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Nurses are often selected for leadership roles on committees and task forces. In these leader- ship roles and as unit managers and team leaders, they conduct numerous meetings. The follow- ing section provides guidance for leading and conducting meetings. INTRODUCING MULTIDISCIPLINARY TEAMS Bruce Shapiro was promoted six months ago to nurse manager for the stroke […]

LEARNING KEY SKILLS IN NURSING MANAGEMENT:can increase the perceived value of group membership. Members of groups who have a history of success are attracted to each other more than those who have not been successful. See how one nurse handled his new assignment as manager for an interprofessional team in Case Study 11-1. Leading Committees

Evaluating Team Performance The manager may be accustomed to evaluating individual performance, but evaluating how well a team performs requires different assessments. Patient outcomes and team functioning are the criteria by which teams can be evaluated (Rosen et al., 2008). Outcome data, such as clinical pathway information, variances in critical paths, complication rates, falls, and

The manager’s communication style also affects group cohesiveness. If the manager main- tains a high degree of information power and controls not only what information is received but also who receives it, group performance may suffer. By interrupting, changing the subject, monopolizing the conversation, or ignoring the feedback, problems escalate and the leader re- mains

Communication Communication is a central component of the nurse manager’s leadership. The Joint Commis- sion, the organization that accredits hospitals, found that poor interprofessional communication was the cause of nearly 70 percent of unexpected events causing death or serious injury (Joint Commission, 2011). Effective nurse managers can facilitate communication in groups by maintaining an atmo-

BUILDING AND MANAGING TEAMS 153 As a requirement for Magnet certification, shared governance increases staff involvement in the organization’s functioning and future planning and, at the same time, increases staff allegiance to the organization. The Nurse Manager as Team Leader Because staff nurses work in close proximity and frequently depend on each other to perform

Shared Governance Shared decision making is a hallmark of shared governance. That is, both managers and staff members participate in making decisions. Such participation can improve collaboration, staff retention, job satisfaction, productivity, and patient outcomes. Measuring the distribution of con- trol, influence, power, and authority, Hess (2011) found that managers perceived staff to have more

Development and Growth Groups can also provide learning opportunities by increasing individual skills or abilities. The group may facilitate socialization of new employees into the organization by “showing them the ropes.” The nurse manager must establish an atmosphere that encourages learning new skills and knowledge, creating a group-oriented learning environment by continuously encouraging group members

LEARNING KEY SKILLS IN NURSING MANAGEMENT education and practice have especially high standards of performance that help to counter this tendency. Groups are more likely to become cohesive when members: ● Share similar values and beliefs ● Are motivated by the same goals and tasks ● Must interact to achieve their goals and tasks ●

What is the relationship between the team and other units in the organization? On many tasks, interdependence is important. There are three kinds: ● Pooled interdependence, in which each individual contributes but no one contribution is dependent on any other (e.g., a committee discussion) ● Sequential interdependence, in which group members must coordinate their activities