Nurses play a pertinent role in process and program improvement in the hospital leading to improvement of care and organizational outcomes (Hickey & Kritek, 2012). The article by Yragui, Silverstein & Johnson (2013), reveals that nursing leadership is critical to an organization in preventing disruptive behaviors. Typically, disruptive behaviors affect staff, patients and visitors, a situation that adversely affects organizational goals. Certainly, nursing professionals are useful in offering solutions to curb hostile and disruptive behaviors in a hospital to enhance the quality of care and organizational outcomes.
Hostile behaviors in a hospital may occur in the form of physical or verbal attacks, abusive language, and negative criticism, destruction of property and aggressive gestures or confrontational voice. Noticeably, such behaviors become disruptive in an organization when they exceed the limits of ethical and professional conduct. Hostility in a hospital setting adversely affects victims and witness of such oppressive behaviors as well. According to the authors of the article, disruptive behaviors in an organization cause distress among staff, increase medical errors and malpractice suits that compromise the standard of patient care. Moreover, such behaviors lower productivity and may have severe economic implications for the hospital.
Nurses’ leaders have critical responsibilities as voices and models of their particular organizations. In fact, a good nurse leader provides a conducive working environment through prevention of aggression climate, facilitates coworker support, embraces inclusive decision-making and serves as a role model to foster quality outcomes (Curran, Fitzpatrick & Sigma Theta Tau International, 2013). Coworker support, for example, is important in minimizing conflict, absenteeism and role overload, thus leads to positive organizational outcomes. Nursing leaders have a responsibility to enhance job satisfaction and staff productivity through outlining policy guidelines to curb workplace disruptive behaviors. By creating a supportive environment, nursing leaders enhances teamwork leading to patient satisfaction and hospital profitability. Moreover, acting as role models motivates the nursing staff leading to positive organizational outcomes.
In particular, I selected this article because it borders on disruptive behaviors in a hospital setting which is a common and problematic scenario in most hospitals. Implementation of the recommendations is necessary in my organization in order to eradicate hostile behaviors and foster quality outcomes. Typically, implementation of such recommendations is possible through incorporating them into policy documents.
In conclusion, Nurses play a pertinent role in process and program improvement in the hospital leading to improvement of care and organizational outcomes. Nursing leaders have critical responsibilities as voices and models of their particular organizations. Therefore, building resources to prevent organizational aggression climate and enhancing supportive mechanisms is significant to eliminate disruptive actions and behaviors in healthcare settings.
References
Curran, C. L., Fitzpatrick, T., & Sigma Theta Tau International. (2013). Claiming the corner office: Executive leadership lessons for nurses. Indianapolis, IN: Sigma Theta Tau International.
Hickey, M., & Kritek, P. B. (2012). Change leadership in nursing: How change occurs in a complex hospital system. New York: Springer.
Yragui, N., Silverstein, B., & Johnson, W. (2013). Stopping the pain: The role of nurse leaders in providing organizational resources to reduce disruptive behavior.American Nurse Today, 8(10). Retrieved from http://www.americannursetoday.com/stopping-the-pain-the-role-of-nurse-leaders-in-providing-organizational-resources-to-reduce-disruptive-behavior/
