Interprofessional Organizational And Systems Leadership

Successful Communication

Daily operations that involve interactions between people, departments, etc., require communication. Communication must be supplied, presented, and received in a way favorable to completing a task or deepening knowledge. A receiver must interpret verbal and nonverbal signals used in communication. For a significant business or individual department to succeed through communication, the communication must be accurate and efficient.

Recap of the incident

The sudden departure of the emergency department director is one occurrence that comes to mind in the emergency department (ED). The ED personnel and doctors respected the ER Director, who had been in her position for 22 years at the time. Everyone was perplexed on the day it was revealed she was no longer the director. An interim Director was also included in the event. We were already acquainted with the individual who was introduced as the hospital house supervisor. With the exception of reporting ED staffing levels and asking for babysitters for our suicidal patients, the ED barely interacted with the house supervisor. In her first week as director, she implemented a number of modifications that infuriated the medical personnel and nursing staff. The call-in procedures, office location, triage policies, work assignments, etc., were all modified by her. Her actions disregarded any departmental input from the medical personnel or nursing staff and showed a lack of regard for a department that functioned effectively prior to her appointment. The emergency department was accustomed to operating in a particular manner and had won great praise from the entire system for being the pioneer in the introduction of the Stoke and Chest Pain Center as well as quick care of ED patients in general. She was not well received in the ED. The message from the new DirectorDirector seemed hurried and aggressive. She was in a position of authority and responsibility, but she arrived quickly and abruptly. Employee perception of the message and the messenger may be influenced by communication style. For communication to be successful, employees must understand the message that managers are attempting to convey. Her every move was scrutinized, and occasionally she was just ignored. The department saw a declining trend as a result of an increase in employee complaints, staffing shortages, and veteran nurses’ resignations. Hospital administrators quickly realized how bad the situation was.

Difficulties and Obstacles

She took it upon herself to do it her way and her way only rather than involving the team.

Organizational communication is a high-level management activity, and in order to prevent communication failure, it must be methodical, consistent, and appropriately integrated into the organizational structure, enabling an exchange of views and ideas (p. 491). She was unable to recognize and comprehend the official and informal networks that exist within the ED. When management and the workforce are cohesive, it is easier to build teamwork for a productive workplace.

Techniques and Components to Encourage a Successful Result

Meetings between the new director and the department’s remaining leadership were held in an effort to rebuild lost camaraderie. Managers are required to evaluate organizational communication, comprehend its structure, identify staff members who are initiating mandated rules, communicate clearly and succinctly, ask the sender for feedback on accuracy, use multiple communication channels, and include formal and impersonal information (Marquis & Huston, 2017). For the best nonverbal communication during any one-on-one engagement, pay close attention to the following: space, environment, appearance, eye contact, posture, gestures, facial and voice expression, and timing. 2017 (Marquis & Huston).

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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