Running head: NURSE LEADER ANALYSIS 1

Nurse Leader Analysis

Jessica DeRuiter & Elyse Sincler
Ferris State University




NURSE LEADER ANALYSIS 2

Nurse Leader Analysis
The objective of this assignment is to evaluate and examine what the role of a nurse leader
entails. The term leader has been said to have as many definitions as it has people who have tried
to define it (Northouse, 2013). The definition of a leader chosen for this paper is, an individual
who works with others to develop a clear vision of the preferred future and to make that vision
happen (Yoder-Wise, 2014, p. 39). This type of leader is referred to as an enlightened leader
and describes the manager interviewed below. She strives to encourage staff to reach goals and
has vision for her floor. During clinical experience at Spectrum Blodgett Hospital the nurses
often raved about their manager. The students on the floor were all impressed with her reputation
and levels of respect her staff shared for her.
JoAnne Pelton has been a manger on the orthopedic postoperative floor for 16 years. She
began her education in the hospital and received her Licensed Practical Nurse degree. She started
nursing practice in St Marys hospital before going to work in a physicians office. While
working on 3E as a nurse, JoAnne received her bachelors degree from the University of Detroit
Mercy. It was at that time the opportunity presented itself for her to move into this current
position, floor manager, soon after graduation.
Job Duties
JoAnnes duties are quite extensive and range from hiring to taking responsibility for the
budget. She gave quite the list of job duties including providing disciplinary action, holding
people accountable for their jobs, maintaining communication, and making sure staff is informed
of all changes and updates. She is the representative of the unit and labeled herself as being the
voice of the bedside nurse (J. Pelton, personal communication, June 23, 2014). It is important
to JoAnne to reward and recognize all of her employees and she thinks every person on the
NURSE LEADER ANALYSIS 3

unit is important. It is also important to her that every person feel they have a connection with
management and work in a good happy environment (J. Pelton, personal communication, June
23, 2014).
When it comes to the organizational chart JoAnne manages two floors (3E & 3G) and has
one person to report to normally, the director, though the position is currently vacant. Next to
report to is the chief nursing executive. All nurses and managers report to the chief nursing
executive. All staff employed on 3E and 3G report to JoAnne.
Collaboration Role
JoAnne explained that her job involved working in collaboration with multiple people of
different duties within the hospital. As the manager she works directly with a staff of about 85
people which is made up of nurses, nursing assistants, unit aides, and unit secretaries on a
constant basis. She has managed as many as 110 people at a time. To maintain standardization
between different units JoAnne works with managers and other Spectrum Health Ortho/Neuro
units. To make sure the staff is using evidence based practice to provide excellent nursing care
JoAnne and the entire staff work with physicians, the National Association of Orthopedic
Nurses, Markee Project, and together as a team. As a unit they are working on four core
measures for disease specific certification. While utilizing collaboration they have set action
plans to meet these four goals; length of stay, amount of blood transfusions, reducing
complications, and reducing readmissions. Leaders are at the center of group change and
activity and embody the will of the group (Northouse, 2013, p. 5). She relies on her charge
nurses on the unit as well and holds charge nurse meetings to research evidence based practice
and maintain communication. JoAnne is the center of the groups she works with and
communicates information throughout.
NURSE LEADER ANALYSIS 4

Legal or Ethical Issue
On the units JoAnne and several nurses are ethical stewards. They attend ethics class
where they discuss different topics. If an ethical situation arises they can properly report and
reach out to the ethics committee if needed. JoAnne gave an example of a situation where she
allowed a minor child to stay with her parent in the hospital room. She went through all the
necessary levels before informing the nursing staff the child could stay with the patient. Over the
weekend a care manager acted above JoAnne and said the child could not stay. This caused
problems and some confusion between staff on the floor. JoAnne felt that the patients culture
and situation were not respected. JoAnne worked with care management and a social worker to
come to the decision to allow the child to stay. JoAnne said that as nurses we need to accept that
people do think differently (J. Pelton, personal communication, June 23, 2014). Her ethical
ideas were not the same of the care manager who challenged her.
Use of Power and Influence
Power is the ability to influence others in an effort to achieve goals. Power was once
considered almost a taboo in nursing (Yoder-Wise, 2014, p.178). Pertaining to leadership power
takes place between the leaders and the followers. In this instance JoAnne is the leader and she
uses her power to wield change in others (Northouse, 2013, p.5). She is the textbook example
of a leader. JoAnne often takes on the role of floor nurse and manager. She can often be seen
providing patient care as well as educating and communicating with staff. She leads by example
and works with the team. Staff on 3E and 3G respect JoAnne for her great leadership skills, hard
work ethic, knowledge, and passion for her position. She does not take advantage of her power
but uses it wisely. She is highly respected and her staff are influenced in a positive way to meet
the goals of the floors as well as provide optimum patient care. A power that we all have is the
NURSE LEADER ANALYSIS 5

quality of care we deliver to our patients and the outcomes that we have (J. Pelton, personal
communication, June 23, 2014). These beliefs and actions by JoAnne, as well as the standards
the nurses are held to, play a positive role in patient outcomes. The unit currently has almost met
a recent goal of 300 days without a fall. They work hard to maintain patient healing and safety as
a team. Utilizing this power JoAnne is proud they are able to control outcomes together.
Decision-making and Problem-solving Process
Joanne takes part in different committees and works with the nurse manager consult. This
is a decision making group. JoAnne works with her team to make the job of the bedside nurse as
easy as possible as there are a lot of problems associated with that position. One problem shared
on the floor was that of answering the needs of the patients in a timely manner. She worked to
have the call lights properly turned on according to the requests of the nurses. The lights now
flash in front of the rooms and alert the nurses in two different stations of which rooms have their
lights on, as all rooms are not always visible. In regards to problems, JoAnne goes to her
resources and always follows through. If she doesn't have a solution then, as manager, she needs
to find a solution to the problem. She always communicates with the person who brought the
problem to be solved to her attention.
Management and resolution of conflict
JoAnne considers respect, dignity, and their core values as an organization to be the
foundation in which the unit is laid upon. She expects all nurses and herself to keep these in
mind when caring for patients and dealing with families. Although, a families coping
mechanisms may not be the best, she encourages all staff to always treat them with respect and
dignity. JoAnne understands patients and families may be going through the worst times of their
lives and wants to improve their experience. (J. Pelton, personal communication, June 23, 2014).
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When presented with conflict between staff members JoAnne always asks what did this
person do when you brought it to their attention (J. Pelton, personal communication, June 23,
2014). She believes you should care about one another in the workplace and communicate issues
to staff members directly. She encourages staff to handle any small issues amongst themselves
and reports very few conflicts. She steps in when she feels it is necessary and holds herself
accountable for the actions of her staff. She wants to ensure a safe environment and takes it very
seriously (J. Pelton, personal communication, June 23, 2014). JoAnne describes all of her staff
as kind, caring, and respectful. She never wants conflict between day and night shift or staff
members in general. She jumps on any disrespectful behaviors and does not allow it on her
floors. JoAnne commented on the acts of conflict management by saying you have to have
nursing on your heart, because, first of all you cant fake it and second you cant do it alone.
She also said Everybody reaps the benefits of a positive attitude. These beliefs are encouraging
to her staff and she is again leading by example to keep the peace on the floor between all
employees, patients, and patient families.
Reflection
After interviewing and working with the staff JoAnne manages, one theory comes to
mind. Jean Watsons caring theory best describes JoAnnes leadership style. The caring theory
states that human caring and relationship-centered caring is a foundational ethic for healing
practices (Watson, 2006, p. 51). JoAnne demonstrates care of her patients and staff through her
words and actions. The patient must be at the center of care to achieve goals (Yoder-Wise,
2013, p.444). JoAnne is a great advocate for her patients, their care, the bedside nurse, and the
entire healthcare team.

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References
Northouse, P. G. (2013). Leadership: Theory and Practice (6th ed.). Thousand Oaks, California:
Sage Publications Inc.
Watson, J. (2006). Caring theory as an ethical guide to administrative and clinical practice.
Yoder-Wise, P. S. (2014). Leading and managing in nursing (5th ed.). St. Louis, Missouri:
Elsevier Mosby.