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Workplace Leadership Issues and Complex Concerns
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Cheryl has been the manager of a busy medical/surgical unit for the past 10 years. Last year she was also asked to manage the cardiac step-down unit too. Prior to last year, Cheryl had bi-weekly staff meetings and felt on top of things, but now she feels she does not have the time to schedule them. On a daily basis she not only needs to deal with nursing issues, but also patient related issues such as complaints about food service or the lack of enough linen. Often she makes decisions quickly just so she can move on to the next problem. She feels unappreciated for her efforts and somewhat overwhelmed. Retention on both units has suffered and she has had to ask staff to float between the two units. Today she finds herself feeling caught in the middle between administration and her staff. The administration wants to cut costs on her floors and she is at a loss as to how to do that without sacrificing quality or safety to patient care or without affecting staff satisfaction.
Respond to two of the four questions below:
How would you describe Cheryl’s style of leadership and how it is in conflict with the principles of symphonology and complexity thinking?
What are three important ethical issues Cheryl is dealing with in her role as manager? What bioethical standards are in conflict?
How could Cheryl improve communication and staff satisfaction on the units she manages?
How could Cheryl balance the administration’s requests to cut costs on her units without compromising her fidelity to her staff and patients?