Implementation of a Nurse Leader Rounding Program in the Emergency Department

Practice Problem: The identified practice problem was the low “Likelihood to Recommend” patient experience survey scores within the ED at the identified project setting. PICOT: The PICOT question that guided this project was “In ED patients (P), how does the implementation of Nurse Leader Rounding (I) compared to the prior state of no Nurse Leader Rounding (C) affect the “Likelihood to Recommend” top box score (O) within eight weeks (T)?” Evidence: In a review of 13 articles, the evidence consistently showed that Nurse Leader Rounding was a proven intervention for increasing patient engagement scores. Intervention: Nurse Leader Rounding is defined as the department leader rounding on the patient within the department and providing: 1) feedback to the primary care team related to observations of care expectations by the leader and 2) in the moment service recovery if needed Outcome: The outcome of the project was a clinically significant increase in “Likelihood of Recommending” by 2.3% while no statistical significance in scores. Conclusion: The conclusion of this project found that COVID-19 played a big part into the small increase in engagement scores. However, it did show that Nurse Leader Rounding, as an intervention, has the ability to increase patient engagement scores.

Supervision Incivility and Employee Psychological Safety in the Workplace

Much of the supervision incivility research has focused on the supervisor-subordinate dyad when examining the effects of supervision incivility on employee outcomes. Our study examines a trickle-down effect of supervision incivility across three hierarchical levels, i.e., from the department leader (middle manager), through group leader (supervisor), and to group members (employees), and how it affects group psychological safety. Drawing on a sample of 346 employees and 78 group leaders in 78 work groups, our research found a negative relationship between department leader incivility and group psychological safety, and that this negative relationship was mediated by group leader incivility and moderated by group leader attribution for performance-promotion or injury-initiation motives. We further discuss the theoretical and practical implications of these findings.

Faculty Morale: A Perspective for Academic Leaders

Faculty morale plays an important role in academic life. Morale influences faculty behavior, productivity, and quality of teaching; ultimately affects student learning and program quality; and is predictive of faculty turnover. It is an often overlooked but worthy challenge for academic leaders. This article examines faculty morale, its meaning, and factors that influence it and explores strategies for promoting it in a university department. Faculty morale is a cognitive, emotional, and motivational approach toward the work of the department and may be reflected by a sense of common purpose, group cohesion, and a sense of personal value in the organization. Research shows that faculty morale is affected by various aspects of work life including workload, supportive resources, and recognition. However, evidence also suggests that 2 of the strongest variables influencing morale are relationships with colleagues and perceptions of the abilities and actions of the department leader. Strategies are suggested for promoting faculty morale that are derived from the research, a survey of department chairs, and experience.

THE ANALYSIS LEADERSHIP STYLE OF STUDY PROGRAM LEADERS ON LECTURER PERFORMANCE STKIP BBG BANDA ACEH

This study aims to examine the influence of leadership style of department to the performance of STKIP BBG Banda Aceh. The data were obtained by sampling to all lecturers at STKIP BBG Banda Aceh. From this research, it is found that leadership style of department leader has a significant influence on the performance of STKIP lecturers of BBG Banda Aceh. Any change in leadership style of the department leader in a positive direction will improve the performance of lecturer STKIP BBG Banda Aceh.

Sexual Harassment Experiences and Consequences for Women Faculty in Science, Engineering, and Medicine

In a qualitative study of 40 women faculty in sciences, engineering, and medicine (http://sites.nationalacademies.org/SexualHarrassment.htm), respondents at all career levels and fields reported a range of sexual harassment experiences, including gender-based harassment (e.g., gendered insults, lewd comments), unwanted sexual advances, stalking, and sexual assault by a colleague. Sexual harassment experiences often diminished study participants' scientific productivity as energy was diverted into efforts to process emotional responses, manage the perpetrator, report the harassment, or work to prevent recurrences. Many women who experienced sexual harassment adjusted their work habits and withdrew physically or interpersonally from their departments, colleagues, and fields. Study participants who disclosed harassment to a supervisor or department leader often reported that the reactions they received made them feel dismissed and minimized. Sympathetic responses were often met with dismissiveness, minimization, or sympathy, but active or formal support was rarely provided, and women were typically discouraged from pursuing further action. Formal reporting using university procedures was often avoided. University-level reporting sometimes damaged women's relationships with department colleagues. Women who disclosed their experiences often faced long-term, negative impacts on their careers. Study participants identified opportunities to address sexual harassment by (1) harnessing the power of university leaders, department leaders, and peer bystanders to affect the academic climate; (2) instituting stronger and better-enforced institutional policies on sexual harassment with clear and appropriate consequences for perpetrators; and (3) advancing the cross-institutional work of scientific and professional societies to change the culture in their fields.

Human Interaction Management Impact on Hospital Labor Planning

Labor cost is the single highest expense for hospitals. Rather than relying on new technology, this case study seeks to utilize Human Interaction Management to redesign work structure and process to improve labor forecasting and scheduling outcomes. This study takes a distinctly unique approach to the hospital workforce planning (forecasting and scheduling) problem. The study is differentiated from precedent work in its focus on the structure of the work and the human interactions involved in labor planning, rather than strictly quantitative mathematical models and algorithms. Hospital labor planning involves many dimensions and levels of complexity. Within this complexity, we believe there are many improvement opportunities. This study focused on examining human processes, interactions and work involved with forecasting workload and subsequent labor scheduling. The objective was to redesign necessary components to optimize human interactions, flow of information, and knowledge sharing in order to address the large amounts of complexity and variability. The study concluded that a centralized role-process structure that facilitates and encourages more human interactions and feedback across the different roles resulted in more accurate labor forecasts, subsequently leading to more accurate labor schedules. We found that large amounts of critical knowledge and information was locked within the human participants who did not interact with other roles. There was a lack of a path for the critical information to flow across the roles where needed to successfully perform tasks. The drivers for the improvements were task focus and more information sharing leading to a richer collection of information and knowledge used as input to the work tasks. Redesigning work activities and roles resulted in better forecasting and scheduling outcomes as well as an additional benefit of freeing up clinical department leader time to focus on more patient and employee centric tasks within their departments.