As the nurse executive, you are trying to increase communication and empower
decision making among your team members. In the past, it has been difficult for
some of the various shift workers to attend scheduled, mandatory meetings that
involve Magnet™ designation preparation. Share your specific strategies
(examples) for enhancing communication and empowering all members of your
team.
Organizational Management
As we begin this week’s lesson, it is important to reflect on the fact that, as the nurse
leader within a healthcare organization, you have the ability to influence the
organization with the power of your role. In addition, as the leader, you can also be
helpful to dissipate any conflict that may also exist and enhance communication.
Through effective communications, the decision making process among persons may
be less challenging within an organization.
Management of Influence
As the nurse leader within an organization, this role carries great influence from many
different aspects, which may include staffing, equipment, supplies, bed space, patient
assignments, and so forth. (Roussel, Thomas, & Harris, 2016). The influence of your
role as a nurse leader should focus on the organizational purpose and avoid imparting
personal influences when making decisions. The American Nurses Association (ANA)
(2013) developed a Code of Ethics for Nursing to help guide nurses to incorporate
ethics into decision making and keep the focus away from personal influence. With the
emergence of more organizations adopting a shared-governance model, nurse leaders
must embrace and accept the influence that staff can impart within an organization,
hence relinquishing some of your power to the staff.
Management of Power
Power is having the ability to accomplish an intended goal (Marquis & Huston, 2017).
Oftentimes, the notion of power can be misunderstood, whereby individuals may fear,
mistrust, or worship persons in a power role or position. Historically, women have been
viewed as being less powerful; however, this view has changed over time (Marquis &
Huston, 2017). For nurse leaders to be effective in their role, some type or source of
power is actualized, whether by an informal or formal group. In the section below,
various sources of power are identified.
Matching
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Drag each term from the center column to its corresponding definition on the left or right
side.
Expert
Knowledge and skill
Reward
Ability to grant favors
Legitimate
Position
Informational
The need for information
Referent
Legitimate
Coercive
Reward
Expert
Charismatic
Informational
Coercive
Fear
Charismatic
Personal
Referent
Association with others
Great Job!
As a profession, nurses have increased in overall numbers, as well as their knowledge
and skills, which affords the nursing profession an opportunity to have greater influence
on various healthcare issues. I encourage all nurses to join their local and national
nursing association and consider participating in various meetings and activities that
may take place. This is a great way to network and keep up-to-date on current issues in
your local and extended areas.
As we discussed previously in the course, a nurse leader can empower their staff
members, which can provide several positive benefits for the team and your
organization. When staff members are provided learning opportunities and assigned
tasks or projects, the leader can assist in nurturing and supporting their team members
to achieve the satisfaction from accomplishing these additional responsibilities. As a
leader, it can be challenging to give up this power and allow or empower team members
to be responsible for a project and follow-up back to the leader. One example is
allowing staff members to influence decisions who are part of a shared governance
council.
There are various strategies for leaders that can assist with empowering their team to
meet set organizational and personal goals. For example, the utilization of committees
with regular meetings can be helpful to receive updates on progress and timelines of
various projects and provide staff with leadership opportunities. Support by the leader is
also needed to allow staff members time away from their unit to attend these meetings.
Communication and Decision Making
Communication and decision making occurs daily within healthcare and in the role of a
nurse leader, in either oral or written form. Electronic information technology, such as e-
mail, can enhance communication between one or a group of individuals at the same
time to ensure all hear the same message. Certain situations necessitate an in-person
meeting with individuals or small groups as well, such as an investigation, performance
review, or a mentoring or coaching session. Among the models of decision making that
exist, the rational model is generally used by nurse leaders since it is objective, logical,
and systematic (Roussel, et al., 2016). It is important to review all available information
and reflect on any advantages or disadvantages of a situation before a decision is
finalized. When weighing future benefits and costs of a decision, it is recommended that
the decision be feasible and is aligned with the organization’s goals and objectives. In a
cost-benefit analysis of a pending decision, an objective analysis of the quantifiable and
qualitative benefits should be reviewed thoroughly.
Once a decision is made, it is imperative that clear, effective communication occurs with
the appropriate parties who will be involved and affected by the decision, with
appropriate follow-up as necessary. As we discussed previously in the course, in the
shared-governance model, the staff typically has an active role in the decision-making
process and can influence the outcome. Even within a shared-governance model, there
may be some resistance from employees for a variety of reasons. Allowing opportunities
to address any questions is helpful for employees to have their concerns heard and
acknowledged. This may be accomplished in a large group setting or a more intimate
meeting.
Oftentimes, acceptance of a decision can be made smoother through increased,
effective communication as early as possible. Utilizing staff as part of any committee
work that may be required can aid acceptance and buy-in of a change within the
organization. Obtaining consensus of a decision or goal and sharing information early in
the decision-making process can be a positive strategy, leading to favorable outcomes
in communication and acceptance by the team, in many cases. At times, it may be
necessary to have an individual meeting to determine the cause of the resistance.
Some employees may be fearful of not being able to adapt to the new change. An open-
door policy as a strategy to influence positive communication with employees can be
beneficial when clear rules are communicated, such as if permission from another
person may be required.
