Introduction
This essay explores a work-based issue encountered in a nursing setting, focusing on its impact on myself and my team, the dynamics of team working, and the resolution process. By integrating contemporary leadership theories, approaches, and styles, alongside team working principles, this analysis aims to demonstrate an understanding of how leadership can influence outcomes in healthcare. The context involves a challenge related to communication breakdowns during shift handovers, which affected patient care continuity. This discussion maintains confidentiality by avoiding specific names or organisational details, adhering to ethical standards.
The Work-Based Issue and Its Impact
In my nursing placement, a recurring issue emerged during shift handovers where incomplete or unclear communication led to gaps in patient care information. This problem caused delays in treatment, increased stress among staff, and occasionally compromised patient safety. Personally, I felt frustrated by the lack of clarity, which undermined my confidence in providing effective care. For the team, this issue eroded trust and created tension, as members struggled to address errors without clear accountability. Such challenges align with research by Kalisch and Lee (2010), who note that poor teamwork, including ineffective communication, directly correlates with missed nursing care, impacting patient outcomes.
Team Working Dynamics
The communication issue significantly disrupted team working. Effective teamwork, as highlighted by Nancarrow et al. (2013), relies on principles such as shared goals and mutual respect, which were strained in our setting. Some team members adopted defensive attitudes, while others disengaged, leading to fragmented collaboration. Drawing on Belbin’s (1981) team roles theory, it became evident that the absence of a strong ‘coordinator’ role exacerbated the issue, as no one took responsibility for ensuring handover accuracy. This experience illustrated how interdependent nursing teams are and the necessity for structured communication protocols to maintain cohesion.
Leadership Approaches and Resolution
The resolution process revealed the critical role of leadership. Initially, the lack of a clear leadership style contributed to the persistence of the issue. However, a senior team member eventually adopted a transformational leadership approach, as described by Northouse (2021), by inspiring the team to focus on patient-centered communication improvements. This leader facilitated open discussions during team meetings to identify handover weaknesses and introduced a structured checklist for shifts, fostering accountability. Fatma and Terzioglu (2022) support this approach, finding that transformational leadership enhances staff commitment and satisfaction, which I observed as morale improved post-intervention. Additionally, drawing on Stanley’s (2017) concept of clinical leadership, the emphasis on practical, value-driven solutions directly addressed our setting’s needs, restoring effective team dynamics.
Conclusion
This work-based issue of communication breakdowns during shift handovers highlighted the intricate link between leadership, team working, and patient care in nursing. The experience underscored the personal and collective impact of such challenges, while the resolution through transformational leadership demonstrated how contemporary approaches can address complex problems. This case reinforces the importance of structured communication and adaptive leadership styles in healthcare settings, offering valuable lessons for my future practice in fostering teamwork and ensuring patient safety.
References
- Belbin, R.M. (1981) Management Teams: Why They Succeed or Fail. Oxford: Butterworth Heinemann.
- Fatma, U.S. and Terzioglu, F. (2022) ‘Transformational leadership practices of nurse managers: the effects on the organisational commitment and job satisfaction of staff nurses’, Leadership in Health Services, 35(4), pp. 494-505.
- Kalisch, B.J. and Lee, K.H. (2010) ‘The impact of teamwork on missed nursing care’, Nursing Outlook, 58(5), pp. 233-241.
- Nancarrow, S.A., Booth, A., Ariss, S., Smith, T., Enderby, P. and Roots, A. (2013) ‘Ten principles of good interdisciplinary team work’, Human Resources for Health, 11(1), pp. 1-11.
- Northouse, P.G. (2021) Leadership: Theory and Practice. 9th edn. Thousand Oaks: Sage Publications.
- Stanley, D. (2017) Clinical Leadership in Nursing and Healthcare: Values into Action. 2nd edn. Oxford: Wiley Blackwell.
