Analysis of a Nursing Leadership Role
Maggie Siler
Ferris State University
ANALYSIS OF A NURSING LEADERSHIP ROLE 7
Analysis of a Nursing Leadership Role
The purpose of this paper is to analyze the role of a highly respected nursing leader to increase this students understanding of the duties and qualifications of such a role. Kathleen McManus RN graciously agreed to provide this student with information regarding her background in health care, as well as insight as to her role/responsibilities as Chief Operating Officer (COO) of Munson Medical Center. The ensuing interview was very enlightening. Background
Kathleen has developed a broad base of experience over her career that has brought insight and strength to her current role. She has been in health care for thirty nine years, with twenty of those years at Munson Medical Center. The last three years she has served as COO. Her initial degree was as a registered nurse. She first worked as a staff nurse than associate director of nursing at a nursing home in the Chicago area. Her next role was in public health in a poor southwestern Michigan community. She went on to begin well child clinics for migrant workers and started Michigan’s immunization tracking system. Infection control and community health clinics were among other roles she took on. She jokes that she could not keep a job during those years. During that time she started a family and continued her education toward a Bachelor’s and then a Master’s Degree in Healthcare Administration.
Kathleen describes fate as having a big hand in her current role. She feels her varied work experiences, communication skills and understanding of people have qualified her for this role. She describes leadership as having a vision for direction and understanding people. The most enjoyable aspects of her role are working with high quality administration, staff, and physicians as well as serving the community/region through the successful guidance of a high quality health care institution. Her style of practice strongly supports a healthy work environment (Kramer et al., 2012). The least enjoyable aspect, given time to ponder it, is the overwhelming amount of responsibility tied to her role.
Job Duties
The overarching duty for the COO of Munson Medical Center is responsibility for the entire operation of the facility. Maintaining a solvent, high quality healthcare operation in this day and age requires an agile, informed, visionary leader. More specific daily duties are overseeing North Flight medical transport and cardiology services. Kathleen reports to the President/Chief Executive Officer Ed Ness and the Board of Directors for Munson Healthcare. All managers and directors of cardiology services and North Flight are responsible to report to Kathleen.
Collaboration
Kathleen’s personal touch points for successful collaboration stem from her work as previous vice president for outreach services. Munson Healthcare not only serves its adjacent five county area but all of northern lower Michigan as well as parts of the Upper Peninsula. Having the ability to see the big picture and understand what each party needs to create a successful relationship is crucial to the success of such a large operation. High quality communication and collaboration with administrative colleagues, managers, and staff help her achieve the goals of her work. Quality interactions among health care professionals directly affect patient care and institutional outcomes (Schmalenberg & Kramer, 2009, p. 74), and Kathleen works diligently to achieve this goal. Her visible presence is routine throughout the hospital which benefits collaboration with every member of Munson’s health care team. Engagement, insight, quality communication and common sense are her rules for successful collaboration.
Legal and Ethical
As COO for a large medical center Kathleen faces many legal and ethical concerns in her daily work. Ethical concerns as to providing each patient/family with a voice in their healthcare is of ongoing importance to Kathleen. In this age of rapidly advancing medical care including greater time constraints and financial concerns for all parties, it is of great importance to “manage the needs of ethically vulnerable patients and families: (Schlairet, Kiser, & Norris, 2012, p. 309). At Munson this is supported by routine and as needed meetings of an ethics committee which evaluates concerns brought by patients/families, staff, or physicians, as well as risk management services. The end result is to discern the right thing to do in the setting of competing values, interests, and principles. These decisions also involve the best allocation of resources for all involved.
Power and Influence
Kathleen describes her use of power as not from her position alone. She courageously uses knowledge of self/organization and vision for the future to influence the direction of the organization (Dunphy, 2011). Her work has similarities to that of Lillian Wald who was a public health nurse in 1893. There are few women in health care today at the level of administration held by Kathleen. Successful leadership stems from the proper use of power/influence for all the right reasons. A basic tenant of this approach is respect for all, which is one of Kathleen’s cornerstones of personal/professional practice. The strategies employed by this nurse leader directly reflect a strong commitment to the provision of a healthy work environment (American Association of Critical Care Nurses [AACN], 2005). Supporting Munson Medical Center as a Magnet Hospital is strong evidence of Kathleen’s dedication to quality health care for patients, families, nurses and providers.
Decision Making and Problem Solving
Ensuring the accuracy of facts and viewing an issue from the “forest first” approach are initial decision making techniques utilized by Kathleen. Kathleen is right on target according to the American Association of Critical Care Nurses (AACN) Healthy Work Environment Standards. Nurses must be valued and committed to direct policy, evaluate clinical care, and lead organizations. The author cannot think of a better example of putting this standard into practice! Routine use of research, consult with knowledgeable resources, and brainstorming are other methods utilized by Kathleen for the decision making process. She views difficult decisions as a “team sport” with the best outcome for organizational success placed first. Personal feelings must be put aside to make the best decision for all (patients, employees, institution). In today’s health care environment the success of an institution is not one sided. Health care has/is becoming a “cooperative sport” that includes accountabilities from patient, provider and institution to ensure success for all.
Conflict Resolution
Kathleen feels strongly that an organizational culture of quality collaboration (AACN, 2005) sets the tone for conflict resolution. As COO of Munson Medical Center Kathleen has a strong leadership role in directing the culture of the organization. In spite of her high level administrative role, it is obvious that she has not left her commitment to nursing values behind. Nurses must lead the way to quality healthcare through the development of healthy work environments (AACN, 2005). If a problem is approached calmly, and all sides have equal voice, a common goal can be found and worked toward. There is emerging evidence that both improved professional performance and improved patient outcomes are a direct result of quality collaboration (Dodek, Cahill, & Heyland, 2010, p. 2). Calmly getting to the true source of an issue forms the basis for conflict resolution. Ensuring the comfort and security of all involved parties is a crucial part of Kathleen’s conflict resolution technique. This is regardless of parties involved; patients, families, staff, physicians, management, administration, or the general public.
In conclusion, this exploration of nursing leadership has been a wonderful growth experience. The author has always admired this nurse leader, but has never taken the time/effort to make further inquiry into her background and role. In depth discovery of the role of a well-respected nurse administrator/leader has greatly improved the authors understanding of the bigger picture of the “Healthcare Village”.
References
American Association of Critical Care Nurses. (2005). AACN standards for establishing and maintaining healthy work environments. Retrieved May 29, 2013, from http://www.aacn.org/wd/hwe/docs/hwestandards.pdf
Dodek, P., Cahill, N. E., & Heyland, D. K. (2010, November-December). The relationship between organizational culture and implementation of clinical practice guidelines: a narrative review. Journal of Parenteral and Enteral Nutrition, 6, 669-674. http://dx.doi.org/doi.org.libcat.ferris.edu/10.1177/0148607110361905
Dunphy, L. M. (2011, October). The power of influence: leadership in action. Nurse Leader, 9(5), 22-24. http://dx.doi.org/doi.org.libcat.ferris.edu/10.1016/j.mnl.2011.07.003
Kramer, M., Schmalenberg, C., & Maguire, P. (2012, January/March). Nine structures and leadership practices essential for a magnetic (healthy) work environment. Nursing Administration Quarterly, 34(1), 4-17. http://dx.doi.org/10.1097/NAQ.0b013e318c95ef4
Schlairet, M. C., Kiser, K., & Norris, S. (2012, September-October). Clinical ethical support services: an evolving model. Nursing Outlook, 60, 309-315. http://dx.doi.org/doi.org.libcat.ferris.edu/10.1016/j.outlook.2012.01.002
Schmalenberg, C., & Kramer, M. (2009, February). Nurse-physician relationships in hospitals: 20,000 nurses tell their story. Critical Care Nurse, 29(1), 74-83. http://dx.doi.org/10.4037/ccn2009436