Nursing Leadership and Management

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Table of Contents

Introduction
Discussion
Conclusion
References

Introduction

This paper discusses a situation in nursing leadership where I am a leader overseeing several employees in one department and examines the possible methods of solving challenges and problems in nursing leadership as posed different situations.

Discussion

Diversity in age, gender, education, race and cultural background among the seven employees under my supervision in the physical and occupational therapy department has created a workforce where surfaces of friction are ever present. This friction is directly attributable to the fact that the whole uniqueness in the various capacities has created a distinctive perception of work, management and life that either strengthens or weakens the work team. As such, there is a major communication barrier between the nurses as a workmates and the management resulting from cultural, social and generational differences.

Harnessing the differences in the various aspects of our employees offers our facility and department the depth in handling various challenges while at the same time denying us the uniformity in perception and attitude that is needed in employees working as a team. Smooth communication or lack of it in both channels determines how the work team functions. As the team leader therefore, it is my obligation to oversee that each employee contributes equally to the whole work process complementing each others work and aiming at the same common goal. In this case for example, two employees in my team are of a relatively older generation and have little recognition of the management and rules set by it. This attitude of rebellion denies our department harmony and may even spread to other nurses who may feel that they also need not to follow the rules if the offenders are not apprehended.

To achieve our common goal as a department and as nursing professions, there is need to use management and communication ideologies to help in solving the communication problem that is this team. The first step would be to examine the role of the generation gap and social background. By being informed of what or how each person perceives certain things, then this would be the first step to alienating the problem.

Sherman (2006) recognizes that managing a nursing workforce cutting through three or more generations is an “uncharted territory” for managers. She suggests that being able to view generational differences from a wider perspective enables nursing managers “to flex their leadership style, enhance quality and productivity, reduce conflict, and maximize the contributions of all staff” Sherman (2006). By quoting Zemkel et al (2000), she divides employees into four generational cohorts which simply are groups of people born within the space of 15-20 years who share same life experiences and perception that greatly determines how they work, communicate and relate with other employees. These cohorts are the veterans (1925-1945), baby boomers, (1946-1963) generation x (1964-1980) and the millennial (1980-2000).

When it comes to communication these groups have different preferences. While communication is of strategic importance in emphasising organizational goals and objectives, Sigel et al (1999) also note that it is responsible for “transitioning from HR and individual operating units to corporate communications departments.” Sherman 2006 notes that the generation x and millennial have a preference for internet communication while it is not the case for the older generation. While these groupings are not definitive, there is need to develop a definitive leadership style that views diversity “as an issue of organizational change as it does an issue of individual differences; as much an issue of human resource policy as it is an ethical issue of fairness, equality, and/or justice”, (Sigel et al 1999).

As such, it would be appropriate for me as a nursing leader to allow the accommodation and adoption of new communication means to cater for all the generations as a manner of effecting organizational change (Sigel et al 1999). This for example would require the use of more modern means of communication such as emailing which is popular with the millennial and x generations as compared to others. However as a leader, I should take into consideration the effect this organisational change will have on all the employees especially the older generation who are not familiar with using such communication channels. This is what Sigel et al (1999) labels as “listening to employees”. While this may be important, it is not all inclusive in alienating the communication challenge. By borrowing from Sigel et al (1999) I will liaise with the top management in developing a strategic mix of communication methods and tools aimed at realising the core goals and objectives of the whole organisation. Such will take into account of the various employees in the physical and occupational therapy department.

The core values and goals of the organisation will be communicated to all employees through their most relevant channels. As a leader representing the employees, I will also act as a facilitator of the organisation into listening to the employees. In such a situation, cases of family commitments, cultural perception etc will be addressed as they influence the performance of employees and the whole organisation. Noting what Sherman says of the cohorts, each will be strategically used for what it is conventionally thought stereotype, suited for. By this I mean that the older employees should offer advice and mentorship to the younger employees who according to Sherman and from what is I have observed are willing to learn more and seek advice and guidance from the experienced hands.

Conclusion

By implementing these strategies in communication and leadership as above, the communication problem will be adequately addressed. However, the organisation itself in terms of other departments and the top management will have to provide the necessary support for the success of this initiative.

References

Sherman, R., (2006). “Leading a Multigenerational Nursing Workforce: Issues, Challenges and Strategies”. OJIN: The Online Journal of Issues in Nursing. Vol. 11 No. 2, Manuscript 2. Web.

Segal, Madhav N., Segal Zubin N., Segal Neel N., and Uma A. Segal (1999) “Effective Communication and Leadership Essentials for a Global Workforce.” The international journal of knowledge, culture and change management.

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Nursing Leadership and Management

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