question for week 2 is
Preparing the Discussion
Follow these guidelines when completing each component of the discussion. Abide by Chamberlain University’s academic integrity policy. Contact your course faculty if you have questions.
Directions
Discussion: Apply Knowledge
Step 1: Consider the following scenario. As a nurse leader, fostering a positive workplace culture requires strategic interprofessional collaboration, ethical leadership, and evidence-based decision-making. In this scenario, you have been placed in charge of a new department within a hospital and must develop a culture that promotes teamwork, accountability, and high-quality client care.
Considering the concepts from this weekâ€s Explore pages, answer the discussion prompts below with explanation and detail, providing complete references for all citations.
Step 2: Answer all questions below with explanation and detail, providing complete APA references for all citations.
Describe two leadership strategies you will use to build a collaborative and psychologically safe culture in your new department. Provide a rationale for your chosen strategies.
Explain how you will utilize interprofessional collaboration to enhance team dynamics and client care outcomes in your new department.
Articulate two strategies you plan to implement to improve retention of team members within your new department. Provide a rationale for your chosen strategies.
Describe one key new policy or practice you plan to implement that supports accountability, interprofessional teamwork, or equitable client care in your new department.
Step 3: Reply to a peer or faculty with a follow-up posting.
Posts must meet the following criteria:
Integrate Evidence: Cite and reference at least two (2) scholarly sources.
Include at least two (2) scholarly sources in your initial post.
One scholarly resource must be from a nursing peer-reviewed journal.
Use scholarly sources that are:
evidence-based,
peer-reviewed, and
published within the last five (5) years.
Engage in Meaningful Dialogue: Engage with peers and/or faculty by asking questions and offering new insights, applications, perspectives, information, or implications for practice.
Respond to a peer or faculty post.
Provide additional information or clarification in the reply post.
Add depth to the discussion.
Communicate Professionally: Communicate professionally on all posts.
Communicate clearly, concisely, in complete sentences, and without bullet points.
Communicate respectfully, civilly, and caringly.
Communicate with minimal errors in English grammar, spelling, syntax, and punctuation.
Use APA Style Standards
Use current APA Style standards with minimal errors.
peer post /Amanda R
Hi Class,
If I were in charge of a new department, one of the first things I would want is for my staff to feel comfortable coming to me with any concerns. I’ve been an ED nurse for years and also had the opportunity to work as an ANM. When I first became an ANM, it was a hard transition for me. The staff didn’t really know me or what kind of nurse I was, so they didn’t trust me right away. I felt like I had to prove myself and show them that I knew what I was doing. It took time, and I learned that just because you have a leadership title doesn’t mean people are automatically going to trust you. You have to earn that trust. Two things I would focus on are being approachable and leading by example. I think staff need to know they can come to you with problems and that you’re willing to help them when things get busy, not just stand back and tell them what to do. Lee and Seo (2024) discussed how inclusive leadership can help nurses feel more comfortable speaking up, and I think that makes a big difference in any department.
One thing we had in my department was mandatory huddles before every shift. During those huddles, staff could talk about what was happening in the ED, bring up concerns, and let leadership know what they needed. I liked that because sometimes staff just want someone to listen to them. Working in the ED can be stressful, and there are days when everyone is overwhelmed. As an ANM, I learned that listening to staff is just as important as making decisions. If I were running a new department, I would definitely continue having those huddles. I would also want nurses, physicians, respiratory therapists, and other members of the healthcare team to communicate with each other. I’ve seen how quickly things can get frustrating when everyone isn’t on the same page, and that can affect patient care. I think having everyone communicate about patient needs and concerns would help the department run better.
When it comes to keeping staff, I think feeling supported makes a big difference. Nobody wants to come to work every day feeling overwhelmed or like nobody cares about what they’re going through. I would try to be fair with scheduling, listen when staff are having a hard time, and make sure they have the help and resources they need. Another thing I would focus on is giving staff opportunities to grow. Whether it’s continuing education, learning new skills, or taking on leadership roles, I think nurses should feel encouraged to move forward in their careers. I know how much it means when someone believes in you and gives you an opportunity. Goens and Giannotti (2024) discussed how supportive leadership can help improve nurse retention, which I think is important because keeping experienced nurses benefits both the staff and the patients.
One thing I would do differently in a new department is make sure concerns brought up during staff huddles don’t just get forgotten when the meeting is over. I would want to follow up with staff and let them know what is being done about their concerns. Even if something can’t be fixed right away, I think it’s important to explain why. For example, if staff keep bringing up issues with staffing, equipment, or communication, I would want to work with the appropriate departments to see what could be improved. I think staff are more likely to trust leadership when they see that someone is actually listening and following through. It also holds leadership accountable for what they say they’re going to do.
I think being a good leader is about more than just being in charge. Going from staff nurse to ANM taught me that building trust takes time and that people pay attention to how you treat them. I also learned that you can’t expect staff to respect you just because of your position. You have to show them that you care about them and that you’re willing to work with them. If I were starting a new department, I would want staff to feel supported, respected, and comfortable speaking up because I think that makes a difference in how everyone works together and takes care of patients.
References
Goens, B., & Giannotti, N. (2024). Transformational leadership and nursing retention: An integrative review. Nursing Research and Practice, 2024, Article 3179141. https://doi.org/10.1155/2024/3179141Links to an external site.
Lee, S. E., & Seo, J. K. (2024). Effects of nurse managers’ inclusive leadership on nurses’ psychological safety and innovative work behavior: The moderating role of collectivism. Journal of Nursing Scholarship, 56(4), 554–562. https://doi.org/10.1111/jnu.12965Links to an external site.
