Respond To Your Colleagues By Explaining Leadership Strategi

Respondto Your Colleagues By Explaining How The Leadership Skills The

Respond to your colleagues by explaining how the leadership skills they described may impact your organization or your personal leadership, or by identifying challenges you see in applying the skills described. At least 2 references in each peer responses! Incivility and bullying have long been a problem within nursing and the healthcare profession. Edmonson defines incivility as “the destructive and harming behaviors of disrespect and degradation” (Edmonson, 2017, p. 40). In nursing it is known as “getting a thick skin” and “eating their young” (Edmonson, 2017). Incivility is harmful to the individual, patients, the organization, and has long-term negative effects. It not only harms the individual but it can affect patient care and decrease morale in the work place. Incivility can contribute to medical errors, preventable adverse outcomes, poor patient satisfaction, and increase cost of care. It can create unhealthy and hostile work environments and can undermine the nurse’s idealism and professionalism.

Yet, disruptive behaviors such as incivility and bullying are tolerated in many settings and can cause clinicians, managers, and staff to seek positions elsewhere. Some key behaviors of incivility include rude comments, offensive or condescending language, public criticism, screaming, and disregard for interdisciplinary input on patient care (Lachman, 2017). Disruptive behaviors can have long-lasting negative effects and affect the health and well-being of individuals due to psychological and physical stressors. They can develop stress-related disorders resulting in feelings of failure, tension, and depression (Kim, 2018). Healthful environments are grounded in a culture that values diversity, supports communication, trust, and collaboration.

To create a culture of civility that promotes a safe environment, it is the responsibility of nurse leaders to support staff. One strategy to creating a culture that does not tolerate incivility would be to socialize new and current employees. Rather than let the day-to-day interactions of employees establish expectations, the nurse leader should clearly define behaviors that are acceptable and unacceptable to everyone. Establish expectations of how staff should treat each other and post those guidelines (Smith, 2018). A second strategy to creating a healthful environment is to have a team approach to establishing team norms of civility. Team members determine how norms are put into use and how to abide by them. This approach will establish accountability among all team members of the organization (Clark, 2016). Having an honest and open approach to communication where people should not be afraid of telling their stories will help to empower people so speak out. Creating a culture of structural empowerment allows people to regain their power, speak out against disruptive behaviors, and lower the levels of incivility (Lachman, 2015). An empowered culture will help maintain strategies that are in place, reduce tolerance of incivility, and hold people more accountable.

When I was a nursing student, I witnessed behaviors where the preceptor was deliberately being hard on the student; fortunately, I had a preceptor who was nice and enjoyed teaching me. As I entered the workforce, my first job was in the ED. The manager of the ED was a nurse and had an open policy where if anybody had issues, they could come to her and discuss their grievances. I noticed that the morale of the department was always good, and everyone got along well. The manager used a communication strategy called CUS (Concerned, Uncomfortable, Safety), where people could come to her to address concerns, state uncomfortable situations, and focus on safety. When people have disagreements, the manager would talk to both of them in the office at the same time and let each person talk about their grievances. It seemed to work pretty well as issues were promptly resolved, and everybody seemed happy with the results.

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The leadership skills described in the responses—particularly those emphasizing creating a culture of civility through socialization, establishing norms, open communication, and empowerment—are fundamental in shaping organizational culture in healthcare settings. These skills enhance the organizational environment, influence staff behavior positively, and foster a focus on patient safety and quality care. Personal leadership is significantly impacted by adopting these skills, as leaders become catalysts for change, promoting respectful interactions and collaboration among staff members.

One key leadership skill highlighted is the ability to establish clear behavioral expectations and norms. According to Smith (2018), setting standards of respectful conduct and visibly posting behavioral guidelines serve as a foundation for cultivating civility within healthcare teams. This proactive strategy aligns with transformational leadership principles that inspire staff to adhere to shared values (Bass & Riggio, 2006). When nurse leaders actively socialize new and current staff regarding expected behaviors, they reinforce the organizational culture of respect and professionalism, which directly impacts staff morale and patient safety.

Furthermore, team-based approaches to establishing norms deepen collective accountability. Clark (2016) emphasizes that involving team members in norm-setting fosters ownership and compliance. Such participatory processes align with participative leadership styles, which have been shown to improve team cohesion and reduce incivility (Yukl, 2013). Leaders who facilitate open discussions about behavior standards encourage transparency and mutual trust, reducing the likelihood of disruptive behaviors like incivility and bullying.

The promotion of open communication, exemplified by the use of strategies like the CUS approach in the ED, exemplifies effective leadership in action. Kim (2018) suggests that open dialogue and safe spaces for expressing concerns allow staff to address issues promptly before escalation. This approach relates to emotional intelligence in leadership, emphasizing awareness of others’ feelings and fostering empathy (Goleman, 1998). Leaders who model such communication techniques help build psychologically safe environments, pivotal in reducing incivility and encouraging reporting of disruptive behaviors.

The challenge in applying these skills stems from organizational inertia and entrenched cultural norms that tolerate negative behaviors. Resistance from staff accustomed to traditional hierarchies and lack of accountability mechanisms can impede efforts. For instance, despite strategies for civility, some staff may still engage in disrespectful behaviors due to stress, burnout, or lack of awareness (Lachman, 2015). Leaders must continuously reinforce expectations, provide ongoing education, and uphold accountability to sustain positive change.

Additionally, developing a culture of empowerment requires deliberate effort and consistency from nurse leaders. Lachman (2015) notes that empowerment involves not only giving staff voice but also ensuring they feel safe and supported in speaking out against incivility. This can be difficult in environments where disciplinary actions are perceived as punitive, discouraging openness. Leaders must balance accountability with psychological safety, a nuanced endeavor requiring emotional competence and resilience.

In conclusion, the leadership skills described—setting expectations, fostering team ownership of norms, promoting open communication, and empowering staff—are vital in transforming healthcare environments into respectful, collaborative spaces. While challenges exist, especially in overcoming cultural barriers, sustained commitment and strategic leadership can significantly reduce incivility and improve organizational outcomes. These skills not only impact personal leadership by enhancing credibility and influence but also shape the overall climate of safety and respect, ultimately benefiting patient care and staff well-being.

References

• Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Lawrence Erlbaum Associates.
• Clark, C. M. (2016). Principled leadership and the imperative for workplace civility. American Nurse Today, 11(11), 32-33.
• Goleman, D. (1998). Working with emotional intelligence. Bantam Books.
• Kim, J. (2018). Relationship between incivility experiences and nursing professional values among nursing students: Moderating effects of coping strategies. Nurse Education Today, 65, 123-130.
• Lachman, V. D. (2015). Ethical issues in the disruptive behaviors of incivility, bullying, and horizontal/lateral violence. Urologic Nursing, 35(1), 39-42.
• Smith, J. G. (2018). Establishing norms of respect: Strategies for nurses and managers. American Nurse Today, 13(6), 44-45.
• Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson.