Isabella's Leadership Process

4. What leadership role did Isabella assume in managing the conflict process?
Isabella, new to the management role, was eager to apply what she learned in graduate school to shape the culture of the unit and manage her staff. Isabella had good intentions when she decided to put structures and processes in place to promote a shared governance culture. It appears that Isabella did not have a good handle on the self-scheduling process and how it impacted the nurses. She became aware of the situation when conflicts arouse and newly hired nurses put in requests for transfer. She assumed her leadership role by addressing the conflict and identifying the need to change culture in the unit. She realized the severity of the situation and immediately
Once I identified the severity of the situation I too would have sought guidance from my Human Resource Specialist and Deputy Nurse Executive. I would have immediately addressed the zero tolerance policy and the consequences should the behavior continue. I am not sure I would have thought to inquire about an educational program on cultural, gender and age diversity. With the workplace being full of diverse employees with differing strengths and weakness, all with unique ideas and communication styles, this was a good idea. I would have made bullying in the workplace, an educational priority. I often rely on my human resource specialist to guide me in many areas including conflict resolution. Isabella was more visible and interactive with the staff when she learned of the situation but I would have been more visible from the start and hope I would have identified the situation before it further escalated. She coached and mentored her assistance managers on managing staff, improving teamwork with colleagues and the need to seek guidance/leadership in difficult situations. I would have made it a point in the beginning to do this with my managers in order to give them a foundation before giving them the autonomy of supervising the staff. Correcting managed conflict can provide a source of growth and creativity within an organization (Ilgaz,
First we must diagnose the conflict. There are different levels, from verbal disagreement and differences to physical and verbal harassment. Is it a conflict in personality, opinion, leadership, management style or values? Next a team goal should be identified for the group to achieve. Focus on a solution and which step each employee needs to take to achieve results. Finally, decide when to intervene, sometimes it is resolved without management. Other times it can hinder performance and requires immediate attention. If management sees the following behaviors intervention must occur: sudden change in behavior, a sudden change in body language or verbal tone, increased absence, reduction in productivity and increased palpable stress