Critique: Module 6
The scenario described by Group 3 discusses the direct conflict between a nurse practitioner and a wound nurse wherein the nurse practitioner expresses negative comments about the wound care nurse. Also involved in the conflict is the patient who is involuntarily involved, and the leader who has stepped in to mediate the conflict. Group 3 identifies the nurse practitioner calling the wound nurse incompetent when speaking to the patient as the issue that requires conflict resolution. Group 3 describes these comments from the nurse practitioner to the patient as lateral bullying because these types of comments damage another’s reputation and decrease moral. Additionally, these comments prompt the patient to experience doubt …show more content…
Interventions are initiated by a leader and encourage a shared understanding of feelings between nurses, which in turn leads to a higher level of morality and motivation. (Sahu & Pathardikar, 2015). However, transformational leadership forefronts the leader’s rapport with his/her subordinates (Sahu & Pathardikar, 2015). Transformational leaders motivate a higher level of morality due to their charisma, the ability to stimulate intellect, inspiration, and connectedness (Sahu & Pathadikar, 2015). A transformational leader focuses on building trust, loyalty and respect from their subordinates, and this relationship motivates the work team involved in the conflict to cooperate; in so doing, the organization progresses toward whatever desirable vision is developed and endorsed by the leader (Sahu & Pathardikar, 2015). They are more concerned with long-term, holistic objectives such as policy and workplace civility than they are with the/and withshort-term need of collaboration between the nurses (Saeed, Almas, Anis-ul-Haq, & Niazi, …show more content…
The discussion by group 3 demonstrates a focus on a short-term goal of collaboration between the nurses which enables the conflict participants to work out their differences and can clearly be identified as transactional. Conversely, the transformational leader places a greater emphasis on developing the work team toward a personal vision of workplace civility (Hutchinson & Hurley, 2013). In consideration, the short-term goal to find a quick solution in solving a grievance and viewing the conflict as a personality conflict can cause further victimization toward those who report bullying to the manager (Hutchinson & Hurley, 2013). In the discussion involving the conflict between the nurse practitioner and wound care nurse, transformation leadership is demonstrated during the intervention where the staff is educated and coached on the zero tolerance for work place bullying, and their personal accountability (Sahu & Pathadikar, 2015). It is an example of management of attention where key issues are clearly communicated to the staff on the importance of civility at the workplace (Sahu & Pathadikar, 2015). Additionally, the transformational leader has the ability to educate and coach the meaning of accountability and one’s capability in civil behavior (Sahu & Patadikar,
The scenario described by Group 3 discusses the direct conflict between a nurse practitioner and a wound nurse wherein the nurse practitioner expresses negative comments about the wound care nurse. Also involved in the conflict is the patient who is involuntarily involved, and the leader who has stepped in to mediate the conflict. Group 3 identifies the nurse practitioner calling the wound nurse incompetent when speaking to the patient as the issue that requires conflict resolution. Group 3 describes these comments from the nurse practitioner to the patient as lateral bullying because these types of comments damage another’s reputation and decrease moral. Additionally, these comments prompt the patient to experience doubt …show more content…
Interventions are initiated by a leader and encourage a shared understanding of feelings between nurses, which in turn leads to a higher level of morality and motivation. (Sahu & Pathardikar, 2015). However, transformational leadership forefronts the leader’s rapport with his/her subordinates (Sahu & Pathardikar, 2015). Transformational leaders motivate a higher level of morality due to their charisma, the ability to stimulate intellect, inspiration, and connectedness (Sahu & Pathadikar, 2015). A transformational leader focuses on building trust, loyalty and respect from their subordinates, and this relationship motivates the work team involved in the conflict to cooperate; in so doing, the organization progresses toward whatever desirable vision is developed and endorsed by the leader (Sahu & Pathardikar, 2015). They are more concerned with long-term, holistic objectives such as policy and workplace civility than they are with the/and withshort-term need of collaboration between the nurses (Saeed, Almas, Anis-ul-Haq, & Niazi, …show more content…
The discussion by group 3 demonstrates a focus on a short-term goal of collaboration between the nurses which enables the conflict participants to work out their differences and can clearly be identified as transactional. Conversely, the transformational leader places a greater emphasis on developing the work team toward a personal vision of workplace civility (Hutchinson & Hurley, 2013). In consideration, the short-term goal to find a quick solution in solving a grievance and viewing the conflict as a personality conflict can cause further victimization toward those who report bullying to the manager (Hutchinson & Hurley, 2013). In the discussion involving the conflict between the nurse practitioner and wound care nurse, transformation leadership is demonstrated during the intervention where the staff is educated and coached on the zero tolerance for work place bullying, and their personal accountability (Sahu & Pathadikar, 2015). It is an example of management of attention where key issues are clearly communicated to the staff on the importance of civility at the workplace (Sahu & Pathadikar, 2015). Additionally, the transformational leader has the ability to educate and coach the meaning of accountability and one’s capability in civil behavior (Sahu & Patadikar,