Running head: ANALYSIS OF A NURSE MANAGER

Analysis of a Nursing Management Role

Melissa B. Scholtens
Ferris State University

ANALYSIS OF A NURSING MANAGER

Leadership is defined by Websters Dictionary as the power or ability to lead other

people. Anyone can be put in charge, issue orders and ultimatums, but a leader stands next to
those they are tasked with leading together for a common goal. Leaders and managers can be
found in every business, organization or enterprise. Leaders and managers are put in place to
lead and direct the work of the employees in alignment with the goals and philosophy of the
organization for which they are employed.
Linda Spoelma is a registered nurse, an educator, a manager and a leader. Linda has been
a registered nurse since 1971. In an era when there were essentially two career choices for
women, nursing and teaching; Linda chose nursing. After completing a diploma nursing
program at Mercy Central, she began her career on medical-surgical unit at Mercy Muskegon.
Quickly, Linda gravitated towards leadership and within six months she transferred to the ICU
and within 5 years she was the manager. Linda returned to school and completed her bachelors
in nursing at Grand Valley State University. The next leadership opportunity was manager of the
ICU at Spectrum-Butterworth, and several years later, after a philosophy change Linda found
herself back at Saint Marys in the organization where she starteda place that felt like home.
In Lindas current role at Mercy Health-Saint Marys she is the manager of the Clinical
Resource Coordinators (House Supervisors), the Clinical Staffing Office and the Resource/Per
Diem Pool. As the head of this department she reports to the Vice President of Nursing, Liz
Murphy. In Lindas words when asked about the leadership structure and philosophy of Mercy
Health-Saint Marys she replied collaborative. Organizational goals are set and presented in a
manner that they are shared and attainable. Directors bring goals to managers and managers
bring goals to the department. This is a two way street with easy access to the managers and
even the directors or vice president of nursing. Flow is not meant to be a one-way street, the

ANALYSIS OF A NURSING MANAGER

doors at Saint Marys are open and communication is encouraged and expected to flow both
ways. The philosophy was described by Linda as here to serve. Looking back at Saint Marys,
Linda found what was the missing piece at Spectrum, a faith based organization where healing
can be found through medicine as well as through prayer.
Communication and Relationship Building
An open door policy with the goal of open and honest communication defines Lindas
relationship leadership style. According to The American Organization of Nurse Executives
there are several key points to communication and relationship building including a trusting and
collaborative relationship with those whom you have contact, follow through, genuine care about
those around you, shared decision making and institutional involvement (2011). Linda, as the
manager of Patient Placement Coordinators (PLC), was part of a committee that put in place
evidence based practice by changing policy within the institution. This policy change affected
how report is handled between the emergency department and the various units throughout the
hospital. According to AONE incorporating nursing research into practice is a communication
and relationship building trait found among nursing executives. One evidence based process
Linda championed was the transfer of care handoff between the emergency department and the
receiving unit where report occurs at the patients bedside. This single practice change effects
the institution by decreasing the amount of time that the patient spent in the emergency
department thus allowing improved patient flow and less waiting time. This significantly
impacts the patient by ensuring real time report, patient participation, and the opportunity to
assess the patient immediately. In some cases, raising questions relating to patient placement
ensuring that the patient was admitted to a unit that could provide the care needed, thus limiting

ANALYSIS OF A NURSING MANAGER

unnecessary transfers. Improved patient flow for the hospital and increased patient safety and
satisfaction with proper placement and less time in the emergency department.
Knowledge of Healthcare Environment
When Linda began as a manager her philosophy was that of maintaining all of the skills
needed to care for the patients in the unit that she managed, she was unwilling to ask her staff to
do something or care for those of whom she could not care for herself. AONE state that
knowledge of healthcare environment consists of clinical practice knowledge where one would
maintain knowledge of current nursing practice and the roles and functions of the patient care
team members (2011). Linda still maintains this philosophy and is able to step into the roles of
all whom she oversees. Linda facilitated the change in care delivery models in relation to patient
hand off from the emergency department to the units within the hospital, therefore acting as an
agent of change. Due to Lindas clinical practice knowledge, her work on care delivery design
and evidence based practice initiatives she serves as a role model to the institution and directly
impacts the patients within the hospital. Linda is well versed in current health care policy and as
member of several committees within the hospital plays a pivotal role for not only the
organization, but the patients who seek care at Saint Marys.
Leadership
Linda is a member of Sigma Theta Tau and is a Certified Nurse Manager and Leader
(CNML) which is a collaborative effort between AONE and American Association of Critical
Care Nurses (AACN). The CNML certification gives nurse managers a way to validate their
knowledge as they strive to excel in their demanding roles, carrying out complex leadership
responsibilities that directly affect the quality of care to patients and families (AACN, 2014)

ANALYSIS OF A NURSING MANAGER

which is a demonstration of the value of lifelong learning through example (AONE, 2011).
Participatory, is how Linda would describe her leadership style, believing that
authoritativeness does not always get you to where you want to go, but fully admitting that you
can be too laze fare as well. According to Linda there is a need for an in between, an
understanding, but also someone willing to make the final decision. Admitting that there is a
wealth of knowledge within healthcare and that she is open to others understandings and
interpretations. At the same time her willingness to stand up and make the final decision makes
her a leader that seeks mentorship from colleagues (AONE, 2011).
Professionalism
Linda has been a certified Critical Care Registered Nurse for more than 30 years which is
something that she initially completed to encourage her team to pursue professional
development, and is now something that she does just for her. Linda has also been a member of
AACN since 1981 and a charter member of the West Michigan Chapter now celebrating 25
years! The primary focus has been supporting patients and families by providing nursing
education to West Michigan and this involvement has provided many networking opportunities
on the local and national level. By involvement in professional organizations, Linda sets an
example not only those who she manages, but her peers and individuals throughout the
institution thus bettering the organization as a whole. Lindas professionalism is contagious, her
excitement for nursing and professional development excites those around her and sets a fire for
knowledge. This level of professionalism is advantageous for the institution in molding engaged
and knowledgeable staff, and this in turn gives the patients the best possible care through the
latest evidence based practice and care guidelines.

ANALYSIS OF A NURSING MANAGER

Business Skills
Financial prowess is a skill that is important at any level of management. Understanding
budgets, resource allotment, purchasing and personnel are required skills for managers as well
their ability to support and provide a given service while holding the bottom line. Understanding
the financial bottom line in addition to supporting new initiatives that have financial investment
is a delicate balance. Financial management, human resources and strategic management are
identified as essential business skills that nurse leaders need in their skill set to succeed
(Danna, 2014). Saint Marys under Lindas leadership teamed up with Mercy Health Muskegon
in a coordinated effort to develop an Admission Line Coordinator Role (ALC). This coordinator
or ALC is a shared cost between the two hospitals as they are responsible for admissions to both
institutions. This business venture benefits both organizations as a role is performed by one
individual at a shared cost, thus providing a service at essentially half of the cost. This benefits
the patient because the physician offices and out laying urgent cares only have to make one call
in order to provide the proper placement for their patients. This ensures a smooth transition for
the patient as well as proper bed assignment within the hospital allowing for the patient to be
provided with the best and most appropriate care possible from the start.
A two word definition for leadership is Follow Me, and Linda is a leader. Linda
exemplifies both leadership and management by setting an example and encouraging others to
follow her while upholding the vision and goals of the organization. Linda proves this by
embracing, valuing and incorporating the body of knowledge unique to the practice and art of
nursing, nurse leaders will not only model positive approaches that strengthen nursings position
in this era of health-care reform, but also foster the proliferation of new knowledge that will be
necessary in the decades to come (Sieloff & Raph, 2011).

ANALYSIS OF A NURSING MANAGER

References
American Association of Critical Care Nurses. (2014). CNML Certification for Nurse
Managers and Leaders. Retrieved from
http://www.aacn.org/wd/certifications/content/cnmlhome.pcms?menu=certification
American Organization of Nurse Executives. (2011). The AONE Nurse Executive
Competencies. Retrieved from http://www.aone.org/resources/leadership
%20tools/PDFs/AONE_NEC.pdf
Danna, D. (2014). Essential business skills for nurse managers. Strategies for Nurse Managers.
Retrieved from http://www.strategiesfornursemanagers.com/ce_detail/204441.cfm
Sieloff, C. & Raph, S. (2011). Nursing Theory and Management. Journal of Nursing
Management,19,8, 979-980. doi: 10.1111/j.1365-2834.2011.01334.x