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Professor’s Comment:

The referencing and citing of scholarly work is mandatory to support the idea that is being presented in the participation discussion. ALL peer responses require an in text citation, a reference, and 6 or more sentences. References should be between 2018 to 2023.

Post 5:

The values, beliefs, and behaviors exhibited within an organization are examples of organizational culture. It has a direct effect on employee engagement, care quality, and patient outcomes (Fitzpatrick & Alfes, 2022). Shared values between employees and their employers increase engagement and commitment to the organization, and foster a positive work environment that contributes to successful outcomes. When the culture of an organization supports and values the input and ideas of stakeholders, including employees, respect and value are evident within the organization and in its daily operations (Fitzpatrick & Alfes, 2022). In nursing and healthcare, organizational culture influences leadership style and behavior and is a significant predictor of job satisfaction, staff retention, and patient outcomes. There are numerous barriers that can make nurse leaders feel powerless; identifying these barriers can help nurses develop strategies to overcome them and influence workplace decisions. Leadership in nursing plays a significant role in fostering motivation and thereby enabling nurses to provide high-quality care; consequently, barriers that affect nurse leaders also impact staff and patients. In some organizations, nurses are not viewed as important decision-makers when it comes to the organization's healthcare decisions. In comparison to physicians, nurses are not viewed as revenue generators; consequently, their needs may not be met as required. These obstacles impede the influence of nurse leaders on healthcare policy and reform. It also has a negative effect on the self-confidence and motivation of nurse leaders, making it difficult for them to fulfill their expected leadership and support roles (Choon, & Patrick, 2018). When nurse leaders lack the authority to recruit nurses or make decisions regarding their staffing requirements, they are compelled to work with fewer personnel. When nurses are overworked, there is an increase in staff turnover, which makes the situation even worse when leaders have little control and feel powerless. Therefore, it is essential that nurse leaders have the ability to effectively influence organizational system change.

Some organizational cultures lack respect for nurses; decisions for the nursing department are made without considering the opinions of their leaders, and nurses are asked to implement these decisions without explanations or clarifications regarding the process. This can make nurse leaders feel powerless, as they are torn between the needs of their teams and those of the organization. When an organization's clinical environment procedures and guidelines make it difficult for leaders to establish democracy and justice, they may feel powerless (Choon, & Patrick, 2018). For instance, a climate of blame, confusion, job insecurity, manipulation, bullying, and ineffective communication. Culture within an organization can confine nurse leaders to a stifling work environment with rigid boundaries, making them feel "boxed in" and powerless, for instance by preventing them from participating in decision-making. According to one study, leaders can feel powerless and unmotivated if they are denied opportunities for promotion, professional development, and career advancement (Mbuthia et al. 2017). A lack of open communication between management levels within an organization can be a hindrance for nurse leaders who lack a means to voice their concerns.

References

Choon, D., & Patrick, K. C. (2018). Problems, pitfalls and progresses of 21st century leadership from the Asian perspective: A qualitative content analysis. International Journal of Economics and Management Studies, 5(10), 1-8.  https://doi.org/10.14445/23939125/ijems-v5i10p101

Fitzpatrick, J. J., & Alfes, C. (2022). Nurse leadership and management: Foundations for effective administration. Springer Publishing Company.

Mbuthia, G. M., Brownie, S., & Holroyd, E. (2017). “My hands are tied”: Nurses’ perception of organizational culture in Kenyan private hospitals. Journal of Hospital Administration, 6(6), 1.  https://doi.org/10.5430/jha.v6n6p1

Post 6:

The ability of the nurse leader to merge both their managerial and nursing leadership role seem to be undermined by the predominant business-oriented culture within the healthcare system laser focusing on just cost containment, with workload efficiency and length of stay. (Orchard, sonibare, Morse, Collins, & Al-Hamad, 2017). When a healthcare organization is f0cused on gains and numbers, it can place the nurse leader in position of dealing with only with the productivity and efficiency of the unit rather than the staff and patients of view that may increase productivity, and cost-effective practice by sheared decision making that will only benefit the organization and not the staff usually nurses are prone to prefer to work in organizations were staff's benefits are considered and supported, therefore an organizational culture that supports nurses and other health care workers is characterize as been successful healthcare organization. Any healthcare organization that shows that its staff and what they do is appreciated in turn gets the support and loyalty of those staff. Appreciation for jobs well done and creating forums for nurses to communicate freely without fear of retaliation are other ways that healthcare organization can show support to the nursing staff within the organization, also Organizational culture involves shared values, attitudes, philosophies, and rules that have been developed over time and guide decision-making as well as the actions of individuals in an organization. One barrier caused by an organizational culture that can be encountered by nursing leaders and make them feel powerless is resistance by some members of the organization due to personal cultural values. With employees having different perceptions regarding certain organizational issues, this may lead to resistance where members only agree with decisions or actions that are in accordance with their cultural values and beliefs. It is difficult to effectively guide and direct employees with different perspectives as the employees may become resistant to certain changes developed by the organization's leaders. 

 

References: 

Helbig, J. (2018) Reengineering health care management. Nursing Leaders and Management: Leading and Serving. Ch 5 Retrieved from https://!c.gcumedia.com 

/nur451vn /nursing -leadership-and-management-leading-and serving/v1.1/#/chapter/5 

Orchard,C.A., Sonibare, O., Morse, A., Collins, J., & AL-Hamaa,A. (2017), collaborative leadership, part 1: The nurse leader's Role within Interpersonal teams. Nursing Leadership, (2),14. Retrieved from https://search=ebscohost-com.lopes.idm.oclc.org/login.aspx?direct=true&db=edsbl&AN=RN614173530&site=eds-live&scope=site