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NURS FPX 5007 Assessment 3 Intervention Strategy

Student Name Capella University NURS-FPX 5007 Leadership for Nursing Practice Prof. Name Date Intervention Strategy Effective leadership is crucial for guiding group activities towards common objectives, particularly in the challenging healthcare environment. To foster effective leadership in healthcare, various leadership philosophies can be customized. It is imperative to develop procedures that motivate employees to collaborate on shared goals. Leadership style and change management are crucial for the success and sustainability of healthcare organizations. Leadership involves overseeing the activities of individuals or groups in pursuit of common goals, especially in healthcare settings where it requires supervising the efforts of various medical professionals (Bass, 2019). Analyzing Case Study The case study titled “Sleeping on the Job: A Managerial Challenge” focuses on a nurse named Marty, facing personal challenges affecting her work performance. Colleagues have expressed dissatisfaction, reporting instances of lateness, early departures, and falling asleep on the job. Marty’s manager has not provided assistance or sought solutions. To address Marty’s situation, implementing transformational leadership, characterized by open communication and collaboration, can be effective (Alrowwad et al., 2020). Leadership Strategy Various leadership models can enhance leadership in healthcare. Transformational leadership, emphasizing empowerment and collective work towards common goals, can be effective. Conversely, transactional leadership focuses on explicit goals and incentives. In healthcare, transformational leadership is highly effective, fostering teamwork, collaboration, and communication, leading to improved patient outcomes and employee satisfaction (Collins et al., 2020; Kelly & Hearld, 2020). Applying Leadership Strategy To address Marty’s situation, transformational leadership is recommended. This approach involves motivating and inspiring Marty to improve her work performance. The focus should be on rebuilding trust among team members, setting clear goals, and fostering open communication. Transformational leadership positively impacts healthcare organizations by emphasizing teamwork, communication, and a shared sense of purpose (Collins et al., 2020). Organizational Change Model and its Influence The ADKAR model serves as a valuable framework for implementing change. In Marty’s case, the model’s five stages—awareness, desire, knowledge, ability, and reinforcement—provide a roadmap for guiding her through the process of transformation. This includes engaging in one-on-one discussions, cultivating a desire for change, re-educating Marty, helping her develop practical abilities, and providing reinforcement (Wong et al., 2019; Cronshaw et al., 2021). The Implication of Care Policy and Legislation Nurses, with their direct patient interactions and community knowledge, influence public health policy. The American Nurses Association (ANA) emphasizes health and safety policy through the “Healthy Nurse. Healthy Nation” program, advocating for regulations that promote nurses’ well-being. This initiative, focusing on fitness, sleep, lifestyle quality, safety, and nutrition, can positively impact nurses like Marty, enhancing their health and job performance (Nolan et al., 2020). Conclusion Effective leadership is indispensable for organizational success, particularly in healthcare. Transformational leadership, coupled with organizational change models like ADKAR, can address challenges like Marty’s, fostering teamwork, communication, and improved patient outcomes. Nurses’ influence on healthcare policy, as advocated by the ANA, further contributes to enhancing the well-being of healthcare professionals and improving patient care. Leadership strategies that prioritize employee development and empowerment create a cycle of success benefiting both individuals and organizations (Collins et al., 2020). References Alrowwad, A. A., Abualoush, S. H., & Masa’deh, R. E. (2020). Innovation and intellectual capital as intermediary variables among transformational leadership, transactional leadership, and organizational performance. Journal of Management Development, 39(2), 196-222. Akdere, M., & Egan, T. (2020). Transformational leadership and human resource development: Linking employee learning, job satisfaction, and organizational performance. Human Resource Development Quarterly, 31(4), 393-421. NURS FPX 5007 Assessment 3 Intervention Strategy Bass, B. L. (2019). What is leadership?. Leadership in Surgery, 1- 10. Collins, E., Owen, P., Digan, J., & Dunn, F. (2020). Applying transformational leadership in nursing practice. Nurs Stand, 35(5), 59-66. Cronshaw, A., Boddye, E., Reilly, L., Boardman, R., Portas, L., Hagen, J., & Marufu, T. C. (2021). Engaging the nursing workforce to achieve a culture of excellence: Nottingham Children’s Hospital ANCC Pathway to Excellence® Journey. Espinoza, P., Peduzzi, M., Agreli, H. F., & Sutherland, M. A. (2018). Interprofessional team member’s satisfaction: a mixed methods study of a Chilean hospital. Human Resources for Health, 16(1), 1-12. Kelly, R. J., & Hearld, L. R. (2020). Burnout and leadership style in behavioral health care: A literature review. The Journal of Behavioral Health Services & Research, 47(4), 581- 600. NURS FPX 5007 Assessment 3 Intervention Strategy Nolan, S., Carpenter, H., Cole, L., & Fitzpatrick, J. (2020). The HealthyNurse [R] Leader: How do the health behaviors of nurse leaders measure up?. American Nurse Journal, 15(1), 30-32. Wong, Q., Lacombe, M., Keller, R., Joyce, T., & O’Malley, K. (2019). Leading change with ADKAR. Nursing management, 50(4), 28-35.

NURS FPX 5007 Assessment 2 Managing the Toxic Leader

Student Name Capella University NURS-FPX 5007 Leadership for Nursing Practice Prof. Name Date Title: Addressing Toxic Leadership in Healthcare Abstract Effective leadership is indispensable for organizational success, particularly in healthcare settings such as hospitals. This paper explores the critical role of leadership in shaping workplace culture, specifically within nursing practice. The focus is on identifying and managing toxic leadership, exemplified through a case study of a Nurse Manager, Jackie, whose behavior contradicts established ethical standards and professional conduct. The analysis emphasizes the impact of toxic leadership on healthcare workers’ well-being, patient care, and organizational goals. To address these issues, an action plan is proposed, including a Performance Improvement Plan (PIP) and evidence-based collaboration techniques. The paper concludes with a discussion of the alignment between Jackie’s actions and the healthcare facility’s mission, vision, and goals. Introduction Effective leadership is a cornerstone of organizational success, particularly in healthcare settings where leadership plays a pivotal role in shaping workplace culture (Monroe, 2019). The objective of this paper is to address toxic leadership within healthcare, using a case study of a Nurse Manager, Jackie, whose behavior raises concerns regarding professional conduct, teamwork, and patient care. Toxic Leadership in Healthcare In a healthcare context, effective leadership involves collaboration, open communication, and support for healthcare workers (Monroe, 2019). However, toxic leadership, as exemplified by Jackie’s case, can have detrimental effects on the well-being of healthcare professionals, patient care quality, and organizational goals. Jackie’s Unprofessional Behavior The case study highlights several aspects of Jackie’s unprofessional behavior, including her absence from crucial patient care conferences, failure to communicate schedule changes, and inappropriate interactions with a staff member named ‘Martin’ (Monroe, 2019). These actions violate ethical codes outlined by the American Nurses Association (ANA) and compromise the quality of patient care. Ethical Violations and Professionalism Jackie’s actions specifically violate two elements of the ANA’s code of ethics: professional responsibilities and relationships with co-workers, as well as patient responsibility. Healthcare professionals are expected to establish boundaries, maintain professional interactions, and build supportive relationships with colleagues, superiors, and patients (ANA, 2019). Action Plan for Improvement To address Jackie’s ethical breaches and improve her leadership performance, a comprehensive Performance Improvement Plan (PIP) is proposed. The PIP includes specific initiatives and timelines, such as appointing an Acting Nurse Manager, addressing attendance issues, improving communication, and enforcing workplace ethics (Monroe, 2019). Alignment with Organizational Goals Jackie’s behavior is incongruent with the healthcare facility’s mission, vision, and goals, which emphasize exceptional patient care, improved care delivery, and enhanced employee satisfaction (Huang et al., 2021). The action plan aims to realign Jackie’s conduct with these organizational objectives. Implementation and Evaluation The proposed action plan will be implemented over the next month, with the Acting Nurse Manager overseeing its execution. A thorough evaluation, facilitated by the Human Resources representative, will determine the effectiveness of the PIP and Jackie’s suitability to resume her role as a nurse manager (Oberle, 2022). Conclusion Toxic leadership poses significant challenges in healthcare settings, impacting both healthcare professionals and patient care. This paper underscores the importance of addressing toxic leadership through a detailed action plan, guided by evidence-based collaboration techniques and alignment with organizational goals. By addressing leadership issues, healthcare organizations can foster a positive workplace culture and enhance the overall quality of patient care. References Aghamohammadi, F., Imani, B., & Koosha, M. M. (2021). Operating room nurses’ lived experiences of ethical codes: a phenomenological study in Iran. International Journal of Nursing Sciences, 8(3), 332-338. Huang, N., Qiu, S., Yang, S., & Deng, R. (2021). Ethical leadership and organizational citizenship behavior: mediation of trust and psychological well-being. Psychology Research and Behavior Management, 655-664. NURS FPX 5007 Assessment 2 Managing the Toxic Leader Miles, J. M., & Scott, E. S. (2019). A new leadership development model for nursing education. Journal of Professional Nursing, 35(1), 5-11. Monroe, H. A. (2019). Nurses’ professional values: influences of experience and ethics education. Journal of Clinical Nursing, 28(9-10), 2009-2019. Olson, L. (2021). Envisioning an ethical climate in nursing education programs. Online Journal of Issues in Nursing, 26(1), 1-10. NURS FPX 5007 Assessment 2 Managing the Toxic Leader Cooke, M., & Valentine, N. M. (2021). Improving teamwork and communication in schools of nursing: a quality improvement approach using TeamSTEPPS. Journal of Nursing Care Quality, 36(3), 285-290. Warshawsky, N., & Cramer, E. (2019). Describing nurse manager role preparation and competency: findings from a national study. JONA: The Journal of Nursing Administration, 49(5), 249-255.

NURS FPX 5007 Assessment 1 Leadership Styles Application

Student Name Capella University NURS-FPX 5007 Leadership for Nursing Practice Prof. Name Date Leadership Styles Application The role of leadership is multifaceted and contingent upon diverse circumstances. In the healthcare sector, leaders play a crucial role in enhancing care quality and influencing patient outcomes. They are pivotal for managing institutional workflows, maintaining employee satisfaction, facilitating information sharing, and achieving improved clinical outcomes. Effective leadership also contributes to fostering positive organizational cultures. Leadership positions often require guiding and refocusing personnel to ensure a productive and secure workplace environment. The healthcare industry recognizes several leadership styles, and the ability to make informed decisions and plan for potential challenges is paramount (Cummings et al., 2021). Case Study To illustrate a challenging workplace scenario, consider the case of Marty, an African American healthcare worker with over six years of experience caring for rehabilitation patients at a university healthcare facility. Marty provides care independently to patients admitted to hospitals across the town and has been employed in an office setting for over two years. Marty faces the additional responsibility of caring for her mother, who was diagnosed with dementia three years ago. This responsibility has led to work-related challenges, such as consistently arriving late and leaving early. Colleagues have expressed frustration with Marty’s work patterns, and accusations of neglect have been made. Despite being on Family and Medical Leave Act (FMLA), Marty’s supervisor is aware of the issues but has not taken any action (Cummings et al., 2021). Relevant Leadership Styles and Practices Three key leadership styles relevant to this situation are democratic, transactional, and transformative. Transformational leadership is characterized by inspiring change, building trust, encouraging creativity, and empowering team members. It enhances team performance, motivation, psychological empowerment, and reduces work-related fatigue. Transactional leadership focuses on daily tasks, short-term goals, rewards, recognition, and intervention as needed. Combining transactional leadership with other styles, such as transformational leadership, can yield better results. Democratic leadership involves inclusive decision-making and respect for employee input, fostering teamwork and empowering employees in policy development and implementation (Robbins & Davidhizar, 2020; Richards, 2020; Oliveria et al., 2020). Leadership Style Applicable in the Case Study Considering Marty’s situation and her work performance challenges, a transformational leadership style is most suitable for her supervisor and colleagues. Despite Marty’s FMLA status, her prolonged rule violations and excessive time off need attention. Implementing transformational leadership can address these issues, motivate the team, and foster cooperation and trust. Building trust is crucial, and open communication about Marty’s needs may encourage compliance with the rules. This approach can create a positive work environment where concerns are considered, preventing potential issues (Richards, 2020). NURS FPX 5007 Assessment 1 Leadership Styles Application Positive and Negative Implications Implementing a transformational leadership approach has several advantages, including recognizing and rewarding employees, fostering a healthy work culture, and enhancing knowledge and experience. However, potential occupational stress caused by transactional leadership should be monitored. A democratic leadership style is suitable for allowing employees to contribute to decisions, addressing concerns about Marty’s work attitude and punctuality. This approach can strengthen relationships, improve engagement, and promote collaboration. However, it requires time and patience for engaging employees, which may be limited in a busy healthcare setting (Nawaz & Khan, 2020; Holmgren et al., 2019; Oliveira et al., 2020). References Cummings, G. G., Lee, S., Tate, K., Penconek, T., Micaroni, S. P., Paananen, T., & Chatterjee, G. E. (2021). The essentials of nursing leadership: A systematic review of factors and educational interventions influencing nursing leadership. International Journal of Nursing Studies, 115, 103842. Holmgren, J., Paillard‐Borg, S., Saaristo, P., & von Strauss, E. (2019). Nurses’ experiences of health concerns, teamwork, leadership and knowledge transfer during an Ebola outbreak in West Africa. Nursing Open, 6(3), 824-833. NURS FPX 5007 Assessment 1 Leadership Styles Application Nawaz, S., & Khan, I. U. (2020). The Leadership Styles and Occupational Stress: The Mediating Role of Emotional Intelligence. Academic Journal of Social Sciences (AJSS), 4(4), 906-917. Oliveira, C. D., Santos, L. C. D., Andrade, J. D., Domingos, T. D. S., & Spiri, W. C. (2020). Leadership in the perspective of Family Health Strategy nurses. Revista Gaucha De Enfermagem, 41. Richards, A. (2020). Exploring the benefits and limitations of transactional leadership in healthcare. Nursing Standard, 35(12), 46-50. Robbins, B., & Davidhizar, R. (2020). Transformational leadership in health care today. The Health Care Manager, 39(3), 117-121.