Esther Green’s leadership style is based on evidence-informed research on the impacts that poor leadership has on nursing team. She also emphasizes the importance of mentorship in shaping her leadership style. One of her greatest achievements was creating a highly efficient diagnostic assessment program involving “nurse navigators”, which significantly improved waiting time frame for cancer patients and brought to better ways of meeting needs of patients and families. She also served as a facilitator in political process of change, dealing with financial resources’ allocation for some new instrumental screening instruments and advocating for nurses in organizational structure where physicians held a mostly supervising role. Being a change agent
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My colleague, S., and I were involved in facilitating an administrative processes for patients coming to our clinic, implementing research projects, and working on improving waiting time for patients. Since our position was relatively new to the organization, no unified description of job tasks existed. One of MD residents, J., coming from overseas, decided that we have a free hours to perform some additional work, which would take a sufficient amount of time, and which would pull us out from direct patients’ coordination. He contacted the clinic’s director with his initiative and also sent us the same message as straight directive to implementation. We, in turn, communicated about this matter and decided do not keep silence, and to ask for help and advice from administrative manager since our patients’ care would suffer from J.’s initiative. Our supervisor served as a legitimate powerful leader in resolving the conflict. She contacted the clinical director regarding unauthorized coercive power which MD demonstrated. We also used connection power, communicating this initiative to the staff. As a result, we have kept our current tasks and no new tasks added, which positively affected patient care’s timing and satisfaction. Furthermore, clinical staff and our director asked J. to resign instead of keeping his resident’s position at the
My colleague, S., and I were involved in facilitating an administrative processes for patients coming to our clinic, implementing research projects, and working on improving waiting time for patients. Since our position was relatively new to the organization, no unified description of job tasks existed. One of MD residents, J., coming from overseas, decided that we have a free hours to perform some additional work, which would take a sufficient amount of time, and which would pull us out from direct patients’ coordination. He contacted the clinic’s director with his initiative and also sent us the same message as straight directive to implementation. We, in turn, communicated about this matter and decided do not keep silence, and to ask for help and advice from administrative manager since our patients’ care would suffer from J.’s initiative. Our supervisor served as a legitimate powerful leader in resolving the conflict. She contacted the clinical director regarding unauthorized coercive power which MD demonstrated. We also used connection power, communicating this initiative to the staff. As a result, we have kept our current tasks and no new tasks added, which positively affected patient care’s timing and satisfaction. Furthermore, clinical staff and our director asked J. to resign instead of keeping his resident’s position at the