walden nurs6530 week 5-11 discussions

Week 5 discussion

To prepare:

• Review
the information in this week’s Learning Resources regarding the stages of group
formation, problematic roles individuals play in groups, and strategies for
facilitating and maintaining positive group collaboration. In particular,
review Learning Exercise 19.12 on page 464 of the course text.

• Reflect
on various groups with which you have been or are currently involved. Select
one specific group to analyze for the purposes of this Discussion. Identify the
purpose or task that the group is or was meant to perform.

• Consider
the four stages of group formation (forming, storming, norming, and
performing). How would you describe the progression between stages? Is there a
stage in which you believe your group is or was “stuck”?

• Consider
the task or group-building role you normally play in a group setting. How could
you apply the information from the Learning Resources to improve your group
participation and facilitation, as well as the functioning of the group as a
whole?

• In
addition, think about which individuals within your group (including yourself)
may fall into problematic roles such as the Dominator, the Aggressor, or the
Blocker. How have you and your group members addressed the enactment of these
roles and its impact on interactions? With information from the Learning
Resources in mind, what strategies would you apply now or going forward?

By Day 3

Post a description of a group with which you have been or
are currently involved. Assess where the group is in terms of the four stages
of group formation. If you are reflecting on a past experience, explain if your
group moved through all four stages. Describe the task or group-building role
you typically play, or played, in this group. Then, explain what strategies you,
as a leader, can apply to better facilitate the group process and address any
problematic individual roles in the group.

Week 6 discussion

Week 6: Power and the Image of Nursing

Bring to mind a nurse whose words, behaviors, or reputation convey
power. What is it about this individual that suggests power? How does your
perception of this person relate to your view of yourself as a nurse leader and
the image you associate with nursing?

This week addresses the concept of power. Through reflection,
you examine types and sources of power as well as opportunities for expanding
one’s own power base. In addition, you continue to work on your group paper for
the Week 7 Assignment.

Learning Objectives

Students will:

• Differentiate
types and associated sources of power

• Evaluate
strategies for increasing nursing’s power base

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Learning Resources

Note: To access this week’s required library resources,
please click on the link to the Course Readings List, found in the Course
Materials section of your Syllabus.

Required Readings

Marquis, B. L., & Huston, C. J. (2015). Leadership roles
and management functions in nursing: Theory and application (8th ed.).
Philadelphia, PA: Lippincott, Williams & Wilkins.

• Chapter
13, “Organizational, Political, and Personal Power”

Chapter 13 delves into different types of power. As you
read, consider how you see power demonstrated within your own organization.

Anderson, C., & Brion, S. (2014). Perspectives on power
in organizations. Annual. Rev. Organ. Psychol. Organ. Behavior, 1(1), 67–97.
doi:10.1146/annurev-orgpsych-031413-091259. Retrived from
http://www.annualreviews.org/doi/pdf/10.1146/annurev-orgpsych-031413-091259

Retrieved from the Walden Library databases.

Leach, L. S., & McFarland, P. (2014). Assessing the
professional development needs of experienced nurse executive leaders. Journal
of Nursing Administration, 44(1), 51–62. Retrieved from the Walden Library
databases.

McMurry, T. B. (2011). The image of male nurses and nursing
leadership mobility. Nursing Forum, 46(1), 22–28. Retrieved from the Walden
Library databases.

This article discusses the underrepresentation of males in
nursing and the advantages and difficulties faced by men in the nursing
profession.

Rao, A. (2012). The contemporary construction of nurse
empowerment. Journal of Nursing Scholarship, 44(4), 396–402. Retrieved from the
Walden Library databases.

Spence Laschinger, H. K., & Fida, R. (2014). New nurses
burnout and workplace wellbeing: The influence of authentic leadership and
psychological capital. Burnout Research. 1(1), 19–28.Retrieved from the Walden
Library databases.

Required Media

Laureate Education (Producer). (2012h). Personal power plan.
Baltimore, MD: Author.

Note: The approximate length of this media piece is 14
minutes.In this week’s media presentation, experts share patient experiences
that have enriched their lives personally and professionally along with
strategies for increasing personal power.

Discussion: Power Dynamics

There is no graded Discussion Board assignment this week;
however, a Week 6 optional discussion board is available for your voluntary
participation.

Bring to mind a nurse
whose words, behaviors, or reputation convey power.

What is it about this
individual that suggests power?

How does your
perception of this person relate to your view of yourself as a nurse leader and
the image you associate with nursing?

?

Week 7 discussion

Post a summary of an incident involving ineffective
communication. Describe communication barriers and other challenges that
contributed to the incident. Propose one or more strategies that could have
been employed to promote a better outcome. Be sure to refer to elements of the
communication process.

Week 8 discussion

Week 8: Leadership
and Management

Management is efficiency in climbing the ladder of success;
leadership determines whether the ladder is leaning against the right
wall.—Stephen R. Covey

What does it take to successfully lead and manage in today’s
health care settings?

In your practice setting, you have undoubtedly performed
many leadership and management activities. However, you may or may not have
been provided with the training and preparation needed to be an effective
manager and leader. Moreover, being a good manager is not necessarily the same
as being a good leader.

Throughout this course, you have been introduced to many
concepts related to leadership and management. This week, you examine more
closely the distinctions between management and leadership, as well as the
characteristics of effective managers and leaders.

Learning Objectives

Students will:

• Analyze
how management and leadership roles differ in terms of supporting an
organization to set and achieve goals

• Distinguish
characteristics of effective managers and leaders

• Differentiate
the concepts of leadership and management within the nursing profession/a
health care organization

Learning Resources Note: To access this week’s required
library resources, please click on the link to the Course Readings List, found
in the Course Materials section of your Syllabus.

Required Readings

Marquis, B. L., & Huston, C. J. (2015). Leadership roles
and management functions in nursing: Theory and application (8th ed.).
Philadelphia, PA: Lippincott, Williams & Wilkins.

• Review
Chapters 2 and 3

Note: Many of the articles in this week’s Required Readings
are foundational in the leadership and management literature. The concepts
presented in these early articles still apply to today’s workplace.

Brunettoa Y., Shacklockb K., et al. (2012). Comparing the
impact of leader–member exchange, psychological empowerment and affective
commitment upon Australian public and private sector nurses: implications for
retention. The International Journal of Human Resource Management, 23(11),
2238-2255.Retrieved from the Walden Library databases.

Jennings, B. M., Scalzi, C. C., Rodgers, J. D., & Keane,
A. (2007). Differentiating nursing leadership and management competencies. Nursing
Outlook, 55(4), 169–175.Retrieved from the Walden Library databases.

In this foundational
article, Jennings explores the similarities and differences between leadership
and management competencies. The research implies that there is a growing
ambiguity between the competencies required in nursing that must be addressed.

Keys, Y. (2014). Looking ahead to our next generation of
nurse leaders: Generation X Nurse Managers. Journal of nursing management,
22(1), 97–105.doiI: 10.1111/jonm.12198. Retrieved from the Walden Library
databases.

Leach, L. S., & McFarland, P. (2014). Assessing the
Professional Development Needs of Experienced Nurse Executive Leaders. Journal
of Nursing Administration, 44(1), 51–62. doi: 10.1097/NNA.0000000000000021.
Retrieved from the Walden Library databases.

Marker, D. (2010). Leadership or management? Management
Quarterly, 51(2), 31–34.Retrieved from the Walden Library databases.

This article defines what leadership and management are and
explains differences between the concepts. According to Marker, managers are
associated with position and power, while leadership is associated with
position, guidance, and communication.

Ross, E. J., Fitzpatrick, J. J., Click, E. R., Krouse, H.
J., & Clavelle, J. T. (2014). Transformational leadership practices of
nurse leaders in professional nursing associations. Journal of Nursing
Administration, 44(4), 201–206.doi: 10.1097/NNA.0000000000000044

Retrieved from the Walden Library databases.

Stoddart, K., Bugge, C., Shepherd, A., & Farquharson, B.
(2014). The new clinical leadership role of senior charge nurses: a mixed
methods study of their views and experience. Journal of Nursing Management,
22(1), 49–59.DOI: 10.1111/jonm.12008

Retrieved from the Walden Library databases.

Required Media

Laureate Education (Producer). (2012f). Integrating
leadership and management competencies. Baltimore, MD: Author.

Note: The approximate length of this media piece is 15
minutes.

Effective nurses need both leadership and management skills.
In this week’s media, experts discuss management competencies and leadership
competencies (which are distinct) and explain the value of management and
leadership skills within the context of effective organizations.

Discussion: The Distinction Between Leadership

and Management

Think of the managers you have reported to thus far in your
career. Now consider the people you have worked with or know of that you would
consider leaders. Based on these experiences, what would you surmise about the
responsibilities of managers and leaders and about the distinctions between
these two categories in health care settings?

This week’s Learning Resources classify management and leadership
(which are often confused in everyday discussion) and explain their
significance for health care organizations. As you advance professionally, it
is critical to understand the distinctions between management and leadership
and how you can apply this knowledge for increasing effectiveness in your
workplace.

To prepare:

• Review
the information in the Learning Resources.

• Conduct
additional research on your own and select at least two current, credible
sources that contribute to your understanding of management and leadership.

• Reflect
on how the roles of management and leadership differ in supporting the
organization to set and achieve goals.

• Drawing
upon specific examples from a current or previous practice setting, bring to
mind someone who seemed to be a leader but not a manager and someone who seemed
to be a manager but not a leader (generally speaking, or within a specific
circumstance). Be prepared to support your assessment with specific behavioral
descriptions found in the literature.

By Day 3

Post an analysis of how management and leadership roles
differ in terms of supporting an organization to set and achieve goals. In
addition, post descriptions of an
individual who demonstrates leadership behaviors but not management behaviors
and an individual who demonstrates management behaviors but not leadership
behaviors. Provide your rationale, identifying specific characteristics of
effective managers and leaders. (Note: Do not identify these individuals by
name, position, or location.)

Read a selection of your colleagues’ responses.

Week 9 discussion

Week 9: Styles of Leadership

What makes a good leader? This question is likely to elicit
a diversity of responses from various individuals. Yet, leadership is
frequently regarded as a critical contributor to organizational success—and an
individual’s professional success as well.

This week, you examine leadership characteristics and styles
and consider how particular contexts shape the need for leadership. As a key
component of your coursework this week, you explore your own leadership skills
and preferences through the use of assessments and self-reflection.

Learning Objectives

• Differentiate
among authoritative, democratic, and laissez-faire leadership styles

• Assess
personal leadership characteristics using standardized instruments

• Analyze
potential challenges associated with various leadership styles

• Formulate
recommendations for personal leadership development

Required Readings

Marquis, B. L., & Huston, C. J. (2015). Leadership roles
and management functions in nursing: Theory and application (8th ed.).
Philadelphia, PA: Lippincott, Williams & Wilkins.

• Review
Chapters 2 and 3

Azaare, J., & Gross, J. (2011). The nature of leadership
style in nursing management. British Journal of Nursing, 20(11), 672–676,
678–680.Retrieved from the Walden Library databases.

The authors examine the different styles of leadership that
nurse managers use and discusses how staff nurses in their study preferred
managers who use a proactive, articulate, and independent leadership style.

Benoliela, P.
& Somecha, A. (2014). The
health and performance effects of participative leadership: Exploring the
moderating role of the Big Five personality dimensions European Journal of Work
and Organizational Psychology, 23(2), 277–294.
doi:10.1080/1359432X.2012.717689Retrieved from the Walden Library databases.

Graham, S., & Melnyk, B. M. (2014). The Birth of a
Healthcare Leadership Academy: Lessons Learned From The Ohio State University.
Nurse Leader, 12(2), 55–74. doi:10.1016/j.mnl.2014.01.001. Retrieved from the
Walden Library databases.

Zydziunaite, V, & Suominen, T. Leadership styles of
nurse managers in ethical dilemmas: Reasons and consequences. Contemporary Nurse,
48(2), 150–16. doi:10.5172/conu.2014.48.2.150. Retrieved from the Walden
Library databases.

Wall Street Journal staff. (n.d.). Leadership Styles.
Retrieved from
http://guides.wsj.com/management/developing-a-leadership-style/how-to-develop-a-leadership-style/?mod=WSJBlog

This section of the Wall Street Journal website features a
variety of articles and video clips on leadership. The Walden Library also has
holdings of Wall Street Journal articles.

Keirsey Temperament Sorter (KTS-II). (n.d.). Retrieved July
20, 2012, from http://www.keirsey.com/

Discussion: Leadership Style – Throughout your career, you
will work with many people who display differing leadership styles. As a nurse
leader, it is imperative that you communicate well and get along with those
whose leadership style does not align with your preferences. It is also
important to understand your own leadership style, as this can prompt insight
into how others relate to you and what skills you may need to develop as your
leadership responsibilities grow.

To prepare:Review the information in the Learning Resources,
including the leadership styles identified in Chapter 2 of the course text.

• Bring to
mind a leader in your organization or one with which you are familiar. Would
you describe his or her style as authoritative, democratic, or laissez-faire?
Why?

• Which
characteristics or approaches demonstrated by this person would you integrate
into your own leadership style? Which ones would you prefer not to integrate?

• Think
about how this leader’s style and resulting interactions may impact health care
quality and patient outcomes.

By Day 3 – Post a description of a leader, distinguishing
his or her style as authoritative, democratic, or laissez-faire. Describe the
characteristics that inform your perception, and explain which ones you would
integrate into your own leadership style, as well as which ones you would
prefer not to integrate. Explain at least one potential effect of this
leadership style on health care quality and patient outcomes.

Week 10 discussion

Discussion – Week 10

COLLAPSE

Effective Ethical, Moral, and Legal Leadership

Week 11 discussion

Week 11: Conflict Management

What do you think of when you read or hear the word
“conflict”??Conflict, in itself, is a neutral
phenomenon. Yet, it is typically thought of as a negative occurrence,
particularly in organizations that rely on well-coordinated efforts to promote
patient safety and other critical outcomes.?This week,
you examine conflict as an essential, yet complicated, topic that must be
addressed in every health care organization.

As a nurse leader, your preferred conflict-management
style—and how you respond to the styles of the people you work with—can have a
profound impact on your leadership effectiveness, the resolution of important
issues, and patient and staff satisfaction. As such, for this week’s
Discussion, you examine conflict management styles and assess strategies for
dealing with conflict effectively.

Learning Objectives

• Evaluate
conflict management styles

• Evaluate
the impact of conflict management styles on leadership effectiveness

• Analyze
conflict management strategies

Learning Resources:
Note: To access this week’s required library resources, please click on
the link to the Course Readings List, found in the Course Materials section of
your Syllabus.

Required Readings

Marquis, B. L., & Huston, C. J. (2015). Leadership roles
and management functions in nursing: Theory and application (8th ed.).
Philadelphia, PA: Lippincott, Williams & Wilkins.

Chapter 21, “Managing Conflict” ?This
chapter explores the many facets of conflict, describes what contributes to
conflict, and provides strategies for resolving conflict.

CPP. (n.d.). TKI. Retrieved July 24, 2012, from
https://www.cpp.com/products/tki/index.aspx

Review the sample report and other items on the
Thomas-Kilmann website. You may consider completing this assessment to better
understand your conflict management style.

Eagar, S. C., Cowin, L. S., Gregory, L., & Firtko, A.
(2010). Scope of practice conflict in nursing: A new war or just the same
battle? Contemporary Nurse, 36(1/2), 86–95.Retrieved from the Walden Library
databases.

This article focuses on creating nursing teams as rapid
change occurs within health care. The authors state that for a team to successfully
handle conflict, there have to be clear boundaries, minimal confusion, and
maximum communication.

Johansen, M. L. (2012). Performance potential. Keeping the
peace: Conflict management strategies for nurse managers. Nursing Management,
43(2), 50–54.Retrieved from the Walden Library databases.

“Handling conflicts in an efficient and effective
manner results in improved quality, patient safety, and staff morale, and
limits work stress for the caregiver,” (p. 50). This article presents
strategies for managing conflict. Review the methods suggested and consider how
you might be able to apply them in the workplace.

Williams, S. (n.d.). Understanding conflict and conflict
management. Retrieved from
http://www.wright.edu/~scott.williams/LeaderLetter/conflict.htm

This short editorial delineates the major points of conflict
resolution.

Discussion: Conflict Management Styles

In Week 10, you considered how ethical, moral, and legal
dilemmas can provoke internal conflict when a nurse’s values are not in alignment
with the apparent demands of a situation or with others’ values, as well as
external conflict that can arise as these dynamics are played out. Of course,
conflict can also emerge through seemingly simple issues of little
consequence—little consequence, that is, except when they are not properly
managed.

Nurse leaders need to be familiar with conflict management
styles and the impact these styles can have on interpersonal dynamics, and,
ultimately, patient care. For this Discussion, you evaluate a situation marked
by conflict and consider how conflict management strategies could be applied to
promote positive results.

To prepare:

• Consider
a conflict situation you witnessed or were engaged in within your practice
setting. Then, proceed as follows:

o Think
about who was involved, how it was resolved (if it was), and how it might have
been handled more effectively.

o Identify
the conflict management style(s) employed by various individuals, including
ineffective responses or no response to the situation.

o Evaluate
your personal response to this conflict.

• What do
your thoughts and actions in this and other conflict situations reveal about
your typical approach to conflict?

By Day 3

Post a description of how you handled or avoided a conflict,
as well as the results of your approach. Explain how would you respond to this
conflict today and/or what steps you would take to improve your comfort level
and skill for managing conflict in the future (including specific conflict
management strategies you would use). Explain how conflict management relates
to your effectiveness as a leader.

Read a selection of your colleagues’ responses.

By Day 6

Respond to at least two of your colleagues on two different
days using one or more of the following approaches:

• Ask a probing
question, substantiated with additional background information, evidence or
research.

• Share an
insight from having read your colleagues’ postings, synthesizing the
information to provide new perspectives.

• Offer and
support an alternative perspective using readings from the classroom or from
your own research in the Walden Library.

• Make a
suggestion based on additional evidence drawn from readings or after
synthesizing multiple postings.

?

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