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Running head: ANALYZING A LEADER OR MANAGER ROLE

Analyzing a Leader or Manager Role


Sara Towers
Sheri Van De Burg
Ferris State University

ANALYZING A LEADER OR MANAGER ROLE

Analyzing a Leader or Manager Role


Nursing practice is unique in that it requires cooperation from many disciplines
within the healthcare setting. Successful management depends on collaboration, which uses
the distinctive strengths of each individual (Yoder-Wise, 2011, p. 61). In this paper it is
discussed how a leader or manager can impact patient outcomes as well as how the Nurse
Executive Competencies (NEC) is demonstrated and guides the leader. Brandon Bassham,
LMSW was selected for an interview. He is currently employed at Forrest View Hospital as
the Partial Hospitalization Program Manager.
Role and Responsibilities
Brandons role as a LMSW involves him in many activities such as case managing
patients and leading small groups daily. His responsibilities include managing the Par tial
Hospitalization Program which includes a registered nurse, activity therapist and case
managers. He must assure all assessments are complete, organize all admission and
discharge plans and organize the daily assignments for the case managers. He is also in
charge of marketing materials as well as billing and finances for the program. Furthermore
he is liable for all the MSW interns. Brandons philosophy is for all patients to be treated
with compassion and respect. He reports to the CEO of Forrest View Hospital and a
registered nurse, activity therapist and case managers report to Brandon.
Communication and Relationship Building
Managers are in a role in which they need to establish open communication in order
to define objectives and goals. Communication must be effective in order for staff members
to help obtain goals (Yoder-Wise, 2011, p. 55). Brandon holds regular staff meetings to
discuss patient cases as a group. He feels that meeting together strengthens the case
management team as well as help clearly define patient goals for discharge and treatment
after care. It is when the group is together that they can help build each other up as working
with patients at his facility can be stressful. Brandons relationship building focus within
his team meets the American Organization of Nurse Executives principles through
promoting collaboration through trust and team orientation (Yoder-Wise, 2011, p. 56).
Knowledge of the Healthcare Environment
Part of a managers responsibility is to be informed and up to date on current
research. The nurse manager also interprets published research findings that have
implications for the staff or the patients and makes every effort to incorporate the findings
that have implications for the staff or the patients and makes every effort to incorporate the
findings into unit activities so that both staff and patients can benefit from evidence -based
care (Yoder-Wise, 2011, p. 57). Brandon not only makes every effort to stay up to date on
current research, he occasionally conducts research on his unit. He recently looked at

ANALYZING A LEADER OR MANAGER ROLE

patient case load for his case managers and found that patients could have better outcomes if
he were to give each case manager one less patient. He is hoping to bring this information
to the CEO.
Leadership
Brandon exhibits leadership through trust, collaboration and autonomy. Casida
would describe this type of behavior as transformational leadership (2011). Usually, a
transformational leader displays vision, charisma, risk taking, out-of-the box thinking and
an aptitude for motivating others while acting as a role model and mentor for the follower
(Casida, 2011). Based on these characteristics Brandon is able to enjoy staff retention and
higher job satisfaction. Therefore, nurses on a unit with a transformational leader are
empowered to meet the mission of the hospital and make a significant impact on the bottom
line or financial health of the organization by promoting staff satisfaction and
organizational commitment and by encouraging innovative practices (Casida, 2011).
Professionalism
Brandon demonstrates professionalism through his philosophy of treating all patients
with compassion and respect. This philosophy demonstrates a high regard for dignity,
integrity and health and healing in a caring relationship. Brandon sets the tone, creates the
environment and manages within the context while providing professional role modeling to
develop future managers and leaders (Yoder-Wise, 2011, p. 64). Brandon is critical to the
success of the case management program and has had a positive influence on staff retention.
Business Skills
The rapid pace of change in the healthcare industry is forcing healthcare leaders to
evolve and adapt new skill sets and a wide variety of leadership competencies. Viewing
changes as an opportunity will be increasingly important as healthcare reforms continues to
reshape traditional models of care. Brandon has been collaborating with the upper
management team as they implement a new adolescent program for after school hours. As
well as a new billing system, this will monitor the financial growth. According to Madden,
The best leaders understand that change doesnt have to compromise their vision. In fact, it
can be an opportunity to propel their vision forward (2013). Another strong business skill
to incorporate into practice is knowing how to influence people. Madden stated, Good
leaders arent passive. Instead, they are active, persistent advocates for both their vision and
their organization (2013). Brandon demonstrated a very strong sense of character and is
able to present his vision in a professional manner.
The Nurse Executive Competencies are demonstrated by Brandons leadership and
management skills. He creates a culture of respect, open communication, accountability and

ANALYZING A LEADER OR MANAGER ROLE

expectations. He advocates for his staff and encourages relationship building. Based on his
leadership Forrest View Hospital is better able to serve their community.

ANALYZING A LEADER OR MANAGER ROLE

References
Casida, J., Parker, J. (2011). Staff nurse perceptions of nurse manager leadership styles and
outcomes. Journal of nursing management. 19(4). 478-486. DOI: 10.1111/j.13652834.2011.01252.x.
Madden, M. (2013) Top 10 Skills of high-performing healthcare leaders. Retrieved October
1, 2014, from https://www.besmith.com/thought-leadership/career-management/top-10skills-high-performing-healthcare-leaders
Yoder-Wise, P. S. (2011). Leading and managing in nursing (5th ed.). St. Louis, MO:
Elsevier Mosby.