Organizational Leadership Assessment
Organizational Leadership Assessment
Adaptive leadership mobilizes people across organizations to think, learn and work together on tackling problems crossing traditional boundaries and hierarchies. Adaptive leadership has realized a wave of quality and collaborative clinical leadership and cross-sector team-working (Sungur et al., 2019). Staff who are part of this description are motivated ‘to do the right thing together. it was essential for the leaders in the organization to regulate the pressure of finding other ways to deliver care to our patients during the onset of COVID (Tadsen, 2022). There was much pressure on the constant release of information that would change daily if not hourly by the CDC. Every time there was a change, we had to shift direction. The CDC guidelines heavily strained our nursing team and front-line staff.
There are practical and psychological demands for the COVID crisis that need to be managed by the department leaders and the COVID response team. It was challenging to balance between adapting to pressure and giving up. We have heard from staff that the things that added pressure to them during the peak of the first wave of the pandemic included back-to-back emails all saying something different, information overload, the pace of change, and having to change direction (Tadsen, 2022). The things that helped the most were good communication from the deputy bureau director of DHHS and our organization to provide the most up-to-date information. Amid another burst of COVID, we are organizing to continue communication and support staff through this second wave.
According to Sungur et al. (2019), data enhances patient care quality, leading to quality patient outcomes. The organization uses performance improvement data to promote changes in our patient interventions and practice standards. We are currently doing this with our fall data. We are tracking the various factors that can be involved as a contributor to falls to identify our most common factor (Tadsen, 2022). With this information, we will find the root cause of the issue and change course by instituting better procedures.
We wanted to add emergency response drills to our strategic plan this year. We are required to have them quarterly. For the past two years, we did not meet that goal, so we added it to this year’s plan. We started a goal of running a medical emergency every month on every shift (Tadsen, 2022). It was agreed upon by our clinical leadership committee. Other stakeholders at this meeting involved staff members from other departments that would be involved in the rollout and participation. We Initiated and agreed upon a strategic planning process and then identified our mandates. These are the first two steps in Bryson’s ten steps strategic planning.
We are in partnership with a Not Guilty because of the insanity department. This department has a team that assists the patients with writing their NGRI letters to the court and then follows them for five years if they are released. The benefit is that our patients receive support before being placed in a less restrictive environment (Tadsen, 2022). This committee weighs in on whether the patient is appropriate for discharge and then they do the monitoring to ensure success. If they fail at recidivism they are brought back to the facility for more treatment. This partnership is part of the court process and CMH services for community placement.
Sungur, C., Özer, Ö., Saygili, M., & Uğurluoğlu, Ö. (2019). Paternalistic leadership, organizational cynicism, and intention to quit one’s job in nursing. Hospital topics, 97(4), 139-147.
Tadsen, D. (2022). Personal Communication, January 8, 2022. Leadership interview.