Creative Implementation of leadership

1. Creative Implementation of leadership Pamela Mullins Frostburg State University

2. We should take care not to make the intellect our god; it has, of course, powerful muscles, but no personality. Albert Einstein Personality

3. ENTJ • According to the website, Human-Metrics, My personality test states that I am a ENTJ. • Extravert (44%) • Intuitive (25%) • Thinking (1%) • Judging (56%). • The website states that approximately only 2% of the population is this personality type. • Entj’s are described as the “Field Marshall”, and it is state that they “are bound to lead others. (human metrics, 2013)

4. Personality and Leader Characteristics I would consider myself to follow the Transformational leadership style- emphasizes interpersonal relationships. • Effects revolutionary change. • Focus on merging motives, desires, values and goals of leaders and followers to one goal. • Generate commitment from followers. • Foster the natural desire to pursue higher values.

5. Facility Presentation Portion

6. M&M Medical Center • Acute care hospital located in Clear Spring, Maryland. • 257 single-patient rooms and 41 bassinets 52 emergency room beds and 15 pediatric emergency room beds. • Services include a special care nursery, a level III trauma program, a primary stroke center, and a wound center, as well as a cardiac diagnostic laboratory

7. Pediatric emergency room Staffing plan • 3:1 Nurse to patient ratio • 1 Charge nurse out of staffing who manages the daily flow of the unit • 1 educator • 1 Nurse manager • Director of emergency services.

8. Legal considerations • The safety of our pediatric patients is a legal consideration. It is imperative that the patient is released to the custodial caregiver. That person is identified and banded during the registration processes. • Proper nursing care and treatment are also considerations. • It is a legal responsibility for the staff member to report any suspected abuse of a pediatric patient.

9. Ethical considerations • Care should be provided to all patient’s equally. • If a difficult choice must be made an ethics committee meeting will be called to discuss and recommend a course of action.

10. Cultural development • There are a diverse number of cultures that visit our department. • Use of a language line (phone that has two receivers, one for nurse and one for patient/caregiver) to interpret so that miscommunication does not occur. • Classes offered for cultural awareness. • Deaf net available for deaf patients and braille for the blind patient.

11. Coaching skills • Coaching can improve problem performance as well as encourage positive behaviors. • The educator is available to coach staff with new skills and information. • As a manager I coach staff on issues such as attendance and career advancement. • The unit has an environment in which staff are encouraged to ask questions openly without the fear of punishment of ridicule.

12. Leadership Responsibilities/accountabilities

13. Leadership theory Transformational leadership style • emphasizes interpersonal relationships. • Effects revolutionary change. • Focus on merging motives, desires, values and goals of leaders and followers to one goal. • Generate commitment from followers. • Foster the natural desire to pursue higher values.

14. Facility Forecast • Staffing forecast- requires looking at the average daily census and adjust staffing levels according to the matrix. • As a manager always have your eyes and ears open about staff that are planning to leave so that they can be replaced in a timely manner. • Budget forecasting requires the manager to assess the future needs of the unit. This includes adjustments for staffing matrix according to daily census as well as the purchase of new equipment and allowance for required staff education.

15. Regulatory agency • The joint commission arrives unscheduled to review policies and procedures of the facility by doing chart reviews and tracers of patient care. They give recommendations about improvements that need to be made. They can close a facility for just cause at any time. • The department of health and mental hygiene, also can come at anytime and usually come as a result of a complain filed against the facility.

16. Accreditation • Magnet status offered by the ANCC, American Nurse Credentialing Center. • Applied for magnet status but was not approved at this time due to lack of staff approval. • Will continue to educate staff on the benefits of magnet status and apply again at a later date.

17. Return on Investments

18. Marketing plan • Social Media has become a staple of many marketing plans. M&m Medical center has a Facebook page and a website. • Advertising on local TV and radio stations. • Word of mouth, happy customers provide positive advertising within the community. This is why we stress patient satisfaction within the unit.

19. Staff retention • Salaries and benefits comparable to surrounding facilities. • Education opportunities and tuition reimbursement offered and encouraged. • Staff training adequate to allow new staff to feel confident in their new positions. • Programs to provide real time positive praise given for job well done. • Annual anonymous staff surveys that give feedback for improvement.

20. Human resources • screen potential employees to allow interviews with the most qualified. • Available to offer support with problem employees. • Assist with tracking attendance. • Assist staff with benefit questions and act as a liaison between staff and outside companies such as insurance and retirement companies.

21. Organizational chart Chief Nursing officer Director Clinical manager Charge nurse staff

22. Disaster preparedness/critical issues portion

23. Disaster plan • Disaster plans are located on the facility employee website as well as hard copies at each nurses station. • The disaster plan is broken into sections including internal and external disasters and shows staff step by step how to maneuver through such disasters. • A yearly competency is completed by all staff and quarterly mock disaster drills are completed throughout the facility.

24. Succession • Succession planning involves grooming qualified individuals to accept leadership positions when needed. • Charge nurses are in a position to move up the ladder when a vacancy is available. • Clinical managers are groomed to be directors and directors to step into the chief nursing officer role if need be. • If no qualified staff are available outside sources would be considered.

25. Networking • Monthly staff meetings to update on policies and issues related to the facility and the unit. • Monthly meetings with director and cno to discuss issues and suggestions. • Quarterly meeting with department heads to discuss department collaboration. • Day to day interaction with physicians to foster a positive relationship. • Rounding on patients to ensure excellent care is being provided.