Why do I know this? Because I have been Paula and have worked with many Paula's. Technology comes natural to me, but I have been cynical when new systems have been introduced because it can seem like people who aren't nurses are making up things for nurses to do. The other thing is that it's hard being the oldest nurse amongst a crew of younger nurses who probably have their language; they hang out outside of work and are quicker to change. I think Paula is misunderstood, and if the team made an effort to get to know her and not gloss over her comments, she could grow into a better team member. When Sara asked for input for things that the staff would like to see changed, she was using the pathgoal participatory style by inviting people to share in decision making [Northouse, El]. Even knowing that the final decision is not up to the nurses, participating in decisions to move ideas forward is rewarding to staff and therefore, a great motivator. It is a bonus if they get approved or systems change because of their concept. Sara worked in a supporting style with Dr. Acharya, but I feel like it was more of an effort to be a team player, not a leader. Pathgoal theory serves as "a reminder the purpose of leadership is to guide and coach followers as they move along the path to achieve the goal" (Northouse, ZIJIEI, p. 123"). I don't think Dr. Adiarya learned anything, and he certainly did not reach the goal of getting the assessment done. It was hard for me not to select the "stand up" to him approach (although when I saw it, I was horrified}. The reason it was hard is because, to me, standing up to someone isn't about me being tired or just wanting to go home, it's about setting the norms for fuhire behavior (I am Australian and have also been a nurse for a very long time, so I think my culture plays a role there.) Sara could just as easily picked up the phone while Dr. charya was there and asked the other deparhiient what was happening