NURS FPX 5007 Assessment 2 Managing the Toxic Leader

NURS FPX 5007 Assessment 2 Managing the Toxic Leader

Student Name

Capella University

NURS-FPX 5007 Leadership for Nursing Practice

Prof. Name:

Date

Abstract

Effective leadership is crucial for organizational success, especially in healthcare settings like hospitals. This paper explores the critical role of leadership in shaping workplace culture, particularly within nursing practice. It focuses on identifying and managing toxic leadership 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). This paper aims to address toxic leadership within healthcare through 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 detrimentally affect 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. https://doi.org/10.21203/rs.3.rs-121826/v1

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. https://doi.org/10.2147/prbm.s311856

Miles, J. M., & Scott, E. S. (2019). A new leadership development model for nursing education. Journal of Professional Nursing, 35(1), 5-11. https://doi.org/10.1016/j.profnurs.2018.09.009

NURS FPX 5007 Assessment 2 Managing the Toxic Leader

Monroe, H. A. (2019). Nurses’ professional values: Influences of experience and ethics education. Journal of Clinical Nursing, 28(9-10), 2009-2019. https://doi.org/10.1111/jocn.14806

Olson, L. (2021). Envisioning an ethical climate in nursing education programs. Online Journal of Issues in Nursing, 26(1), 1-10. https://doi.org/10.3912/ojin.vol26no01man07

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. https://doi.org/10.1097/ncq.0000000000000513

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. https://doi.org/10.1097/nna.0000000000000746