2: There is nothing that we do that does not have something to do with patient care. Ratios, Whistleblower Bill, it’s so that we can deliver better care. We believe, fully believe that it’s going to be the nurses, the RNs who will lead the change in healthcare.

Narrator: In their mission to put patients first, CNA nurses faced a monumental battle with the biggest HMO in the country.

Zenei Cortez: We, us Kaiser nurses, always was the first one to negotiate our contract, and then all of the hospitals will follow afterwards. So we really needed to fight not only for the Kaiser nurses, but for all of the RNs in California and even the United States.

 

California Nurses Association Part 3 Video Transcript

Speaker 1: One of the things that led up to the Kaiser strike was the fact that Kaiser as an organization and really made a conscious decision to devalue the roll of registered nurses and their hospitals and clinics.

Speaker 2: The first day of bargaining they immediately told us we are taking away 15 of your benefits. And so that sort of set the tone.

Speaker 3: The takeaways Kaiser proposed were staggering. The giant healthcare provider seemed to disregard its employees’ rights and its patients’ needs.

Rosemary: It was the quality of care that was the issue. And I believe the good old boys thought well if we give these little girls some money, they’ll just go away and be with their good act taking care of people. Well that wasn’t the case and they found out soon enough.

Deidra: The registered nurses here at Kaiser have gone on strike. Rosemary Wood has been working as a registered nurse for Kaiser for 25 years.

Rosemary: This is about the quality of care that patients are not getting. In the last three years or less, 1400 registered nurses have been laid off.

Speaker 6: We worked out a strategy to get the public and our patients behind us. We ended up going out on a series of six one to two day strikes throughout northern California that galvanized not only the nurses but the community and our patients.

Deidra: Kaiser nurses are now more than 15 hours into their 24 hour walk out.

Stan: Managers of Kaiser hospitals throughout northern California are bracing tonight for another nurses strike.

Mike: The issue here is quality of care. Kaiser’s registered nurses say that care has been compromised by recent cutbacks.

Speaker 6: And each time we came back from those strikes there was even more support when I was on the advice phones. The patients would say way to go. Keep fighting. Don’t let them take you out on this one. You’ve really got to fight for us.

Speaker 3: And fight they did. Never knowing whether they could outlast the HMO Goliath. One day after 18 months of bargaining, they had their answer.

Speaker 2: They went out for a caucus and when they came backthey said everything that you have asked for we’re giving you and we’re like is it over. Is this real? Are we dreaming?

Speaker 3: CNAs victory made headlines. The California RNs hadwon a new role as patient care watch dogs while proving to the nation that they were a force to be reckoned with.

Speaker 6: Once we had beat Kaiser it was like we can beat the world because we took on kaiser and we won.

Speaker 2: We maybe small in size but we think big, we fight long and hard.

Speaker 1: It really became an incredible bond of the nurses and the patients and their families together fighting Kaiser Permanente. And it really made me understand that its power of people working together totally focused and committed.

Rosemary: It was really a history making time that if I had to do it over again you bet I would.

Speaker 9: These are the women and men who have really transformed history and they’ve opened a door that can never be closed again.

Speaker 3: CNAs three decade campaign for hospital wide RN to patient ratios would reach a climax with AB394.

Speaker 6: It started bringing nurses in out of the woodwork andreally got nurses involved in lobbying.

Speaker 10: I wrote letters to the elected officials. I participated in the rallies, the rally at Sacramento where we had it was just amazing. Just that capitol rotunda was just filled with registered nurses.

Speaker 11: These nurses’ hands save lives. But today they join together in the state capitol to try and lower the nurse to patient ratio.

Speaker 1: There was such enthusiasm that spontaneously people burst into the capitol building. And they started to march through the capitol building chanting that they wanted ratios that they were going to win. That this had to happen.

Speaker 10: We had senators coming out talking to them, letting them know that in the capitol in the senate they could hear us out there chanting and it gave nurses, it showed them how much power they actually had.

Speaker 3: Ab394 passed, was signed into law by the governor and has become a model for RNs and patients across the nation and throughout the world.

Speaker 12: The more members we have, the louder the voice for patient care will be.

Speaker 6: We realized that the only way we were going to enforce one level of care for all patients in California was to organize not only just in northern California but in southern California as well.

Speaker 3: Organizing was successful like never before. CNA doubled its ranks in less than a decade winning victories in one facility after another including the two largest hospitals on the west coast.

Margie: It’s a really exciting time in southern California right now. The nurses are really energized and the landscape has changed and we are going to have CNA in every hospital in southern California in fast order.

Speaker 9: It’s really no surprise that we doubled the membership in the last eight years. What the registered nurses see in CNA is an organization that will fight unrelenting for the right of the registered nurse to advocate for patients. That’s what they love. That’s why they come here. If you look at the history and you see the courage and commitment and the dedication and the fight, the CNA nurses are really willing to do whatever it takes to transform healthcare and provide better patient care. Because collectively registered nurses frankly are unstoppable.

 

 

 

Here is an additional source of info—if you use this, just cite “Labor relations” and I will edit it on my part

Labor Relations and Collective Bargaining Lecture Transcript

Slide 1

This slide presentation is on Labor Relations and collective bargaining.

Slide 2

In this PowerPoint presentation, the objectives are:

To understand the process of collective bargaining.
To outline some of the history of collective bargaining in nursing in the United States.
To identify and define key terms in collective bargaining and Labor Relations.
To cite major labor law legislation in the US.
To examine the pros and cons of organizing in nursing.
And to understand and state the implications for nursing leadership in the management of collective bargaining and Labor Relations issues.

Slide 3

Why is it important to know about labor unions? When we look across the United States, about 25% of the nurses in the US are represented by a union. As leaders, we may be responsible for managing Labor Relations in a unionized environment. We need to understand the laws related to Labor Relations management.

Slide 4

Our definition for the process of collective bargaining is “collective bargaining consists of a process of negotiations between the management of an organization and a group of employees, typically represented by a labor union. Management and employees negotiate over terms and conditions of employment, and they attempt to reach an agreement on items that the employees believed to be fair and management believes it can live with in terms of the organization’s operational needs and the financial resources of the organization.” The negotiated terms and conditions of employment are spelled out in a document that we call a collective bargaining agreement or a CBA.

Slide 5

The process of collective bargaining, which is a major component of labor relations, this process is governed by federal and state laws. It involves negotiation of formal labor agreements. It includes managing the implementation of a written contract or document called the CBA. Concerns responding to grievances and it also concerns responding to arbitrations, if they should be filed. It is very important that we consider parity for non-represented employees in terms of wages and scheduling, and this means whatever is afforded to an employee in a collective bargaining agreement we have to think of the fairness, the equity, the parity of this in regards to other employees who are in a like work situation.

Slide 6

As far as managing Labor Relations, we know that we must adhere to the National Labor Relations Act or the Wagner Act, which was enacted in 1935. This legislation provides employees with the right to organize and seek union representation through a collective bargaining agreement, and any attempts to interfere may constitute what is called a ULP, or an unfair labor practice. These attempts may be done by individuals in an organization or by the organization as a whole. The definition of Labor Relations is the relationship that exists between the management of the hospital or the healthcare setting, health service organization, the staff and the labor union if the staff has voted them in to represent them. The collective bargaining agreement, as we have talked about before (the written document or written agreement) encompasses rules and conditions concerning wages, schedules, working conditions for the employees it represents and other aspects of bargaining.

Slide 7

Labor law: Know what it is!

We have already mentioned the National Labor Relations Act or the Wagner Act enacted in 1935. Since then, there have been National Labor Relations Act amendments, so what are they? What is the Taft-Hartley Act in 1947. It allows the president of the United States to appoint a board of inquiry when a strike is judged to be a danger to national health or safety. One example of an enacting the Taft-Hartley Act was Ronald Reagan, President Reagan, when he enacted the Taft-Hartley Act in the air traffic control strike. If all of the air traffic controllers went out on strike, it would bring all of the air travel to zero and make a very unsafe situation in the United States. When the air traffic controllers filed the strike, they were warned by President Reagan not to go on strike or he would enact the Taft-Hartley Act, and they did so anyway and it put us in a situation in the United States of endangerment and the Taft-Hartley Act was invoked by President Reagan, and it was supported by the judicial branch of the government and the air traffic controllers were told to return to their positions or they were fired. Extension of the National Labor Relations Act is the next amendment, and this was enacted in 1974. Prior to this law, nonprofit hospitals were excluded from the right to organize. Collective Bargaining and Nursing Leadership Essay. In this extension, Congress extended the law, the NLRA, or the Wagner Act, to include nonprofit hospitals and nursing homes. All could be represented and all employees could seek legal representation or union representation.

Slide 8

History of Labor Unions in the Nursing Profession

In this slide, I have outlined starting back in the 1960s, the process in nursing of organization that has occurred in terms of labor unions. There were strong gains in unionization and nursing with large numbers of nurses organized at first in the Veterans Administration hospitals across the US in the early to mid-1960s. In 1969, RNs’ representation went from 8,000 to 30,000 in terms of being represented by a labor union. In the 1970s, organized RN numbers jumped to 90,000 and more than 100 collective bargaining agreements were negotiated for nurses.

During the 1980s while the US labor unionization in all fields decreased or stayed the same, nursing increased in numbers. There was also a significant strike in Minnesota of 6000 nurses across 17 hospitals for 39 days. However, in the nurses’ settlement of the contract, the original offer that had been made prior to the 39-day strike held and the nurses were not able to achieve any additional concessions through that strike and had a significant loss in pay Collective Bargaining and Nursing Leadership Essay.

In the 1990s, there was major redesign of nursing, cutbacks and this caused strong union response regarding patient safety. Also there was major focus on reducing mandatory overtime and floating and a huge push to increase registered nurse staffing.

In 2007, almost 20% threshold was reached across the US of RNs being organized through the United American Nurses Association and the California Nurses Association, also the Service Worker’s Union (the SEIU) and seven other non-healthcare unions organized and represented more than 220,000 nurses across the US. Today in 2017 we have more than 25% of all registered nurses in the US represented by a labor union.

Slide 9

We look at the pros and cons of union membership, what would lead somebody to vote in a union and what would lead someone to not have a union represent them. On the yes side the perception that it would be an increase in power and solidarity amongst the nurses. It could also be that the nurse feels that she or he is required to do so. There may be a big organizing push and a lot of pressure from peers. The nurses may believe in the individual agenda of the union, or the nurse may feel it would eliminate management bias or favoritism if she or he works in an environment where that is prevalent. Collective Bargaining and Nursing Leadership Essay.

On the con or no sigh, the nurse may feel that he or she wants their own voice, or there may be a belief that belonging to a union or voting in a union is not professional. The nurse may fear reprisal (retribution) or the nurse may support the organization’s (management) views on issues of pay and scheduling and working conditions.

Slide 10

Union organizing strategies, how do they typically unfold? Well there are group and individual meetings. There is usually prounion literature that is distributed (leaflets or brochures) disease. The union may write letters to individuals, groups, politicians, healthcare board and senior hospital or healthcare leaders. Corporate campaign strategies may occur. There may be media, marketing and public relations work or high profile lawsuits or labor actions. There could be political activism (reaching out to civic groups, churches, labor councils and community organizations.) There could also be establishing websites through the use of Internet and email, and there sometimes is financial pressure.

Slide 11

For the leader during an organizing effort, what is it important not to do?

Do not threaten, interrogate, spy or discipline anyone regarding union activity during a campaign to organize. Remember, employees have a right to seek unionization through the National Labor Relations Act.
Do not reward for cessation of union activity or interest.
Do not make promises regarding wages, compensation, schedules etc. during a campaign. For example, “If you don’t vote for the union, the organization [or hospital] will make sure you have every weekend off.” That is interfering with the process and making a false promise. Collective Bargaining and Nursing Leadership Essay.
Do not accept any union organization cards from any employee under any circumstances.
Do not provide lists of names, addresses etc. of any employees to union campaign representatives. That must be confidential. All of that kind of information in the organization should not be shared with anyone including union campaign representatives.

Slide 12

Also:

Do not allow organizers in patient care areas. There may be organizing activities, but they should not involve patients or families.
Do not visit a voting area during a National Labor Relations sponsored union election. That area should be free of the presence of anyone who is in management or not represented by a labor union.
Do not tell employees how to vote even if ask for your opinion. If they should ask, you say “it is a very serious and important decision.” Make sure that you are fully educated about it, and at that point advising them to vote for or against is not something that is appropriate for a nurse leader, nurse manager, or advanced practice nurse to give in terms of advice so you do not give your opinion.

Slide 13

The leader role during organizing.

It is important to listen to your employees respectfully and attentively. You want to answer any questions factually and honestly regarding pay, compensation issues and scheduling. You want to communicate with human resources, senior leadership and any legal counsel to be sure that you know the facts of organizing and understand the hospital or healthcare’s campaigning facility’s position and communication plan. You want to become educated regarding labor law and Labor Relations protocol during an organizing event. It is important to have someone seek out a person or mentor to answer your questions.

Slide 14

You also want to communicate with your employees regularly according to your facility’s communication plan. You want to seek guidance and resources (that might be from human resources; it might be from a chief nurse or director; it might be from an attorney within the healthcare setting) for any questions or uncertainties that you have. Collective Bargaining and Nursing Leadership Essay.

Slide 15

There is a process for unions to represent nurses. It is a public petition signed by the majority of the nurses who would be represented in total for the election, and you must have, in order to hold an election, 30% of the signatures of all of the nurses who would be represented by that collective bargaining agreement, so if 100 nurses work in the facility you would need to have 30 of those nurses signed cards to say they would like an election in order for it to be held. The National Labor Relations Board sets the date with the employer and the union and hospital or healthcare setting officiates at the election site. There must be a majority +1 (50%) of the membership must vote the union and. A tie (50% for and 50% against) is considered a loss, so it must be 51%. Upon certification (that means reaching the 51%) the employer must legally acknowledge that the union represents its RN employees. All terms and conditions that develop for the contract, including dues being paid by the members, are defined and appropriate to be paid by all nurses in that job category. The employer and the union must bargain in good faith to draft a collective bargaining agreement and the employer cannot interfere with an election or selection of union representatives for negotiations.

Slide 16

Bargaining to an impasse results in mediation, fact-finding and potentially arbitration. This means that the healthcare organization in the union may need to have outside mediation assistance or arbitration from the National Labor Relations Board to help them if there is an impasse or dispute. There are three stages to the bargaining process once the labor union is voted in. There must be negotiating teams defined, proposals drafted and a schedule of how the bargaining will take place developed. In the second stage the bargain together. They identify common interests, any conflicts and they attempt to reach consensus. In the third stage you reach agreement or consensus and the final document is created and then ratified or voted in by a majority of the membership.

Slide 17

The collective bargaining agreement, what does it contain?

A definition of union membership.
Scheduling practices.
Language about mandatory overtime and floating.
Talks about hourly wage scales and wage differentials.
Information regarding off shift pay, holidays, or time etc.
Vacation and holiday pay.
Any policies regarding bereavement, jury duty and leaves of absence.
Anything around reduction in force, layoffs, and it may also be job recall rights or the right of termination pay.

Slide 18

CBA cont:

Grievance and arbitration procedures are outlined.
Termination for cause, language and rights are included.
The definition of membership.
Collective Bargaining and Nursing Leadership Essay
Time and pay when staff members represent in a grievance situation or negotiations, how they will be paid and relieved from duty.
Orientation to the union in the collective bargaining agreement for employees must be divine.
Any continuing education time or compensation must be outlined for anyone who is represented by the CBA.

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Slide 19

In summary, what is the major focus on the nurse leader?

Slide 20

Work collaboratively to govern meeting contractual responsibilities if you have a CBA in place.

Recognize employing rights and reasons why employees seek unionization.
Govern fairly, creating a positive work environment where employees are included in decisions and recognize.
Keep abreast of changes in employment legislation and labor law, and be sure you are adhering to the law.
Seek resources and counseling if you have questions.
Of course, be visible, engaged and communicate well and often.
Collective Bargaining and Nursing Leadership Essay

Slide 21

Thank you for your attention. This concludes the PowerPoint slide presentation on Labor Relations and collective bargaining. Thank you.

Slide 22

If you would like to go through this presentation again, simply click the Replay button, and you will be returned to the beginning.

 

 

 

 

 

 

 

The grading rubric is below—

 

 

 

Criteria Exemplary
Exceeds Expectatins Advanced
Meets Expectations Intermediate
Needs Improvement Novice
Inadequate Total Points
Content of Paper

The writer demonstrates a well-articulated understanding of the subject matter in a clear, complex, and informative manner. The paper content and theories are well developed and linked to the paper requirements and practical experience. The paper includes relevant material that fulfills all objectives of the paper.

Follows the assignment instructions around expectations for scholarly references. Uses scholarly resources that were not provided in the course materials.

All instruction requirements noted.

30 points

 

The writer demonstrates an understanding of the subject matter, and components of the paper are accurately represented with explanations and application of knowledge to include evidence-based practice, ethics, theory, and/or role. Course materials and scholarly resources support required concepts. The paper includes relevant material that fulfills all objectives of the paper.

Follows the assignment instructions around expectations for scholarly references.

Collective Bargaining and Nursing Leadership Essay

All instruction requirements noted.

26 points

 

The writer demonstrates a moderate understanding of the subject matter as evidenced by components of the paper being summarized with minimal application to evidence-based practice, theory, or role-development. Course content is present but missing depth and or development.

Does not follow the assignment instructions around expectations for scholarly references. Only uses scholarly resources that were provided in the course materials.

Most instruction requirements are noted.

23 points

 

Absent application to evidence-based practice, theory, or role development. Use of course content is superficial.

Demonstrates incomplete understanding of content and/or inadequate preparation.

Content of paper is inaccurately portrayed or missing.

Does not follow the assignment instructions around expectations for scholarly references. Does not use scholarly resources.

Missing some instruction requirements.

20 points

30
Analysis and Synthesis of Paper Content and Meaning

Through critical analysis, the submitted paper provides an accurate, clear, concise, and complete presentation of the required content.

Information from scholarly resources is synthesized, providing new information or insight related to the context of the assignment by providing both supportive and alternative information or viewpoints.

All instruction requirements noted.

30 points

 

Paper is complete, providing evidence of further synthesis of course content via scholarly resources.

Information is synthesized to help fulfill paper requirements. The content supports at least one viewpoint.

All instruction requirements noted.

26 points

 

Paper lacks clarification or new information. Scholarly reference supports the content without adding any new information or insight. The paper’s content may be confusing or unclear, and the summary may be incomplete. Collective Bargaining and Nursing Leadership Essay

Most instruction requirements are noted.

23 points

 

Submission is primarily a summation of the assignment without further synthesis of course content or analysis of the scenario.

Demonstrates incomplete understanding of content and/or inadequate preparation.

Missing some instruction requirements.

Submits assignment late.

20 points

30
Application of Knowledge

The summary of the paper provides information validated via scholarly resources that offer a multidisciplinary approach.

The student’s application in practice is accurate and plausible, and additional scholarly resource(s) supporting the application is provided.

All questions posed within the assignment are answered in a well-developed manner with citations for validation.

All instruction requirements noted.

30 points

 

A summary of the paper’s content, findings, and knowledge gained from the assignment is presented.

Student indicates how the information will be used within their professional practice. Collective Bargaining and Nursing Leadership Essay

All instruction requirements noted.

26 points

 

Objective criteria are not clearly used, allowing for a more superficial application of content between the assignment and the broader course content.

Student’s indication of how they will apply this new knowledge to their clinical practice is vague.

Most instruction requirements are noted.

23 points

 

The application of knowledge is significantly lacking.

Student’s indication of how they will apply this new knowledge to their clinical practice is not practical or feasible.

Demonstrates incomplete understanding of content and/or inadequate preparation.

Application of knowledge is incorrect and/or student fails to explain how the information will be used within their personal practice.

Missing several instruction requirements.

Submits assignment late.

20 points

30
Organization

Well-organized content with a clear and complex purpose statement and content argument. Writing is concise with a logical flow of ideas.

5 points

 

Organized content with an informative purpose statement and supportive content and summary statement. Argument content is developed with minimal issues in content flow.

4 points

 

Poor organization, and flow of ideas distract from content. Narrative is difficult to follow and frequently causes reader to reread work.

Purpose statement is noted.

3 points

 

Illogical flow of ideas. Missing significant content. Prose rambles. Purpose statement is unclear or missing.

Demonstrates incomplete understanding of content and/or inadequate preparation.

No purpose statement.

Submits assignment late.

2 points

5
APA, Grammar, and Spelling

Correct APA formatting with no errors.

The writer correctly identifies reading audience, as demonstrated by appropriate language (avoids jargon and simplifies complex concepts appropriately).

Writing is concise, in active voice, and avoids awkward transitions and overuse of conjunctions.

There are no spelling, punctuation, or word-usage errors

5 points

 

Correct and consistent APA formatting of references and cites all references used. No more than two unique APA errors.

The writer demonstrates correct usage of formal English language in sentence construction. Variation in sentence structure and word usage promotes readability. Collective Bargaining and Nursing Leadership Essay

There are minimal to no grammar, punctuation, or word-usage errors.

4 points

 

Three to four unique APA formatting errors.

The writer occasionally uses awkward sentence construction or overuses/inappropriately uses complex sentence structure. Problems with word usage (evidence of incorrect use of thesaurus) and punctuation persist, often causing some difficulties with grammar. Some words, transitional phrases, and conjunctions are overused.

Multiple grammar, punctuation, or word usage errors.

3 points

 

Five or more unique formatting errors or no attempt to format in APA.

The writer demonstrates limited understanding of formal written language use; writing is colloquial (conforms to spoken language).

The writer struggles with limited vocabulary and has difficulty conveying meaning such that only the broadest, most general messages are presented.

Grammar and punctuation are consistently incorrect. Spelling errors are numerous.

Submits assignment late. Collective Bargaining and Nursing Leadership Essay

2 points

5

Nurse Leadership Interview Essay Example

Week 7 instructions

Interview a master’s prepared nurse with leadership responsibilities nurse

Her position was recently created after a company re-organization. She is in charge over all Managerial level nurses in all units of the hospital— ICU, ER, IMC, MS and JRU

She reports to the Chief Nursing Executive/Chief Operating Officer (same person)

Her day to day duties include the attached

NOTES from interview—you have free range to make up/ add what you like

Analyze the leader’s role as it relates to a minimum of five of the major course concepts addressed

ethics in leadership

emotional intelligence- although she is young, she always demonstrates maturity.  She thinks before she speaks and she is always respectful in how she talks to people.  She has a good understanding that different people may react differently to hearing the same thing.  She has gained respect from all her peers by proving her work ethic over her years working as a bedside nurse and beyond. Nurse Leadership Interview Essay Example

Leadership style- democratic style of leadership.  She welcomes ideas and opinions of others and she doesn’t have a problem for asking for help and delegating tasks when necessary

Communication- she has always been a fan of open communication during her entire career.  Having open communication and good communication skills with co-workers, patients, and patient’s families can help resolved conflicts as well as most likely avoid many conflicts

conflict resolution- she is very up-front in attempting to resolve conflicts between herself and others as well as between others. She approaches this in a non-threatening way. Depending on the conflict, she uses many different styles of conflict resolution and sometimes it may take a combination to resolve certain conflicts. She has found early in her career as a manager that avoidance is not a good way to settle disputes and it actually makes conflict worse, which boils over and affects patient care.  With others in conflict she acts as a mediator and listens to both parties to help reach a fair resolution between both parties. She utilizes negotiating, collaborating, conciliation, mediation and if needed, arbitration Nurse Leadership Interview Essay Example

change theory

cultural competence/diversity-our hospital has a large subset of Pilipino nurses (both male and female) as well as a large Philipino patient population. She welcomes the Philipino point of view with delivery of competent patient care.  She also makes sure the Philipino point of view/culture is present in the management team

labor relations management- she has a very close and positive working relationship with all of the union representatives.  She attends monthly check-in meeting with the union and is open to all feedback. She frequently receives calls from the union leaders discussing and resolving issues as they arise.

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leadership models,

management theory,

motivational theory- If she feels like she is losing focus or motivation she will take time for herself, grabs her “job journal” and “challenges herself”.   She asks herself what is her “Why” and puts it on paper to reflect back on. She can look back on her prior writings to see her past struggles and thoughts.  Doing this helps her to re-focus and get her motivation back.  She also suggests this to her peers that she feels are losing their passion for healthcare.

Nurse of the Future competencies,

interprofessional collaboration- New position within organization and is definitely open to collaborating with others in an equal position.  Perfect example of interprofessional collaboration has been with dealing with Covid-19. She has and is still in collaboration with several of the local hospitals and community leaders. There was also close collaboration with representatives from the Nevada Hospital Association, the Southern Nevada Health District and the CDC.

team building- It took a little time for her to adjust to her new role and was overwhelmed when she started.  She was asked to join several of the nurse managers to meet in cafeteria for lunch and was originally reluctant because she was so busy, but then realized it was a perfect way to meet/interact with her managers in a casual setting. This helped with building relationships and trust

Several years ago, the Chief Nursing officer of the organization had implemented the ASCEND program.  Several employees from the entire organization were invited by department managers to participate in this team building experience. They meet 3 times a year for a 2-day fun/learning group experience.

During the Covid-19 pandemic she has definitely noticed there has been bonding within our organization during this crisis.

 

Provide a narrative summary of your interviewee’s responses to each of the concepts (but not a verbatim account) of the interview. Incorporate references to provide support and analyze the concepts you discussed. Include your impression of congruence between the leader’s self-reflection and your personal observations of demonstrated leadership.

Include the following in your paper:

• Comprehension: Introduce the leader, his or her credentials, title, job responsibilities, placement on the organizational chart/reporting responsibilities, education, experience, mentors, and pathway to their current role.
• Application: Describe the predominate model/theory of leadership used by this leader. Describe their style of leadership.
• Analysis/Synthesis: Clarify and illustrate the leader’s level of authority and influence within the organization. Discuss their sense of empowerment and efforts to empower others. Describe their intra- and extra-organizational responsibilities.
• Compare your personal philosophy/style/model of leadership with this leader and share whether or not expectations/perceptions of this leader were accurate.
• Evaluation: Summarize the leader’s behavior, strengths, successes, challenges, and weaknesses.

Paper should be 9–10 pages long, not counting cover page or references list, and should utilize at least 10 scholarly references

 

 

Rubric 

Criteria	Exemplary Exceeds Expectations	Advanced Meets Expectations	Intermediate Needs Improvement	Novice Inadequate	Total Points
Content of Paper	The writer demonstrates a well-articulated understanding of the subject matter in a clear, complex, and informative manner. The paper content and theories are well developed and linked to the paper requirements and practical experience. The paper includes relevant material that fulfills all objectives of the paper. Follows the assignment instructions around expectations for scholarly references. Uses scholarly resources that were not provided in the course materials. All instruction requirements noted. 30 points	The writer demonstrates an understanding of the subject matter, and components of the paper are accurately represented with explanations and application of knowledge to include evidence-based practice, ethics, theory, and/or role. Course materials and scholarly resources support required concepts. The paper includes relevant material that fulfills all objectives of the paper. Follows the assignment instructions around expectations for scholarly references. All instruction requirements noted. 26 points	The writer demonstrates a moderate understanding of the subject matter as evidenced by components of the paper being summarized with minimal application to evidence-based practice, theory, or role-development. Course content is present but missing depth and or development. Does not follow the assignment instructions around expectations for scholarly references. Only uses scholarly resources that were provided in the course materials. Most instruction requirements are noted. 23 points	Absent application to evidence-based practice, theory, or role development. Use of course content is superficial. Demonstrates incomplete understanding of content and/or inadequate preparation. Content of paper is inaccurately portrayed or missing. Does not follow the assignment instructions around expectations for scholarly references. Does not use scholarly resources. Missing some instruction requirements. 20 points	30
Analysis and Synthesis of Paper Content and Meaning	Through critical analysis, the submitted paper provides an accurate, clear, concise, and complete presentation of the required content. Information from scholarly resources is synthesized, providing new information or insight related to the context of the assignment by providing both supportive and alternative information or viewpoints. All instruction requirements noted. 30 points	Paper is complete, providing evidence of further synthesis of course content via scholarly resources. Information is synthesized to help fulfill paper requirements. The content supports at least one viewpoint. All instruction requirements noted. 26 points	Paper lacks clarification or new information. Scholarly reference supports the content without adding any new information or insight. The paper’s content may be confusing or unclear, and the summary may be incomplete. Most instruction requirements are noted. 23 points	Submission is primarily a summation of the assignment without further synthesis of course content or analysis of the scenario. Demonstrates incomplete understanding of content and/or inadequate preparation. Missing some instruction requirements. Submits assignment late. 20 points	30
Application of Knowledge	The summary of the paper provides information validated via scholarly resources that offer a multidisciplinary approach. The student’s application in practice is accurate and plausible, and additional scholarly resource(s) supporting the application is provided. All questions posed within the assignment are answered in a well-developed manner with citations for validation. All instruction requirements noted. 30 points	A summary of the paper’s content, findings, and knowledge gained from the assignment is presented. Student indicates how the information will be used within their professional practice. All instruction requirements noted. 26 points	Objective criteria are not clearly used, allowing for a more superficial application of content between the assignment and the broader course content. Student’s indication of how they will apply this new knowledge to their clinical practice is vague. Most instruction requirements are noted. 23 points	The application of knowledge is significantly lacking. Student’s indication of how they will apply this new knowledge to their clinical practice is not practical or feasible. Demonstrates incomplete understanding of content and/or inadequate preparation. Application of knowledge is incorrect and/or student fails to explain how the information will be used within their personal practice. Missing several instruction requirements. Submits assignment late. 20 points	30
Organization	Well-organized content with a clear and complex purpose statement and content argument. Writing is concise with a logical flow of ideas. 5 points	Organized content with an informative purpose statement and supportive content and summary statement. Argument content is developed with minimal issues in content flow. 4 points	Poor organization, and flow of ideas distract from content. Narrative is difficult to follow and frequently causes reader to reread work. Purpose statement is noted. 3 points	Illogical flow of ideas. Missing significant content. Prose rambles. Purpose statement is unclear or missing. Demonstrates incomplete understanding of content and/or inadequate preparation. No purpose statement. Submits assignment late. 2 points	5
APA, Grammar, and Spelling	Correct APA formatting with no errors. The writer correctly identifies reading audience, as demonstrated by appropriate language (avoids jargon and simplifies complex concepts appropriately). Writing is concise, in active voice, and avoids awkward transitions and overuse of conjunctions. There are no spelling, punctuation, or word-usage errors 5 points	Correct and consistent APA formatting of references and cites all references used. No more than two unique APA errors. The writer demonstrates correct usage of formal English language in sentence construction. Variation in sentence structure and word usage promotes readability. There are minimal to no grammar, punctuation, or word-usage errors. 4 points	Three to four unique APA formatting errors. The writer occasionally uses awkward sentence construction or overuses/inappropriately uses complex sentence structure. Problems with word usage (evidence of incorrect use of thesaurus) and punctuation persist, often causing some difficulties with grammar. Some words, transitional phrases, and conjunctions are overused. Nurse Leadership Interview Essay Example Multiple grammar, punctuation, or word usage errors. 3 points	Five or more unique formatting errors or no attempt to format in APA. The writer demonstrates limited understanding of formal written language use; writing is colloquial (conforms to spoken language). The writer struggles with limited vocabulary and has difficulty conveying meaning such that only the broadest, most general messages are presented. Grammar and punctuation are consistently incorrect. Spelling errors are numerous. Submits assignment late. 2 points	5
Total Points

 

 

Nursing Leadership Interview

Introduction

Nursing leaders are the driving force behind the day to day operations in a hospital setting. Their role is crucial in guiding their staff into achieving the vision of the institution and to achieve the best when it comes to patient care. Nursing leaders must be in a position to inspire others to work towards a common goal and therefore they must possess qualities such as integrity, be able to mentor, be a critical thinker, exercise honesty and have the courage to deliver on what is expected (Coonan, 2008). With the dynamic changes that are observed in the nursing world, a nurse leader must be well equipped and updated with the required knowledge to handle these dynamics for better results and to drive the team towards achieving the best quality services and patient care (Aij & Rapsaniotis, 2017). This paper will focus on a chosen nurse leader, their leadership style, level of authority, and influence within the organization and their areas of strengths and weaknesses in leadership.

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The Leader, His or Her Credentials, Title, Job Responsibilities, And Pathway to Their Current Role

Our nursing leader of our focus is Jalyn McKelleb, a Senior Director of Nursing at Dignity Health, St. Rose Dominican, San Martin Campus, Las Vegas, NV. Her position which is under the supervision of the Chief Nursing Executive, was recently created after a company re-organization which show her being in charge over all managerial level nurses across all the units of the hospital, right from the ICU, ER, IMC, MS to JRU. Nurse Leadership Interview Essay Example

Being a nurse by profession, Ms. Jalyn undertook her nursing undergraduate studies at Weber State University before proceeding for her masters of science in nursing leadership at Walden University. This is a true testimony that Ms. Jalyn is well equipped with the knowledge required for her position as a nurse leader which is crucial in decision making and giving direction to the team (Blake, 2015). Her rich experience in the nursing career and leadership positions held over the years gives her an upper hand in handling issues to do with team building, as well as interprofessional collaboration. As such, her career continues to brighten, coupled with rising positions in the nursing world.

Ms. Jalyn commitment to developing processes that deliver compassionate, patient-focused and high-quality care has seen her continued effort in building strong teams and encouraging interprofessional collaboration to achieve these aspects. Her dynamic skills both as a leader, educator, and nurse places her in an outstanding position where she can quickly adapt to the many situations that a hospital setting poses. Having a 13+ years in leadership position has provided her with ample experience and skills both on team building, conflict resolution and as well patient care services that can lead to the overall improvement of the services. as well as patient primary care (Coonan, 2008).

Her day to day duties includes meeting with charge nurses to discuss on the staffing and safety issues that are pressing or future plans. She also regularly meets with the administration to discuss current concerns. Every month, she is responsible for holding meetings with various departments including pharmacy, Professional Practice Committee (PPC) meetings, monthly staffing meetings, as well as monthly Union meetings. Other weekly meetings include the Covid-19 pandemic preparedness meeting with organization leaders and meetings with Physician Director for the routine update. For the organization’s operational purposes, Ms. Jalyn has to attend various daily meetings which may involve stakeholders such as the patient safety committee, CNO/COO and various departmental managers. This offers a chance for discussion of pressing matters relating to strategic growth, length of stay issues, budget, and productivity Nurse Leadership Interview Essay Example. Furthermore, she is involved in overseeing various projects such as language services, policies, patient through-put, new Mental Health committee, and so on.

Ms. Jalyn is also involved with community initiatives to improve her socialization and community well-being. As such, she is a member of the Red Rose Regatta, San Martin Dragon boat team member. She also acts as a mentor for CSN Promise Scholarship and a volunteer for the boy scouts of America. In terms of professional affiliations, Ms. Jalyn is an active member of the American Association of Critical Care Nursing and also an American Nurse Association member. Apart from the membership, Ms. Jalyn is also a certified Critical Care Registered Nurse (CCRN) from 2005 to date.

Ms. Jalyn rich nursing experience in managerial and patient care has enabled her to oversee projects professionally, manage and supervise teams, deliver training, and manage operations. Her new role as a Senior Director of Nursing at Dignity Health, St. Rose Dominican, San Martin Campus, Las Vegas, NV will add to her spanning career and this is a clear indication that Ms. Jalyn leadership star will continue even to higher heights in the future as a leader of the nursing profession. Nurse Leadership Interview Essay Example

The Predominate Model/Theory of Leadership Used by The Leader and Their Style of Leadership

Leadership involves commitment and showing direction for others to follow. It involves collaboration, as well as building teams through motivation and value creation. When it comes to nursing leadership, the leader must be able to identify the strengths and weaknesses for the proper planning of the leadership model and style adoption that fits the situation on the ground. For Ms. Jalyn, she adopts the transformational leadership model with a combination of the change theory in team management and interprofessional collaboration (Katz, 1996).

For the transformational model, the leader provides the direction that they believe that it best fits everyone on the board. This is however done in a motivating way for everyone to feel comfortable (Bottomley, et al., 2014). For Ms. Jalyn, bringing on the Pilipino culture on board and incorporating it in the management structure enables the large population of the Pilipino nurse at her organization to feel motivated and valued, which in turn increases the interprofessional collaboration, as well as assuring quality service for the best patient care.

On change theory, Ms. Jalyn adopts the Lewis change theory which states that there exist dynamic forces which act as resistance to change and thus require a proper model in curbing them. First, one must create awareness of the need for change, then introduce the change and finally execute it. Having a close relationship with the union representatives by attending monthly check-in meetings with the union and having an open to all feedback is a recipe that Ms. Jalyn has always used as part of good labor relations management Nurse Leadership Interview Essay Example. By doing so, applying changes thus is met by a friendly force (The staff and their representatives) that embraces and adopts it without much hesitant (Aij & Rapsaniotis, 2017).                

For the leadership style, Ms. Jalyn has always embraced the democratic leadership style (Johansson, 2004). She does exercise these through welcoming ideas and opinions of others and she doesn’t have a problem for asking for help and delegating tasks when necessary. These create an open and free environment where staff feels valued and their contribution is taken into consideration, fostering a good relationship between the leader and the team (Coonan, 2008). This in turn translates to an improvement of quality service and best patient care for those who require it (Blake, 2015).

The Leader’s Level of Authority and Influence Within the Organization and Their Sense of Empowerment and Efforts to Empower Others

The leader’s level of authorization within an organization is largely measured by the responsibilities bestowed on them, position held, as well as the size of the teams within their jurisdiction. Ms. Jalyn is a Senior Director of Nursing at Dignity health, St. Rose Dominican, San Martin Campus, Las Vegas, NV and she oversees the overall nursing activities right from the ICU, ER, IMC, MS all the way to JRU. She is therefore in charge of the operations in all these areas and charge nurses are the immediate contacts that she deals with as they report to her. On the other hand, Ms. Jalyn reports to the Chief Nursing Executive, who is the overall operational manager within the institution.

As a nurse leader, Ms. Jalyn level of authority and influence within the organization is remarkable as nurse charges who report to her control the various units and they act as the drive force within these units. If units are non-functional, they transform these to the departments and then to the entire organization. The units’ proper function is thus vital to the overall service delivery, organizational operation, as well as the leadership and management functioning (Aij & Rapsaniotis, 2017) Nurse Leadership Interview Essay Example.

On the matters to do with sense of empowerment and efforts to empower others, Ms. Jalyn has applied the interprofessional collaboration tactic with that of the team building to empower the staff to conquer the challenges brought in by the various clinical and social situations within the health facility setting (Casey, 2004). She gives out a perfect example of the latest COVID -19 pandemic which has brought in a new element of interprofessional collaboration which empowers the different professionals to fight with one spirit towards defeating this new menace in the world of healthcare. On team building, Ms. Jalyn has realized that a perfect way to meet and interact with her managers in a casual setting did actually assist in building relationships and trust. These strongly empowered the team and also strengthened the efforts to empower others (Toofany, 2007).

On the other hand, on a personal motivation phenomenon, Ms. Jalyn applies the motivational theory to empower her through getting her motivation back. Through the Hertzberg’s two factor theory of motivation, Ms. Jalyn can reflect back on the past struggles and thoughts which are mostly kept in writing with her personal journal (Sanjeev & Surya, 2016).  Doing this helps her to re-focus and get her motivation back.  She also suggests this to her peers that she feels are losing their passion for healthcare Nurse Leadership Interview Essay Example. This means that her reflections empower her through rejuvenating her motivation as well as empowering others too (Blake, 2015). Her mentorship program for the CSN promise scholarship describes her extra-organizational responsibilities geared towards empowering the community.

Comparison of Personal Philosophy/Style/Model of Leadership with The Leader and The Expectations

Leaders apply different types of styles depending on their personal preference, leadership roles as well as situational demands. As an aspiring leader, especially in a healthcare setting, my personal philosophy in leadership has been freedom of communication, ethics, and democracy. These three aspects will mean that the entire leadership that I will exercise will be guided by these philosophies in order to fulfill my leadership goals as I inspire.

In the comparison of my leadership philosophy with that of Ms. Jalyn, they are similar in many ways, a fact that has even motivated me more, seeing a successful career that Ms. Jalyn has had in her over 25 years in nursing and over a decade in the leadership position. To begin with, Ms. Jalyn applies the democratic style of leadership which dictates that the ideas and opinions of others are welcome and a leader does not have a problem asking for help and delegating tasks whenever necessary (Aij & Rapsaniotis, 2017). As such, these truly matches with my leadership philosophy of exercising democracy in leadership.

What’s more, Ms. Jalyn has always preferred open communication with her co-workers. In her interview she narrated that having open communication and good communication skills with co-workers, patients, and patient’s families can help resolve conflicts, as well as most likely avoid many conflicts.  This aspect of the leadership model also matches with my second philosophy of freedom in communication.

Furthermore, Ms. Jalyn applies conflict resolution as another aspect of her leadership model. she is very up-front in attempting to resolve conflicts between herself and others as well as between others. She approaches this in a non-threatening way. Depending on the conflict, she uses many different styles of conflict resolution and sometimes it may take a combination to resolve certain conflicts (Ali & Mojbafan, 2019).  Acting as a mediator whenever conflict arises assists in reaching a fair resolution between the parties. She utilizes negotiating, collaborating, conciliation, mediation and if needed, arbitration to resolve conflicts. This is an indication that her aspect of ethical considerations in conflict resolution is the central guide to exercising her leadership role. As such, this matches with my third philosophy of ethical leadership in my personal leadership philosophy Nurse Leadership Interview Essay Example.

As I expected, Ms. Jalyn leadership model is one to be admired and it is what I have always envied as I work towards developing a career in leadership. Ethics, freedom of communication, and democracy have been my three personal philosophies in leadership and Ms. Jalyn seem to have succeeded in all these three areas through a perfect application of her leadership style which leaves many in the career of nursing craving to achieve.

 

Summary of The Leader’s Behavior, Strengths, Successes, Challenges, And Weaknesses

Ms. Jalyn is first a go getter and she stops to nothing whenever a chance emerges. She is honest and hardworking and is ready to take up challenges. Her current position as a Senior Director of Nursing was recently created which carries responsibilities that have no prior reference within the organization but she took it with passion and moved on. This shows courage and commitment in leadership which are a true reflection of a good leader and as well, a motivation to others. Moreover, her success can be attributed to a rich experience in leading teams with over a decade in the leadership positions with achievements and full of praise from her teams and the administration (Coonan, 2008). What’s more, she is able to face challenges by finding solutions that are quick and within her reach. Conflict resolution strategies, team building and interprofessional collaboration have always been her pillar in tackling challenges that mostly the leadership in nursing faces (Ali & Mojbafan, 2019) Nurse Leadership Interview Essay Example. Whenever the weakness occurred, either through loss of motivation or falling out with the team, there was always a way out that emanated from Ms. Jalyn leadership attributes of finding the motivation back and fostering a good working relationship. This is a true reflection of a leader ready to take the battlefront to realize the success of her team.

Conclusion

Nursing leadership is a complex career and requires courage, commitment, and art to maneuver the tricky managerial expectations that a leader is bestowed with. To be successful as a leader one has to learn the art of team building, interprofessional collaboration as well as good communication. These aspects must be backed up with ethics and honesty to succeed. For Ms. Jalyn, this was evident in that her career success was coupled with all these aspects and her star in nursing leadership continues to rise and the future looks even brighter on her side.

References

Ali, M. M., & Mojbafan, A. (2019). Conflict and conflict management in hospitals. International Journal of Health Care Quality Assurance, 32(3), 550-561.

Aij, K. H., & Rapsaniotis, S. (2017). Leadership requirements for Lean versus servant leadership in health care: a systematic review of the literature. Journal of healthcare leadership, 9, 1.

Bottomley, K., Burgess, S., & Fox,Moses, I.,II. (2014). Are the behaviors of transformational leaders impacting organizations? A study of transformational leadership. International Management Review, 10(1), 5-9,66 Nurse Leadership Interview Essay Example.

Blake, N. (2015). The nurse leaderʼs role in supporting healthy work environments. AACN     Advanced Critical Care, 26(3), 201-203.

Casey, C. (2004). Bureaucracy re-enchanted? spirit, experts and authority in organizations: The

interdisciplinary journal of organization, theory and society the interdisciplinary journal of organization, theory and society. Organization, 11(1), 59-79.

Coonan, P. R. (2008). Educational innovation: Nursing’s leadership challenge. Nursing

Economics, 26(2), 117-21.

Johansson, O. (2004). Introduction: Democracy and leadership – or training for democratic

leadership. Journal of Educational Administration, 42(6), 620-624.

Katz, J. H. (1996). Models of management: Work, authority, and organization in a comparative

perspective. Industrial & Labor Relations Review, 49(2), 367.

Sanjeev, M. A., & Surya, A. V. (2016). Two factor theory of motivation and satisfaction: An

empirical verification. Annals of Data Science, 3(2), 155-173.

Toofany, S. (2007). Team building and leadership: The key to recruitment and retention. Nursing

Management (through 2013), 14(1), 24-7. Nurse Leadership Interview Essay Example.

 

Formatting Problem Statement into a PICOT Question

Week 2: Formatting your Problem Statement into a PICOT Question

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In preparation for this discussion, first prepare interview notes with the following questions:

1. I’d like to validate a problem statement and begin to formulate a PICOT question with the needs of your organization in mind.
2. A problem I’d like to work to improve is _________ and some of the causes of this problem seem to be _______________. Would you agree? Are you asking questions within the organization about this problem? Do you have additional insights into the specific problem statement and the etiology I’ve come up with?
3. What Outcomes would you hope result from addressing this problem?

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Next make a phone interview (5-10 minute) appointment with a nursing or other leader in your chosen organization. The purpose of your interview will be to validate with the interviewee (from their point of view), whether your initial problem statement agrees with their needs.

With this interview information validating or changing your problem statement, you can move forward. Keeping the main ideas from the problem statement you drafted in Week 1 (SEE ATTACHED) wherein you identified the problem and the etiology; now state the problem in the PICOT format.

What Population will you be working with to improve outcomes? (poor)

What intervention possibilities are there (these would be aimed at the etiology portion of your statement)?

To what existing practice in health care is you comparing the outcome of your intervention?

What outcome do you expect to see as a result of your intervention?

1 PAGE, 2 REFERENCES, APA.

Formatting Problem Statement into a PICOT Question