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    Analyzing The Leadership Role of A Nurse Manager

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    The document summarizes an interview with Val Tumbelson, a nurse manager at Blodgett Hospital. It describes her responsibilities which include advocating for patients, educating staff, and ensuring a safe work environment. She effectively communicates with patients, staff, and other hospital leaders. Tumbelson builds relationships through interactions with patients and staff activities. She demonstrates leadership through performance reviews and being open to new ideas. Tumbelson also shows professionalism and business skills like budgeting. Overall, the document discusses how Tumbelson's skills and competencies as a nurse manager help improve patient outcomes and the overall hospital environment.

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    Analyzing The Leadership Role of A Nurse Manager

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    180 views7 pages
    The document summarizes an interview with Val Tumbelson, a nurse manager at Blodgett Hospital. It describes her responsibilities which include advocating for patients, educating staff, and ensuring a safe work environment. She effectively communicates with patients, staff, and other hospital leaders. Tumbelson builds relationships through interactions with patients and staff activities. She demonstrates leadership through performance reviews and being open to new ideas. Tumbelson also shows professionalism and business skills like budgeting. Overall, the document discusses how Tumbelson's skills and competencies as a nurse manager help improve patient outcomes and the overall hospital environment.

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    The document summarizes an interview with Val Tumbelson, a nurse manager at Blodgett Hospital. It describes her responsibilities which include advocating for patients, educating staff, and ensuring a safe work environment. She effectively communicates with patients, staff, and other hospital leaders. Tumbelson builds relationships through interactions with patients and staff activities. She demonstrates leadership through performance reviews and being open to new ideas. Tumbelson also shows professionalism and business skills like budgeting. Overall, the document discusses how Tumbelson's skills and competencies as a nurse manager help improve patient outcomes and the overall hospital environment.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    180 views7 pages

    Analyzing The Leadership Role of A Nurse Manager

    Uploaded by

    api-253808965
    The document summarizes an interview with Val Tumbelson, a nurse manager at Blodgett Hospital. It describes her responsibilities which include advocating for patients, educating staff, and ensuring a safe work environment. She effectively communicates with patients, staff, and other hospital leaders. Tumbelson builds relationships through interactions with patients and staff activities. She demonstrates leadership through performance reviews and being open to new ideas. Tumbelson also shows professionalism and business skills like budgeting. Overall, the document discusses how Tumbelson's skills and competencies as a nurse manager help improve patient outcomes and the overall hospital environment.

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    At a glance
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    Some of the key takeaways from the document are that Nurse Managers act as advocates, educators and leaders who improve patient care, staff relationships and the overall work environment. They are responsible for resolving issues, implementing best practices and meeting organizational goals.

    The main responsibilities of a Nurse Manager according to the document are advocacy, education, communication, resolving conflicts, managing budgets, implementing policies and procedures, and ensuring a safe work environment.

    The document discusses how the Nurse Manager affects communication by hearing patient concerns, facilitating follow up calls, teaching communication skills to new staff, and using communication to discuss changes with staff. Effective communication is important for patient satisfaction and care.

    Running head: ANALYZING THE LEADERSHIP ROLE OF A NURSE MANAGER

    Analyzing the Leadership Role of a Nurse Manager


    Sarah Shirey and Mary Skrypiec
    Ferris State University

    Analyzing the Leadership Role of a Nurse Manager


    The purpose of this paper is to interview a nursing leader and then reflect on how they
    impact the work environment. The interviewee is Val Tumbelson, a current Nurse Manager
    (NM) at Blodgett hospital on 3H, neuroscience floor. She began the nursing field once she
    obtained her nursing degree from University of Michigan. She started on the night shift on
    4South and eventually became the charge nurse. After four years, she became the night shift
    supervisor on 3H. Two years later she became the NM and has been for about two years. One of
    her job responsibilities is to resolve any discrepancies between staff and patients. She also
    handles the budget for the floor and supplies resources for staff to perform evidenced based

    ANALYZING THE LEADERSHIP ROLE OF A NURSE MANAGER


    2
    practice (EBP). The current educational requirement for this position is a Bachelor of Nursing
    degree but a Masters degree is preferred. Tumbelson is currently taking online classes to obtain
    her Masters.
    Role and Responsibilities
    The responsibility of a NM is to perform advocacy, education, and communication
    (Yoder-Wise 2015). The American Organization of Nurse Executives (AONE) states managers
    at all levels must be competent in: communication and relationship-building, a knowledge of the
    health care environment, leadership, professionalism and business skills (2011, p. 2-3).
    Tumbelson advocates health promotion with patients and resolves conflicts between patients and
    staff. She advocates for resolution of staff issues by allowing the staff members to express
    feelings while facilitating a solution. She educates staff on new policies or procedures. She also
    has financial responsibilities, which include monthly budget reports on supplies, managing
    wages, and containing cost. An example given by Tumbelson was that her unit used the most
    bath blankets in Blodgett; her role was to alert staff and create a solution which was to place a
    sign on the blanket warmer to make staff more conscious of bath blanket use. Tumbelson attends
    a daily meeting with floor managers from different units to report issues such as falls, catheterassociated urinary tract infections (CAUTIs), and discusses solutions. Tumbelson works above
    nurses and below the hospital director in the chain of command and receives report from nurses
    and patients. When there is an issue that she cannot resolve, she talks with other floor managers
    or her director for advice. Tumbelsons responsibilities for her position are to be an advocate for
    patients, educator and to provide a safe, cost effective work environment for nurses.
    Communication

    ANALYZING THE LEADERSHIP ROLE OF A NURSE MANAGER


    A NM must execute effective communication between patients, families, and health

    professionals (O'Sullivan, 2012). Tumbelson affects patients by hearing their concerns and
    finding solutions to the issue. She also delegates the charge nurse to complete follow up calls to
    newly discharged patients. This gives patients the opportunity to ask questions and provides
    additional education, which improves their recovery. Tumbelson uses effective communication
    when discussing new policies and procedures with staff by addressing problems with the current
    method, provides journal articles to support the new change, and explains how it will impact
    patient outcomes. Tumbelson shared how she teaches therapeutic communication skills to new
    staff during the orientation process because she feels that it improves patient satisfaction (V.
    Tumbelson, personal communication, February 10, 2015). Tumbelson uses interdisciplinary
    teamwork to discuss EBP used throughout the hospital. This interdisciplinary communication
    has a positive effect on the unit. Tumbelson shows effective communication, shared decisionmaking and influences behaviors on her unit, which fulfills AONE competencies ("The AONE,"
    2011).
    Relationship Building
    Relationships are built between patients and staff through hourly interactions such as
    assessments, bathing, vitals and medication administration. Effective relationships allow an
    open, honest, sharing of information, which improves health outcomes. Hospitals can benefit
    from relationships within interdisciplinary teams; staff feel comfortable with each other, ask
    questions, share thoughts, address patients concerns and come up with solutions to improve
    hospital standards. Tumbelson creates relationships on the floor by asking patients about their
    stay, the staff and if their experience could be better (V. Tumbelson, personal communication,
    February 10, 2015). She builds relationships with the staff by having monthly team building

    ANALYZING THE LEADERSHIP ROLE OF A NURSE MANAGER


    exercises (V. Tumbelson, personal communication, February 10, 2015). Tumbelson meets

    AONE competencies by demonstrating positive relationships with patients and interdisciplinary


    teams ("The AONE," 2011).
    Knowledge of Health Care Environment
    The AONE states that NMs should have clinical practice knowledge, health care policy
    knowledge and knowledge of quality improvement and metrics ("The AONE," 2011). Tumbelson
    gains insight into the healthcare environment via the daily NMs meeting. This affects the
    hospital positively by ensuring strong united practices throughout the hospital and allows open
    communication and relationship building amongst staff. Tumbelson utilizes communication with
    patients to increase her knowledge by listening to the patients questions or concerns.
    Tumbelson explained that she speaks with the interdisciplinary teams to understand the plan of
    care for the units patients (V. Tumbelson, personal communication, February 10, 2015). She
    used education to increase her knowledge of the healthcare environment, by learning about the
    affordable care act (V. Tumbelson, personal communication, February 10, 2015). Tumbelson has
    a strong knowledge of health care environment which leads to trusting relationships with
    patients, staff and allows the hospitals to make evidenced based changes as a whole.
    Leadership
    The AONE states NMs should provide system thinking, succession planning and change
    management ("The AONE," 2011). Tumbelson initiates leadership by completing performance
    reviews, fixing charting errors, being open to new ideas on patient care, helping staff with
    bedside care and answering all questions (V. Tumbelson, personal communication, February 10,
    2015). These leadership examples will help empower staff to perform high quality care, which
    will positively affect patients outcomes and satisfaction. Tumbelson applies leadership to staff

    ANALYZING THE LEADERSHIP ROLE OF A NURSE MANAGER


    5
    by encouraging them to solve conflicts amongst themselves professionally. Organizational skills
    help demonstrate leadership when new evidenced-based policies and procedures introduced to
    staff (Yoder-Wise, 2015). Tumbelson demonstrates leaderships in order to positively affect
    patients health and to empower teamwork, honesty and integrity among staff.
    Professionalism
    The NMs demonstrate professionalism by providing staff with coaching, mentoring,
    evaluating and being supportive (Hickey, 2012). These techniques encourage staff to practice
    professionally and provide evidenced based care. Professionalism by interdisciplinary teams will
    lead to high recommendations from patients, PCP, and increase the reputation throughout the
    community, which positively affects the hospital. Tumbelson demonstrated professionalism by
    dressing appropriately, arriving on time, answering staff questions and being a mentor. She also
    follows the professional practice model, which explains how excellence, relationships, and selfcare will improve patient care (V. Tumbelson, personal communication, February 10, 2015).
    Tumbelson has met AONE competencies by demonstrating personal and professional
    accountability (The AONE, 2011).
    Business Skills
    Tumbelson is responsible for performing business skills such as budgeting, staffing,
    orientation, and supplying equipment. Tumbelson demonstrates these skills by having the
    appropriate amount of staff working, ordering new supplies and requesting new equipment if
    needed. These skills improve patients health by allowing staff the opportunity to provide
    evidenced base care. Hospitals benefit by obtaining more revenue when those skills are executed
    correctly. Tumbelson explained that most business skills are learned through on job experience.
    Blodgett currently does not have an orientation process for NMs so she is working on a

    ANALYZING THE LEADERSHIP ROLE OF A NURSE MANAGER


    committee to design a program (V. Tumbelson, personal communication, February 10, 2015).

    The absence of a training program can hinder the organization because then each NM may not
    use the same approach to budgeting, staffing, and equipment. Tumbelson demonstrates AONE
    competencies by performing financial budgeting and ordering supplies ("The AONE," 2011).
    Conclusion
    Hospitals want to improve patients health, have a high reputation and make money.
    Tumbelson achieves these goals by demonstrating effective communication, knowledge of the
    healthcare environment, leadership, professionalism, business skills and successfully meeting
    AONE competencies. This assignment has shown us how a NM can positively impact the unit
    and hospital. Tumbelson was extremely knowledgeable, professional and approachable. She acts
    as a highly educational resource and has positive relationships with patients and interdisciplinary
    teams. All these characteristics Tumbelson demonstrates builds a stronger professional team
    which overall improves patients health and the organization.

    ANALYZING THE LEADERSHIP ROLE OF A NURSE MANAGER


    References

    Hickey, J. (2012). Standard 14, professional practice evaluation. In K. M. White & A .OSullivan
    (Eds.), The essential guide to nursing practice (pp. 153-162). Silver Spring, MD:
    Nursesbooks.org.
    OSullivan, A. (2012). Standard 11, communication. In K. M. White & A .OSullivan (Eds.),
    The essential guide to nursing practice (pp. 153-162). Silver Spring, MD:
    Nursesbooks.org.
    The AONE nurse executive competencies. (2011). Retrieved from
    https://fsulearn.ferris.edu/bbcswebdav/pid-860538-dt-content-rid5248771_1/courses/11120.201501/11122.201501_ImportedContent_20
    150103010415/AONE_NEC%281%29.pdf
    Yoder-Wise, P. (2015). Leading and Managing in Nursing (6th ed.). St. Louis, Missouri:
    Elsevier.

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