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Running head: ANALYZING A NURSE LEADER
Analyzing a Nurse Leader Role
Anna Rudd & Rebecca McMurphy
Ferris State University
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ANALYZING A NURSE LEADER
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Analyzing a Nurse Leader Role
The purpose of this work is to become more informed regarding the leadership
requirements, strategies, and ethical issues that nurse leaders encounter. This work is also
directed towards analyzing the role of a nurse leader and their effect on all staff and patient
outcomes. One specific nurse leader, Susan Owens PhD, FNP-BC, MSN, BSN, RN,
demonstrates admirable leadership qualities in multiple roles. Owens stated she attended Hope
College for her Bachelor of Science in Nursing, Northern Michigan University for her Master of
Science in Nursing, Grand Valley State University for her Family Nurse Practitioner
Certification and Indiana University for her PhD in Nursing Science (personal communication,
March 18, 2014). Owens did not obtain these degrees consecutively; she took breaks between
pursing each degree (personal communication, March 18, 2014).
Owens was employed as a Registered Nurse for around 17 years (personal
communication, March 18, 2014). She continued her education and began working as a Family
Nurse Practitioner at the health department in Crawford County in 2002 (personal
communication, March 18, 2014). Owens currently works at Ferris State University as the Chair
of the School of Nursing, Ferris State University faculty member teaching one course, and as a
Nurse Practitioner at the health department in Big Rapids, Michigan (personal communication,
March 18, 2014). As of now, Owens acts as the MSN coordinator at Ferris State University, but
she will be giving this duty to her colleague starting in the fall of 2014 (personal communication,
March 18, 2014).Owens claimed that ¾ of her current role consists of administrative duties
(personal communication, March 18, 2014). In order to maintain her role as chair and faculty
member at Ferris State University, she is required to have at least a Masters Degree (personal
communication, March 18, 2014). In terms of her position as The Chair of the School of
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Nursing, it is a temporary appointment of three years and it is an elected position (personal
communication, March 18, 2014). The remainder of this work will focus on Owens’ role as The
Chair of the School of Nursing and a nurse leader.
Job Duties
As The Chair of the School of Nursing at Ferris State University, Owens is faced with
large amounts of responsibility. She described her job duties by semester in order to outline her
main responsibilities. During the fall, Owens must oversee that all reports for accreditation are
sent to various accreditation boards, assure that scheduling is complete and functional, attend all
Ferris State University School of Nursing meetings, and communicate all pertinent information
to her peers (personal communication, March 18, 2014). During the spring, Owens works on
completing peer reviews by sitting in on courses and observing their instruction (personal
communication, March 18, 2014). Year round, Owens is responsible for fielding student
complaints, as well as, ensuring her peers are working together and getting along (personal
communication, March 18, 2014).
Owens stated that all nursing faculty, just like students, are encouraged to follow their
chain of command when addressing an issue (personal communication, March 18, 2014). Owens
reports to Matthew Adeyanju, Dean of Ferris’ College of Health Professions, as well as, Julie
Coon, Associate Dean of Ferris’ College of Health Professions (personal communication, March
18, 2014). Owens stated that nursing faculty, as well as, students report to her for any issues that
arise (personal communication, March 18, 2014).
Collaboration
As The Chair of the School of Nursing, Owens collaborates with fellow nursing
instructors, as well as clinical and program coordinators, and other faculty members (personal
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communication, March 18, 2014). She also works closely with the Associate Dean of Nursing,
Julie Coon (personal communication, March 18, 2014). Owens is also the nursing coordinator at
the Interdisciplinary Wellness Clinic at Ferris State University (personal communication, March
18, 2014). Here, she collaborates with faculty from The College of Pharmacy and The Michigan
College of Optometry (personal communication, March 18, 2014).
Legal or Ethical Issues
An ethical issue mentioned by Owens was the problem of students cheating or being
academically dishonest (personal communication, March 18, 2014). One study showed that
“Despite the risk of being caught, as well as the penalty for cheating, nearly 65% of
participants… reported engaging in some form of academic dishonesty [or cheating]” (Krueger,
2014, p.83). Owens also has to consider the legal issues involving the Family Educational Rights
and Privacy Act (FERPA) (personal communication, March 18, 2014). FERPA is a “… Federal
law that protects the privacy of student education records…” (Family Educational Rights and
Privacy Act, 2014). Furthermore, it involves the sharing of students’ academic information
(Family Educational Rights and Privacy Act, 2014). Maintaining confidentiality, in regards to
what information can and cannot be shared, is an aspect in which Owens has discovered some
gray areas (personal communication, March 18, 2014).
Power and Influence
Owens describes her leadership style as “flat” (personal communication, March 18,
2014). A flat leadership style involves everyone working together and contributing their thoughts
to obtain the best outcome possible in all situations (personal communication, March 18, 2014).
Owens admitted to having very little administrative experience and that she relies heavily on the
help of Julie Coon, Associate Dean of Ferris’ College of Health Professions (personal
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communication, March 18, 2014). Because of Owens’ lack of experience with her role as chair,
as well as, her laid back and collaborative attitude, she does not feel uncomfortable working on
the same level with her peers in order to make decisions (personal communication, March 18,
2014). One study found that shared leadership, which is another name for flat leadership, “…can
balance the demands on managers by providing a satisfying work environment and it is
hypothesised [sic] that shared leadership may create better outcomes in the long term”
(Rosengren & Bondas ,2010, p.294). Benefits of this leadership style are found within this study,
but Owens also talked about benefits of its implementation here at Ferris State University.
Owens stated that she felt as though her peers felt more comfortable speaking their opinions and
ideas with this leadership style (personal communication, March 18, 2014).
Decision and Problem-Solving Process
Owens stated that her decision-making strategy is one that involves a lot of mulling
(personal communication, March 18, 2014). She discussed her strategy of considering the
problem at hand over and over again until it finally makes sense (personal communication,
March 18, 2014). Owens does not like to address a problem until she fully understands the issue
(personal communication, March 18, 2014). She encourages problem-solving to occur between
the parties involved and she also asks for assistance in making decisions or addressing problems
that she is not confident in solving alone (personal communication, March 18, 2014). Her
problem-solving and decision-making processes are similar to her concept of flat leadership.
Yoder-Wise (2014) states “Effective problem solving and decision making are predicated on an
individual’s ability to think critically” (p. 101). The technique Owens uses of thinking over the
situation or problem until she fully understands the circumstances is one that could be considered
critically thinking.
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Management and Resolution of Conflict
When conflict arises between two parties, for example, between a professor and a
student, Owens prefers that they first try to work it out amongst themselves (personal
communication, March 18, 2014). If this is not possible, she likes to take all information in, think
on it for a time, and then make decisions that lead to a resolution that is best for everyone
(personal communication, March 18, 2014). This is the conflict resolution strategy of
collaboration. “Collaboration is an assertive and cooperative means of conflict resolution and
results in a win/win solution” (Littlefiled, 1995, p.10). Furthermore, “…collaboration, is
considered the best alternative for complex problem-solving involving others” (Littlefield, 1995,
p. 10).
Conclusion
The purpose of this work was to interview a nurse manager or leader, and analyze certain
aspects of their leadership. Areas such as problem-solving, conflict resolution, collaboration, as
well as others were reviewed. These competencies are especially important for nurse managers,
like Owens (Yoder-Wise, 2014). Through the interview, insights were gained regarding Owens’
level of competency in these areas. Furthermore, research supported her leadership methods and
choices. Owens sets an excellent example regarding leadership skills.
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References
Family Educational Rights and Privacy Act (FERPA). (2014). U.S. Department of Education.
Retrieved from http://www.ed.gov/policy/gen/guid/fpco/ferpa/index.html
Kruegar, L. (2014). Academic dishonesty among nursing students. Journal of Nursing
Education, 53(2), 77-87. Retrieved from CINAHL database.
Littlefield, V. (1995). Conflict resolution: Critical to productive schools of nursing. Journal of
Professional Nursing, 11(1), 7-15. Retrieved from CINAHL database.
Rosengren, K., & Bondas, T. (2010). Supporting “two-getherness”: Assumption for nurse
managers working in a shared leadership model. Intensive & Critical Care Nursing,
26(5), 288-295. Retrieved from CINAHL database.
Yoder-Wise, P. S. (2014). Leading and managing in nursing. St. Louis, MO: Elsevier Mosby.