FirstName, Middle Initial, Last Name
Most of thetime, many health institutions promote nurses to managers becausethey are good communicators, excellent clinicians, and criticalthinkers. When they become leaders, not only are nurses expected tosuddenly deal with many responsibilities such as patient safetyconcern, finance, budget, quality improvement programs, andrecalcitrant staff, but also they are supposed to achieve variousbusiness and clinical management responsibilities (Burke andFriedman, 2011). In the case of Julie Davis who has been a staffnurse for eight years and now promoted to a nurse manager (Lieblerand McConnell, 2016), she is likely to face the challenge of how torestructure her relationship with her new peers, directors, andformer peers. Relationships in the working place seem to be thebiggest problem that Julie is likely to experience because theplayers, politics, culture, and the organization remains the same,and also she is familiar with the operations of the business.
Now that Juliehas acquired new power, she can influence her former and new peers inentirely new ways, but she remains to be the same person. She can optto order them around, which can lead to uncooperative anddisrespectful employees. Also, Julie can decide to put friendshipfirst before results, which can lead to poor decision making in thehealthcare institution. Her friends Elaine, Sarah, and Jane want hernot to forget them, and such expectations can influence Julie’s wayof making managerial decisions because she can develop the fear ofbeing called “bossy” and not hold her team members responsible.Sarah said that she hopes that Julie will not forget them as herfriends (Liebler et al., 2016).
There areseveral advantages that Jane is likely to be presented with, afterbecoming the manager of former peers, current peers, and thedirectors. First, she knows and understands the politics, culture,and the driving force behind the general medical, surgical unitsuccess. Second, she is likely to find trustworthy peers who can giveher honest feedback. Communication with her peers would be aneffective one because she knows most of her team members personallyand what motivate them. She is also familiar with each employee’sstrengths and weaknesses. Another advantage is that the seniormanagement nominated her for the new managerial position because theybelieved she was the best-suited person.
The stepping upfor Julie in her current unit has some downsides. One, she mightexperience competitiveness from her peers who wanted the sameposition. People she left behind like Sarah and Jane can develop badfeelings, which are detrimental to the operations of the generalsurgery unit. Such a situation can have harmful consequences such aspoor work performance, resentment from team members who feeloverlooked, and employee`s dissatisfaction (Burke et al., 2011). Two,Julie is likely to feel alienated from her former peers. When a staffnurse becomes a manager, he or she is afraid that his or her peerswill treat him or her in a different manner because he or she holds aposition of authority. Her peers such as Jane Davidson also expecther to solve existing problems that she complained about before,which can take an extended period (Liebler et al., 2016).
Sources andForms of Julie’s Authority
The source ofJulie’s authority is referent power. This type of authority isacquired from the interpersonal relationships that a leader developswith his or her peers in a health institution. A leader ownsreference power if his or her team members like him. Rowitz (2014)observed that Referent power emerges from a strong character, as aperson with a strong character possesses the ability to influenceothers through trust, respect, and admiration. The senior managementappointed Julie because she presented her strong character, whichthey probably thought would affect other team members in the generalsurgery unit. Julie has worked for eight years in the general surgeryunit, which means that she has personal connections with the keypeople in the leadership level such as the chief executive. Herpersonal relationships perception produces her power over otheremployees.
Julie’s Planfor Leadership Development Activities over the next Six to TwelveMonths
First, for thefirst three months, Julie should establish her authority in askillful manner, which means that she can opt to make some changes orcreate a new working culture. Rowitz (2014) suggested that the styleof leadership changes gradually for a successful outcome. Withinthese three months, Julie should consult with senior management andthen make decisions upon their responses, in part because her peersare used to such kind of leadership style, or in part to initiate herauthority. She should also develop effective listening capacities,reflect on carefully, and then communicate her decisions.
Second, the nextplan should be to focus on things that benefit the general surgicalunit. Former peers would expect her to play "favorite," butshe should focus on what is crucial for the unit and put the welfareof others first.
For the next twomonths, Julie should learn to delegate effectively. Effectivedelegation means that she should be in a position to give equaldelegation and listen to all her peers. This leadership plan willenhance Julie’s acceptance as the new leader.
The nextleadership plan should be to develop effective communication skills.Now that Julie is a boss, her coworkers are likely to give herfiltered information. To avoid this challenge, she should create anenvironment that promotes openness and honesty.
The final stepincludes Julie changing how she relates with her peers. She shouldcreate less personal relationships with her peers. Rowitz (2014)suggested that supervisory relationships are incompatible withpersonal relationships because personal feelings influence how anindividual makes decisions.
Promotion to aleadership position presents itself with some challenges, advantages,and disadvantages. Therefore, it is the responsibilities of the newleaders to identify their sources of power, learn what works fortheir team members, and develop an effective leadership plan thatwill enable them to become successful in the leadership position.
Burke, R. E., &Friedman, L. H. (2011). Essentials of management and leadership inpublic health. Sudbury, MA: Jones and Bartlett.
Liebler, J. G., &McConnell, C. R. (2016). Management principles for healthprofessionals (7th ed.). Burlington, MA: Jones and Bartlett.
Rowitz, L. (2014). Public Health Leadership. Sudbury, MA:Jones and Bartlett.