Mary Ann Is Not An Optimum Fit For The Emergency Department

The major is problem is that hospital’s senior management lacks the ability to identify and partner good leaders with ideal departments. Mary Ann’s leadership style is not an optimum fit for the Emergency Department. By definition, leadership style is “the leader’s behavioral pattern when acting to influence others” (Furtado, Batista, & Silva, 2011, p. 51). Mary Ann’s main concern is the hospital’s bottom line. She is more concerned with saving the hospital money than caring for her nursing staff and patients. Mary Ann is willing to compromise patient care in order to increase revenue for the hospital. As a result, Mary Ann is not engaged with the staff she oversees. She does not seek to build trusting working relationships with her team. Teamwork is almost non-existent. In fact, the nurses’ turn- over rate in the ER department is very noticeable. Mary Ann acts as if she is the only one with skillful knowledge. The secondary issues include stifling employee engagement, growing disgruntled employees and risking patient care. Mary Ann does not motivate or inspire her staff to perform well. She does not empower them. She does not trust them to contribute valuable input to help the ER run more efficiently. When Mary Ann does not seek group input on certain projects or plans of action, it makes the group feel invaluable and
Most authoritarian and autocratic leaders make all the decisions, dictate the methods and processes of work, acquire little or no input from employees, and distrust employees with decisions or important duties (Maloş, 2012). Employees tend to view these leaders as bossy, controlling, and dictatorial (Maloş, 2012). Such employee perceptions tend to lead to resentment toward leaders (Maloş, 2012). As a result, it has been proven through research that such leadership styles impede creative solutions to problems, which has a direct affect on group performance (Maloş,