Data Analysis Chapter: Practicing Leadership in Nursing
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Nursing Leadership in Practice
Managing Absenteeism, Reducing Turnover, Retaining Staff-Chapter 20
Learning Outcome 1 Response
Absenteeism is the phenomenon in which employees (such as nurses) are not present at their jobs.
Sullivan. E.J. (2012). Effective Leadership and Management in Nursing. 8th(ed). Upper Saddle River, NJ: Prentice Hall. 269.
Learning Outcome 2 Response
Some ways to manage absenteeism include rewarding good attendance while punishing poor attendance.
Sullivan. E.J. (2012). Effective Leadership and Management in Nursing. 8th(ed). Upper Saddle River, NJ: Prentice Hall. 270.
Learning Outcome 3 Response
Nursing turnover affects the organization negatively by making it devote more time to training.
Reference:
Sullivan. E.J. (2012). Effective Leadership and Management in Nursing. 8th(ed). Upper Saddle River, NJ: Prentice Hall. 275.
Learning Outcome 4 Response
Voluntary turnover is when nurses willingly leave an organization.
Reference:
Sullivan. E.J. (2012). Effective Leadership and Management in Nursing. 8th(ed). Upper Saddle River, NJ: Prentice Hall. 276
Learning Outcome 5 Response
To increase employee retention, organizations can provide a healthy work environment, engage staff and better salaries. 277.
Reference:
Sullivan. E.J. (2012). Effective Leadership and Management in Nursing. 8th(ed). Upper Saddle River, NJ: Prentice Hall.
Learning Outcome 6 Response
Management can increase employee retention by recognizing staff performance in laudable ways.
Reference:
Sullivan. E.J. (2012). Effective Leadership and Management in Nursing. 8th(ed). Upper Saddle River, NJ: Prentice Hall. 278.
Dealing with Disruptive Staff Problems-Chapter 21
Learning Outcome 1 Response
Bullying can include verbal abuse, incivility can include ill-mannered behavior; lateral violence includes yelling at peers.
Reference:
Sullivan. E.J. (2012). Effective Leadership and Management in Nursing. 8th(ed). Upper Saddle River, NJ: Prentice Hall. 285
Learning Outcome 2 Response
One can deal with Bullying behaviors by reporting it to management and having management talk to those propagating such behavior.
Reference:
Sullivan. E.J. (2012). Effective Leadership and Management in Nursing. 8th(ed). Upper Saddle River, NJ: Prentice Hall. 286
Learning Outcome 3 Response
Managing staff with problem behaviors involves communicating standards to them, annotating incidents, and taking early action.
Reference:
Sullivan. E.J. (2012). Effective Leadership and Management in Nursing. 8th(ed). Upper Saddle River, NJ: Prentice Hall. 287
Learning Outcome 4 Response
One should handle marginal and disgruntled employees by telling them about their faults and letting them know they must fix them.
Reference:
Sullivan. E.J. (2012). Effective Leadership and Management in Nursing. 8th(ed). Upper Saddle River, NJ: Prentice Hall. 286.
Learning Outcome 5 Response
Dealing with substance abuse employees requires recognize the signs of this abuse and getting them treatment.
Reference:
Sullivan. E.J. (2012). Effective Leadership and Management in Nursing. 8th(ed). Upper Saddle River, NJ: Prentice Hall. 288
Preparing for Emergencies-Chapter 22
Learning Outcome 1 Response
Examples of disasters that require preparation include natural disasters (earthquakes etc.) and manmade ones.
Reference:
Sullivan. E.J. (2012). Effective Leadership and Management in Nursing. 8th(ed). Upper Saddle River, NJ: Prentice Hall. 295
Learning Outcome 2 Response
Emergency situations can include those in which nurses and patients are trapped in facilities while the power is out.
Reference:
Sullivan. E.J. (2012). Effective Leadership and Management in Nursing. 8th(ed). Upper Saddle River, NJ: Prentice Hall. 298.
Learning Outcome 3 Response
Triage in disaster systems involves using scarce resources as effectively as possible.
Reference:
Sullivan. E.J. (2012). Effective Leadership and Management in Nursing. 8th(ed). Upper Saddle River, NJ: Prentice Hall. 297.
Learning Outcome 4 Response
The core competencies nurses have to have in these situations include critical thinking, communication skills, and technical skills.
Reference:
Sullivan. E.J. (2012). Effective Leadership and Management in Nursing. 8th(ed). Upper Saddle River, NJ: Prentice Hall. 297.
Learning Outcome 5 Response
Service can be continued with an incident command structure and a needs assessment on which to base mobilization.
Reference:
Sullivan. E.J. (2012). Effective Leadership and Management in Nursing. 8th(ed). Upper Saddle River, NJ: Prentice Hall. 298.
Learning Outcome 6 Response
Staff can be affected by fatigue and loss in their personal lives when disaster strikes.
Reference:
Sullivan. E.J. (2012). Effective Leadership and Management in Nursing. 8th(ed). Upper Saddle River, NJ: Prentice Hall. 298.
Preventing Workplace Violence-Chapter23
Learning Outcome 1 Response
Violence can be prevented via environmental controls, a zero-tolerance policy for it, and through training.
Reference:
Sullivan. E.J. (2012). Effective Leadership and Management in Nursing. 8th(ed). Upper Saddle River, NJ: Prentice Hall. 304.
Learning Outcome 2 Response
Violent behavior is preceded by clinched fists, rapid advances, blank stares, and visible weapons.
Reference:
Sullivan. E.J. (2012). Effective Leadership and Management in Nursing. 8th(ed). Upper Saddle River, NJ: Prentice Hall. 305.
Learning Outcome 3 Response
Escalating violence is characterized by aggression, overt threats, and threatening body language.
Reference:
Sullivan. E.J. (2012). Effective Leadership and Management in Nursing. 8th(ed). Upper Saddle River, NJ: Prentice Hall. 305.
Learning Outcome 4 Response
One should respond to violence with composure and distance between him or her and the aggressor.
Reference:
Sullivan. E.J. (2012). Effective Leadership and Management in Nursing. 8th(ed). Upper Saddle River, NJ: Prentice Hall. 305.
Learning Outcome 5 Response
Post-violent incident behavior includes completing reports and arranging treatment for those in need.
Reference:
Sullivan. E.J. (2012). Effective Leadership and Management in Nursing. 8th(ed). Upper Saddle River, NJ: Prentice Hall. 306.
Handling Collective Bargaining Issues-Chapter 24
Learning Outcome 1 Response
Collective bargaining laws allow nurses to engage in collective bargaining in the private sector, non-profits and in voluntary work.
Reference:
Sullivan. E.J. (2012). Effective Leadership and Management in Nursing. 8th(ed). Upper Saddle River, NJ: Prentice Hall. 311.
Learning Outcome 2 Response
The nurse manager's role is to understand the five abuses of authority under labor law and to issue grievances based on them.
Reference:
Sullivan. E.J. (2012). Effective Leadership and Management in Nursing. 8th(ed). Upper Saddle River, NJ: Prentice Hall. 312.
Learning Outcome 3 Response
The grievance process involves notifying the other party of grievances, going through mediation, voting for strikes and more.
Reference:
Sullivan. E.J. (2012). Effective Leadership and Management in Nursing. 8th(ed). Upper Saddle River, NJ: Prentice Hall. 312.
Learning Outcome 4 Response
Legal issues for nurses involve balancing their right to fair labor conditions with the public's right to healthcare.
Reference:
Sullivan. E.J. (2012). Effective Leadership and Management in Nursing. 8th(ed). Upper Saddle River, NJ: Prentice Hall. 314.
Learning Outcome 5 Response
The future of nursing unions is uncertain since some perceive that they divide rather than unite these professionals.
Reference:
Sullivan. E.J. (2012). Effective Leadership and Management in Nursing. 8th(ed). Upper Saddle River, NJ: Prentice Hall. 314.
Managing Stress-Chapter 25
Learning Outcome 1 Response
Stress is necessary because it is based on the body's interaction with its environment.
Reference:
Sullivan. E.J. (2012). Effective Leadership and Management in Nursing. 8th(ed). Upper Saddle River, NJ: Prentice Hall. 317.
Learning Outcome 2 Response
Organizational factors to cause stress include task overload, interpersonal factors include fulfilling multiple roles, individual factors include personal life things like marriage.
Reference:
Sullivan. E.J. (2012). Effective Leadership and Management in Nursing. 8th(ed). Upper Saddle River, NJ: Prentice Hall. 320.
Learning Outcome 3 Response
Burnout is the expenditure of all one's energy; compassion fatigue is stress nurses incur from empathizing with others. The consequences from these things is nurses have trouble working.
Reference:
Sullivan. E.J. (2012). Effective Leadership and Management in Nursing. 8th(ed). Upper Saddle River, NJ: Prentice Hall. 320.
Learning Outcome 4 Response
Individuals can manage stress with personal and organizational methods; the former requires changing personal habits, the latter changing things in one's organization.
Reference:
Sullivan. E.J. (2012). Effective Leadership and Management in Nursing. 8th(ed). Upper Saddle River, NJ: Prentice Hall. 321.
Learning Outcome 5 Response
Managers can help by identifying the source of stress for employees and making requisite changes.
Reference:
Sullivan. E.J. (2012). Effective Leadership and Management in Nursing. 8th(ed). Upper Saddle River, NJ: Prentice Hall. 321.
Learning Outcome 6 Response
People can reduce stress in the workplace by being considerate of others and their needs regarding stress.
Reference:
Sullivan. E.J. (2012). Effective Leadership and Management in Nursing. 8th(ed). Upper Saddle River,…
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