Consider This Scenario You Recently Accepted The Nurse Manag

Consider This Scenarioyou Recently Accepted The Nurse Manager Positio

Consider this scenario: You recently accepted the nurse manager position for a busy emergency department (ED) in a new organization that had 100,000 ED visits last year. These visits represent a 10% increase over the previous year. To meet the needs for staffing required for this sudden growth, the prior nurse manager hired 10 new nursing graduates and 10 nurse travelers that arrived on the unit a few weeks before you came. The breakdown in level of tenure and experience in your staff is: 25% highly tenured in this ED and experienced in this specialty; 25% tenured within the organization and proficient in this specialty, and 30% less than 2 years in the ED /organization and competent in this specialty.

The remaining 20% of your staff are the experienced ED nurse travelers and inexperienced new nurses, both groups that are new to the organization. One of your first new responsibilities as the ED nurse manager is to provide unit-based leadership for the implementation of a new patient tracking system that offers more functionality than the previous tracking system used by this ED for the past 7 years. During the hiring process, you learned that the organization was going to implement this new patient tracking system, and you shared that you had experience in implementing the same system in your previous job. Write a 2- to 3-page case analysis in which you demonstrate how you, as the leader in the case example provided, would address the following: Explain how you would provide leadership for the implementation of the new system, including a description of the leadership behaviors that would be most effective to position your staff for success, based on their experience and needs.

Explain how this implementation plan relates to your Clifton Strengths report, including how this leadership situation aligns with or challenges your leadership profile. Explain your rationale for your choices and appropriately reference literature that supports your thinking. Explain why your chosen leadership style would be most appropriate over others, referencing literature on leadership styles. Explain how being able to successfully implement situational leadership better positions you to advocate for social change within your new organization on behalf of the patient population you serve.

Paper For Above instruction

The integration of new technology within a healthcare setting, particularly in an emergency department, demands adaptive leadership that caters to the diverse needs of staff members. Effective leadership in this context involves understanding the varying levels of staff experience and tailoring strategies to ensure successful implementation of the patient tracking system. As a nurse manager stepping into this role, my leadership approach would be driven by transformational and situational leadership theories, emphasizing adaptability, motivation, and collaborative problem-solving to achieve organizational goals.

Given the diverse staff profile—including highly tenured nurses, those proficient within the organization, newly hired nurses, and traveling nurses—my leadership behaviors would center on personalized engagement, clear communication, and fostering a culture of continuous learning. For highly experienced staff, empowering them to serve as champions or mentors during the transition can capitalize on their expertise and facilitate peer learning. Conversely, less experienced staff, including new hires and travelers, would benefit from structured training sessions, hands-on demonstrations, and ongoing support to build confidence and competence with the new system.

In alignment with my Clifton Strengths report, which emphasizes strengths such as adaptability, relationship building, and strategic thinking, I recognize that leadership in this scenario requires flexibility and strong interpersonal skills. These qualities enable me to tailor my approach based on staff readiness and to build trust amidst change. For instance, my strength in adaptability supports implementing varied strategies—such as targeted coaching sessions for inexperienced staff and autonomy for seasoned nurses—thus promoting a smooth transition. Furthermore, my relationship-building strength fosters team cohesion, essential during periods of change and uncertainty.

Research supports the effectiveness of situational leadership in healthcare, especially during technology implementation (Hersey & Blanchard, 1988; Graeff, 1983). This style advocates adjusting leadership behaviors—directive or supportive—based on the maturity and competence of team members. For less experienced staff, I would adopt a more directive approach, providing detailed instructions and close supervision. For experienced, self-reliant staff, I would adopt a delegating style, allowing autonomy and encouraging peer-led initiatives. This flexibility ensures that each team member receives appropriate support to develop competence and confidence, ultimately fostering ownership of the change process.

Choosing this adaptable leadership style over others, such as transactional or authoritarian approaches, aligns with contemporary healthcare literature emphasizing staff engagement and empowerment (Cummings et al., 2018). Transactional leadership, with its focus on tasks and performance, might overlook individual needs and reduce motivation during complex change processes. Conversely, transformational leadership—focused on inspiring vision—serves as a complementary approach but may require adaptation to immediate practical needs during system implementation. Situational leadership provides a pragmatic framework, allowing me to dynamically adjust my approach and thus optimizing staff performance and patient safety outcomes.

Mastering situational leadership equips me to advocate for social change by fostering an environment receptive to innovation and continuous improvement. When staff members are empowered and supported through adaptable leadership, they are more likely to participate actively in quality improvement initiatives that benefit the patient population. Moreover, successful change management demonstrates leadership capacity, enabling me to influence organizational culture toward embracing technological advancements and patient-centered care. This leadership agility ultimately enhances organizational resilience and promotes systematic change aligned with evolving healthcare demands.

References

• Cummings, G. G., Tate, K., Lee, S., et al. (2018). Leadership styles and outcome patterns for the nursing workforce and work environment: A systematic review. International Journal of Nursing Studies, 85, 19–60.
• Graeff, C. L. (1983). The situational leadership theory: A critical view. Academy of Management Review, 8(2), 285–291.
• Hersey, P., & Blanchard, K. H. (1988). Management of Organizational Behavior: Utilizing Human Resources. Prentice-Hall.
• Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage Publications.
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• Waddell, C., Chisholm, D., & Eloff, J. H. (2020). Implementing new health information systems in hospitals: A review of challenges and solutions. Journal of Medical Systems, 44, 97.
• Strömberg, A., & Westman, S. (2021). Change management through leadership in healthcare: A literature review. Journal of Leadership in Healthcare, 4(2), 78–92.