Assessment of Work Issue, Annotated Bibliography Example

Malloy, T., and Penprase, B. (2010). Nursing leadership style and psychosocial work environment. Journal of Nursing Management, 18, 715-725.

This article addresses the importance of nurse leaders and their ability to establish a leadership style and its impact on psychosocial health (Malloy and Penprase, 2010). The article considers the value of an effective leadership style in advancing a positive psychosocial work environment, and it supports the creation of a transformative approach that rewards nurses for a job well done (Malloy and Penprase, 2010). The contributions made by nurse leaders in this capacity are likely to be effective in supporting positive performance outcomes for nurses and in determining how to reduce conflicts in the workplace setting (Malloy and Penprase, 2010). The article also supports the continued development of nurse leaders in order to provide the nursing work environment with effective support and understanding of the issues that often arise so that potential conflicts are minimized as best as possible (Malloy and Penprase, 2010). This article influences how nurse leaders should view their own leadership skills and characteristics to promote a positive and mutually beneficial work environment, as these contributions are critical to the success of the workplace setting (Malloy and Penprase, 2010).

Sherman, R., and Pross, E. (2010). Growing future nurse leaders to build and sustain healthy work environments at the unit level. The Online Journal of Issues in Nursing, 15(1), retrieved from http://gm6.nursingworld.org/MainMenuCategories/ANAMarketplace/ANAPeriodicals/OJIN/TableofContents/Vol152010/No1Jan2010/Growing-Nurse-Leaders.aspx

This article addresses the importance of a caring, nurturing, and healthy workplace setting as a means of expanding nurse satisfaction and contentment in this role (Sherman and Pross, 2010). Under these conditions, nurses must lead by example and provide their colleagues with a supportive environment that will facilitate positive performance at the staff nursing level (Sherman and Pross, 2010). Nurse leaders must utilize their skills, knowledge, and expertise to expand their roles and responsibilities in utilizing resources and minimizing conflicts by offering a workplace environment that rewards nurses for a job well done and provides them with the resources that are necessary to perform their responsibilities effectively (Sherman and Pross, 2010). In addition, a nurse leader’s chosen leadership style must coincide with the nursing climate that exists in the workplace setting so that conflicts are less likely to occur and wreak havoc on nurse unity and harmony (Sherman and Pross, 2010). The article supports the belief that nurse satisfaction is associated with a successful leader and leadership style, for which transformative leadership is often one of the most valuable approaches to leading a team of nurses (Sherman and Pross, 2010). These contributions support the growth and advancement of nursing practice strategies within a given unit through expanded cooperation and accord to satisfy patient care quality outcomes (Sherman and Pross, 2010). Perhaps most important is that new nurse leaders are most likely to build cooperative teams when they possess the transformative leadership style to reduce conflict, identify cultural needs, and offer mutually beneficial feedback (Sherman and Pross, 2010).

Stanley, D. (2010). Multigenerational workforce issues and their implications for leadership in nursing. Journal of Nursing Management, 18, 846-852.

This article considers the importance of successful leadership in supporting nursing work environments where there are multiple generations that have the potential to create conflicts (Stanley, 2010). The primary generations include the Veterans, Generation X, Baby Boomers, and Generation Y, each of which holds a different perspective or approach to workplace dynamics, values, beliefs, and tasks (Stanley, 2010). Therefore, it is important to recognize where multigenerational workplaces might experience some of these issues and how to overcome these concerns through adaptation and compromise (Stanley, 2010). If these issues are not resolved, there is a much greater potential for long-term conflicts that could be harmful to the nursing unit and its employees (Stanley, 2010). Other factors to consider include the ability to maximize the contributions made by nurses within their workplaces and to effectively collaborate across generations to promote greater quality of care for all patients (Stanley, 2010). From this perspective, nurse leaders must identify areas where there is the greatest potential for conflict and determine how to recognize different levels of knowledge, experience, and creativity so that nurse performance is optimized (Stanley, 2010). This article provides a different perspective regarding the need for effective nurse leadership by focusing on how different generations of nurses work together and collaborate regarding issues of critical importance (Stanley, 2010).

Tsai, Y. (2011). Relationship between organizational culture, leadership behavior and job satisfaction. BMC Health Services Research, 11, retrieved from http://www.biomedcentral.com/1472-6963/11/98

This article addresses the importance of developing nurse leaders who recognize the mission of the organization, but also identify with the needs and wants of their employees in a favorable manner (Tsai, 2011). Under these conditions, it is likely that nursing expectations will be met when nurse leaders and the organizational culture are in cooperation, along with improved nurse satisfaction when nurse leaders demonstrate responsible and meaningful behavior in the workplace setting (Tsai, 2011). The contributions made by nurse leaders should coincide with the organizational mission and culture, but should also serve as a positive driving force in motivating employees and supporting their full engagement in the workplace environment, both physically and mentally (Tsai, 2011). Nurse leaders must recognize where there are potential weaknesses in nurse motivation and focus to perform at the desired level, and these concerns are often created by conflicts that minimize productivity and quality of care (Tsai, 2011). It is expected that nurses who embrace the organizational culture and who are guided by effective leadership will likely respond favorably to the work environment and to the expectations set forth for them (Tsai, 2011). This will also encourage nurse leaders to exercise sound and reasonable judgment when working with their staff to accomplish the desired objectives (Tsai, 2011). When a nurse leader is aligned with the organizational culture, there is a greater likelihood that there will be increased collaboration and reduced conflict in the workplace environment on a more consistent basis (Tsai, 2011).

Chadwick, M.M. (2010). Creating order out of chaos: a leadership approach. AORN Journal, 91(1), 154-170.

This article considers the value of organizational culture in establishing an effective workplace environment that will spark productivity and improved performance and reduce conflict (Chadwick, 2010). Many lessons may be learned from nurse leaders who exemplify strength, knowledge, courage, compassion, and other characteristics, particularly when there are significant conflicts that may occur and reduce the level of quality that is offered by nurses (Chadwick, 2010). In this context, nurse leaders recognize that chaos exists throughout the workplace setting; therefore, it is their responsibility to make the most of chaos and to recognize a means of transforming chaos into something that is productive and meaningful (Chadwick, 2010). This requires nurse leaders to identify their vision and to determine how to impart this vision within their units (Chadwick, 2010). Nurse leaders must identify specific skills that will be important and meaningful in advancing the knowledge and collaboration of their staff members in a manner that is consistent with organizational objectives (Chadwick, 2010). These efforts must also enable nurses to participate in activities that will advance the greater good of patient care and treatment to a new level (Chadwick, 2010). When chaos occurs, it is the responsibility of nurse leaders to make the most of these chaotic events and to recognize where progress might be made in spite of these conditions (Chadwick, 2010). When nurse leaders recognize how to make chaos more productive, they are more likely to minimize internal conflicts and enhance their ability to foster collaboration and professional growth, rather than to waste time and effort that will not lead to productive outcomes (Chadwick, 2010).

References

Chadwick, M.M. (2010). Creating order out of chaos: a leadership approach. AORN Journal, 91(1), 154-170.

Malloy, T., and Penprase, B. (2010). Nursing leadership style and psychosocial work environment. Journal of Nursing Management, 18, 715-725.

Sherman, R., and Pross, E. (2010). Growing future nurse leaders to build and sustain healthy work environments at the unit level. The Online Journal of Issues in Nursing, 15(1), retrieved from http://gm6.nursingworld.org/MainMenuCategories/ANAMarketplace/ANAPeriodicals/OJIN/TableofContents/Vol152010/No1Jan2010/Growing-Nurse-Leaders.aspx

Stanley, D. (2010). Multigenerational workforce issues and their implications for leadership in nursing. Journal of Nursing Management, 18, 846-852.

Tsai, Y. (2011). Relationship between organizational culture, leadership behavior and job satisfaction. BMC Health Services Research, 11, retrieved from http://www.biomedcentral.com/1472-6963/11/98