Resistance Techniques of Nurses

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Table of Contents

Introduction
Discussion and Analysis
Rationale
Conclusion
References

Introduction

Managers should be ready to share power with their followers and subordinates if positive gains are to be realized. This principle is also applicable in a healthcare setting. It is also necessary for nurses to compel their leaders and managers to support their agendas and ensure safe, personalized, and timely services are available to different patients. This paper supports the use of resistance techniques to ensure managers share power with their staff nurses.

Discussion and Analysis

The article “Seeking Connectivity in Nurses’ Work Environments: Advancing Nurse Empowerment Theory” examines how managers and staff managers exercise power in their respective healthcare settings. The author acknowledges that nurses can use diverse forms of resistance to exert power and ensure that every manager supports their objectives (Udod, 2014). The notions and ideas described in the article are aimed at extending the nurse empowerment theory (NET). The targeted practitioners used the best skills to compel their managers to improve their capabilities of providing efficient services.

That being the case, it would be agreeable that the different forms of resistance used by the nurses to address power imbalances between themselves and their managers were desirable. This is the case because every strategy improved the level of connectively between the managers and their staff nurses. Consequently, the practitioners managed to transform the working environment positively (Udod, 2014). The willingness and ability of the managers to share power with the staff nurses transformed the quality and safety of care services available to the targeted patients.

Rationale

The resistance approach was essential since it forced every manager to ascertain his or her effectiveness and fitness as a leader. The strategy also made it possible for every manager to conform to the nurses’ perception of leadership functions. It is agreeable that the nurses demonstrated diverse forms of resistance to have their issues addressed. Consequently, this kind of resistance became a tool for informing every manager that the nurses’ workloads had become unmanageable (Udod, 2014). The strategy was also considered in an attempt to ensure that the unique needs of specific patients were prioritized.

The nurses acted in such a manner in order to become patient advocates and meet their health demands. Consequently, positive gains were realized after implementing this kind of resistance. The article indicates that the manager eventually became supportive and willing to address emerging issues. The nurses were able to pursue their aims in their respective practice environments. This development resulted in good-quality care delivery and patient support (Udod, 2014). This kind of resistance, therefore, resonates with the attributes of the critical perspective.

The author also acknowledges that the exhibited form of resistance was mainly aimed at improving the level of relationship between the practitioners and their leaders. The move resulted in a desirable environment characterized by partnership, efficient communication, and appropriate decision-making processes. The absence of such kind of connectively could have affected the nature of relationships and eventually disorient every care delivery process (Valizadeh, Khoshknab, Mohammadi, Ebrahimi, & Bostanabad, 2016). It is agreeable that managers should be willing to engage their followers and modify every working environment (Udod, 2014). The established connection between the manager and the followers will result in efficient, safe, and timely healthcare services.

Conclusion

In conclusion, the roles and responsibilities of nurses are facilitated when institutional policies focus on their power, superiority, and performance. Managers should create healthy work environments, reduce tensions, and support their followers. Leaders who embrace such strategies will ensure that quality care is available to more patients.

References

Udod, S. (2014). Seeking connectivity in nurses’ work environments: advancing nurse empowerment theory. Canadian Journal of Nursing Research, 46(3), 110-127.

Valizadeh, S., Khoshknab, M. F., Mohammadi, E., Ebrahimi, H., & Bostanabad, M. A. (2016). Dignity and respect are the missing link of nurses’ empowerment. International Journal of Medical Research & Health Sciences, 5(3), 110-115.

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Resistance Techniques of Nurses

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