Data Analysis Chapter: Practicing Leadership in Nursing

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,… [END OF PREVIEW]