Huston_Leadership Roles and Management Functions in Nursing,

Unit V Roles and Functions in Staffing

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to sharing anecdotal case histories. In addition, whether teaching in a classroom or at the bed side, there are several things that staff development personnel can do to facilitate the learning process, such as giving the learner plenty of time to respond to questions and restating infor mation that is not understood. Integrating Leadership and Management in Team Building Through Socializing and Educating Staff in a Learning Organization There is momentum in organizations to provide a continual supportive learning environ ment. Health care science and technology change so rapidly that without adequate teaching– learning skills and educational services, organizations will be left behind. Likewise, it has become obvious in the new millennium that teams, rather than individuals, function more efficiently. Learning together and for the organization makes the sum of the team more important than the individual, and the workplace becomes more productive when there is team compatibility. The integrated leader-manager knows that a well-planned and well-implemented staff development program is an important part of being a LO. The leader-manager accepts the ultimate responsibility for staff development and uses appropriate teaching theories to assist with teaching and training staff. In addition, they share the responsibility for assess ing educational needs, educational quality, and fiscal accountability of all staff development activities. The integrated leader-manager is also one who encourages continuous learning from all individuals in the organization and is a role model of the lifelong learner. This is especially important in promoting evidence-based nursing practice. The nurse-leader should use EBP and make research resources available to the staff. They understand that by building and sup porting a knowledgeable team, the collective knowledge generated will be greater than any single individual’s contribution. There is perhaps no other part of management, however, that has as great an influence on reducing burnout as successfully socializing new employees to the values of the organi zation. Socialization, a critical component of introducing the employee into the organiza tion, is a complex process of acquiring appropriate attitudes, cognition, emotions, values, motivations, skills, knowledge, and social patterns necessary to cope with the social and professional environment. It differs from and has a greater impact than either induction or orientation on subsequent productivity and retention. It can also help build loyalty and team spirit. This is the time to instill the employee with pride in the organization and the unit. This type of affective learning becomes the foundation for subsequent increased satisfaction and motivation. As part of socialization, the integrated leader-manager supports employees during difficult role transitions. Mentoring, precepting, coaching, and role modeling are encouraged, and role expectations are clarified. The manager recognizes that employees who are not supported and socialized to the organization will not develop the loyalty necessary in the competitive marketplace. Leaders understand that creating a positive work environment where there is interdisciplinary respect will assist employees in their role transitions. Finally, the manager ensures that resources for staff development are used wisely. A focus of staff development should be keeping staff updated with new knowledge and ascertaining that all personnel remain competent to perform their roles. By integrating the leadership role with the management functions of staff development, the manager can collaborate with education personnel and others so that the learning needs of unit employees are met.