Interview response

Good post. Based on this interview, what would you do differently as a leader in regard to performance management?

initial post being referenced
Leadership Interview

Initially, the nursing profession entails attending to patients in a healthcare setting. However, nurses willing to advance their careers or transition out of daily patient care may pursue the director of nursing position. A nurse director is a registered nurse responsible for leading the executive functions of an organization in the health sector, whereby candidates combine medical practice, expertise, and management abilities to ensure the optimal running of medical care facilities (Wigens, 2018). In this discussion, I interviewed the assistant nurse director seeking to assume the nursing director post responsible for performance management and improvement in my workplace. Generally, successful performance management and improvement are continuous due to organizational needs’ dynamic nature. After a brief introduction, I asked the assistant what she believes to be her role in leading performance improvement. In her response, she claimed that her performance management and improvement roles were to formulate and implement new policies, supervise the nursing unit’s daily operations, and ensure all designated tasks were done in time and appropriately.

Based on my readings and research, I disagreed with her despite having the necessary qualifications for this position. Based on her description, she is more of a manager but not a leader. However, it takes more of a leader in a nurse director than a manager. For example, formulating and implementing new policies is genuinely one of the fundamental roles of nursing directors. However, it could be wise if she claimed that she would be leading other nurses to formulate and implement new policies. However, her claims seemed that she would be doing all this alone, resulting in some resistance to change since some experienced nurses have worked in the unit for a long time and have seen some of the new policies ineffective. Additionally, her focus was more on beating deadlines and supervising staff, resulting in a stressful working environment that could result in poor patient outcomes and high turnover rates (Saleh et al., 2018).

References:

Saleh, U., O’Connor, T., Al-Subhi, H., Alkattan, R., Al-Harbi, S., & Patton, D. (2018). The impact of nurse managers’ leadership styles on ward staff. British Journal of Nursing, 27(4), 197–203. https://doi.org/10.12968/bjon.2018.27.4.197

Wigens, L. (2018). Development of an England-wide nursing director talent pipeline. Nursing Management (Springhouse), 49(1), 51–53. https://doi.org/10.1097/01.numa.0000527725.10457.25

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