Interprofessional Organizational And Systems Leadership

Effective Communication

Communication is necessary for daily operations that require interactions between people, departments, etc. and must be offered, delivered and received in a manner that is conducive to accomplish a task or extend understanding. Communication occurs as verbal and nonverbal messages to be interpreted by a receiver. It is crucial that the communication in a large organization an individual department is accurate and effective to achieve success through communication.

Summary of Incident

An incident that comes to mind in the Emergency Department (ED) was the unexpected departure of the Emergency Department Director. The ER Director had been in place for 22 years at the time, and ED staff and doctors respected her. On the day it was announced she was no longer the Director everyone was baffled. The announcement also included the introduction of a temporary Director. The person introduced we were familiar with as the hospital House Supervisor. The ED had minimal dealings with the House Supervisor other than reporting ED staffing levels and request for sitters for our suicidal patients. During her first week as Director, she imposed numerous changes that had nursing staff and physicians in an uproar. She changed the call-in processes, office location, triage procedures, work assignments, etc. Her actions excluded any departmental input from nursing staff or physician and lacked consideration for a department that operated efficiently before her arrival. The ED was accustom to running a certain way and had received high accolades system-wide recognized as the forerunner for implementation of Stoke and Chest pain center also timely care of ED patients in general. She was not a welcomed addition to the ED. The new director message appeared to be forced and hostile. Although she held the position of authority and responsibility, her approach was hurried and abrupt. Communication style plays a role in how employees may perceive the messenger and message. Employees need to be clear on the message that managers are trying to communicate in order to experience successful communication. Her every moved was questioned and at times just plain disregarded. There was a downward shift within the department with increased staff complaints, staffing shortages, and resignations of veteran nurses. The situation was terrible and noticed by hospital Administrators quickly.

Barriers and Challenges

Instead of engaging the team, she took it upon herself to do it her way and her way only.

According to Marquis and Huston, “organizational communication is a high- level management function; must be systematic; have continuity; and be appropriately integrated into the organizational structure, encouraging an exchange of views and ideas” to avoid communication failure (p. 491). There was a failure in her ability recognize and understand the formal and informal networks within the ED. Cohesiveness between management and the team helps with the developing teamwork for a productive work environment.

Strategies and Elements to Promote a Positive Outcome

Meetings between remaining leadership in the ED and the new Director took place in an attempt to regain lost camaraderie in the department. Managers must assess organizational communication; understand its structure; recognize staffs initiating the mandated rules; communicate clear and concise; seek feedback from the sender for accuracy; use multiple methods to communicate, and include formal and impersonal information (Marquis & Huston, 2017). During any one on one interaction, attention to elements of nonverbal communication including space; environment; appearance; eye contact; posture; gestures, facial and vocal expression and timing to optimize the message sent. (Marquis & Huston, 2017).

Reference

Johansson, C., Miller, V. D., Hamrin, S. (2014). Conceptualizing communicative leadership: A framework for analyzing and developing leaders’communication competence, Corporate Communications: An International Journal, 19(2), 147–165.

Marquis, B. L., & Huston, C. J. (2017). Leadership roles and management functions in nursing: Theory and application (9th ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.

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Review the Resources and examine the leadership theories and behaviors introduced.

Identify two to three scholarly resources, in addition to this Module’s readings, that evaluate the impact of leadership behaviors in creating healthy work environments.

Reflect on the leadership behaviors presented in the three resources that you selected for review.

Post two key insights you had from the scholarly resources you selected. Describe a leader whom you have seen use such behaviors and skills, or a situation where you have seen these behaviors and skills used in practice. Be specific and provide examples. Then, explain to what extent these skills were effective and how their practice impacted the workplace.

• Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.
  • Chapter 1, “Frameworks for Becoming a Transformational Leader” (pp. 2–19 ONLY)
  • Chapter 6, “Shaping Your Own Leadership Journey” (pp. 182-211)
• Duggan, K., Aisaka, K., Tabak, R. G., Smith, C., Erwin, P., & Brownson, R. C. (2015). Implementing administrative evidence-based practices: Lessons from the field in six local health departments across the United States. BMC Health Services Research, 15Links to an external site.(1). doi:10.1186/s12913-015-0891-3. Retrieved from https://bmchealthservres.biomedcentral.com/articles/10.1186/s12913-015-0891-3
• Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.
  • Chapter 1, “Frameworks for Becoming a Transformational Leader” (pp. 2–19 ONLY)
  • Chapter 6, “Shaping Your Own Leadership Journey” (pp. 182-211)
• Duggan, K., Aisaka, K., Tabak, R. G., Smith, C., Erwin, P., & Brownson, R. C. (2015). Implementing administrative evidence-based practices: Lessons from the field in six local health departments across the United States. BMC Health Services Research, 15Links to an external site.(1). doi:10.1186/s12913-015-0891-3. Retrieved from https://bmchealthservres.biomedcentral.com/articles/10.1186/s12913-015-0891-3

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