A). I had a conflict that arose one weekend when I was the on-call manager with one of the new business associates that started working in the resource staffing pool. Due to staffing call offs on multiple units, one of our own staff members got pulled to help another unit but shorted our staffing for the heavy acuity of patients that we had on our unit.

B.) The conflict happened when the business associate called, he yelled and talked very disrespectful to the charge nurse on my unit about the resource staffing office request and stated that leadership cannot just make decisions for the betterment of their unit when another unit needs the staff even if it now shorts that unit, they were trying to pull staff from. So, when I was told what had happened from the charge nurse, I called the business associate to ask him what happened and why? Then, that business associate got rude with me over the phone as well about the situation also stating that clinicians do not make those type of decisions and if we need to go into staffing to take assignments then we will.

Afterwards, I contacted the business associate's manager, the interim unit director and let her know what had occurred, and that this apparently has happened more than once with a few of my charge nurses, and to figure out what would be the best solution to fix the issue. Looping in my unit director as well, and the clinical director a new system was put in place for pulling staff both nurses and patient care technicians, and it is also on an application that all nursing leadership can see which unit needs staff and where extra staff would be allocated too.

C.) Over the last 2 months the new process has been working so far, still with a few minor kinks to be worked out, but there is less confusion on what is happening on every inpatient nursing unit and with nursing staff throughout the hospital.

I have learned from this experience how to manage a difficult and frustrating situation where nursing leadership may be put in the middle of defending their unit's staff for safety and acuity purposes and the resource staffing pool having to provide adequate and sometimes unfair staffing throughout the entire hospital to keep the throughput of the hospital flowing successfully.

D.) I have learned to have more patience when listening to staff address their feelings and concerns about patient safety. I have learned how to be a transformational leader and to be more assertive and understanding by being in a Senior Clinician nursing leadership role, and to advocate for both patient and staff safety and satisfaction to provide the highest quality of care possible for all the patients. I have learned the difference in being a manager versus being a leader especially when collaborating with other interdisciplinary healthcare professionals. I must always remember to listen fully before responding in a professional way and to be wise about what I say when I respond to any conflict or issue brought to my attention.

I'm not sure what process I use to learn from my reflective practice. Even within my own reflective practice, I just stop and review every conflict and think of better ways to improve the outcome in case the same situation may arise again in the future. I like to be prepared more so than be unprepared for negative situations.

Working with other disciplines, I am more open minded and listen before I jump in and give all my ideas or opinions first. I want to be seen as approachable, and easy to work with, but I can get the job or task accomplished within a reasonable timeframe as well.

Comparing to the article "Positive leadership and corporate Entrepreneurship", leader Lauren possess transformational leadership and authentic leadership qualities. I found that Lauren listens to staff point of view, identify the followers needs, mentors and role model to the unit staff.

Analyzing the Lauren's leadership incident, I can apply the principle of transformational leadership and assertiveness leadership. Additionally incorporating theories from leadership and conflict management can provide further insights into the nurse's approach to resolving the conflict and implanting a new system for pulling staff.

This incident has informed my own leadership by emphasizing the importance of patience, assertiveness, and implementing changes. Reflecting on Lauren's leadership has reinforced the value of being prepared for challenging situations and striving to be approachable and collaborative when working with other disciplines.

Lauren Loman MSN, RN

10 North Clinician

GI Surgical Oncology

UPMC Presbyterian Shadyside

412-586-9005 (work)

412-849-5727 (..r@upmc.edu

Write a 5-7 page paper using APA style. Note that this is a first-person account so it is expected that you will write in first person (I, we). Requirements for the paper:

1. Identify the leader by name and title. At the end of the paper you must include the leader's full name, position, organization, email and telephone number.
2. Describe the specific incident in detail.
3. Describe the leader's reflective practice and the how the incident influenced their leadership in relationship to other disciplines.
4. Use the theories in your texts and at least two articles that are not in the required reading to analyze the nurse's leadership.
5. How does the nurse's leadership with other disciplines AND the leader's reflective practice inform your own leadership?