- Transformational
- Democratic
- Laissez-faire
- Transactional
No category found.
- Staff, Workload, Opportunities, Threats.
- Strengths, Weaknesses, Opportunities, Threats.
- Strategy, Workforce, Outcomes, Timeframe.
- Supervision, Work, Organization, Teamwork.
- Being responsible for one's own actions and professional practice.
- The ability to count supplies accurately.
- Having a large bank account.
- Blaming others for your mistakes.
- Decide who won and who lost.
- Evaluate the outcome to see if the solution has resolved the conflict.
- Transfer one of the conflicting parties to another unit.
- Never speak of the issue again.
- Maintaining the status quo.
- Focusing on tasks and rewards.
- Inspiring and motivating followers to a higher level of performance and shared vision.
- Avoiding all decision-making.
- Create more work for nurses.
- Ensure continuity of care and communication among the healthcare team.
- Protect the doctor from lawsuits.
- Provide a daily diary for the patient.
- Using disposable equipment multiple times to save money.
- Innovative problem-solving to provide safe care with the materials available, while advocating for more resources.
- Refusing to treat patients if ideal supplies are not available.
- Complaining constantly about the lack of supplies.
- Bureaucrat
- Change agent
- Disciplinarian
- Follower
- "Do good."
- "Do no harm."
- "Be fair."
- "The patient decides."
- In an emergency code blue situation.
- With a team of highly experienced, motivated, and self-directed professionals.
- When a team is new and has no experience.
- In a highly structured and bureaucratic organization.
- Recording a patient's fluid intake.
- Performing a wound assessment.
- Assisting a patient with their meal.
- Transporting a stable patient to another department.
- Join in the criticism to support the doctor.
- Immediately defend the junior nurse in the hallway, escalating the public conflict.
- Address the situation later by speaking to the doctor privately about professional communication and offering support to the junior nurse.
- Report the junior nurse to the administration for her lack of skills.
- Formal authority.
- Coercive power.
- Role-modeling and commitment to patient-centered care.
- A desire for overtime pay.
- Controlling
- Staffing
- Advocacy
- Budgeting
- Vague and reassuring.
- Loud and panicked.
- Clear, calm, and directive.
- Sent via email.
- Create unnecessary bureaucracy.
- Provide a formal pathway for communication and authority to ensure clarity and order.
- Limit the power of staff nurses.
- Allow anyone to give orders to anyone else.
- Do no harm.
- Act in the best interest of the patient and promote good.
- Treat all patients fairly.
- Respect the patient's autonomy.
- Suppressing all emotions.
- Understanding and managing their own emotions and recognizing the emotions of others.
- Ignoring the emotional state of their team.
- Using emotions to manipulate others for personal gain.
- Issue a written warning to all staff.
- Dismiss the complaints as patients being difficult.
- Gather more data and talk to staff and patients to identify the root cause of the problem.
- Implement a new communication protocol without any staff input.
