Student Name
Capella University
NURS-FPX 5007 Leadership for Nursing Practice
Prof. Name
Date
NURS FPX 5007 Assessment 2 Managing the Toxic Leader
Effective leadership and performance management are critical in ensuring high-quality patient care and fostering a positive work environment (Huang et al., 2024). At Serenity Senior Care, a facility committed to providing dignified and compassionate care for older adults, concerns have emerged regarding the professional behavior of Sarah Miller, a Licensed Practical Nurse (LPN). As the newly appointed nurse manager, my responsibility is to create a Performance Improvement Plan (PIP) that addresses these concerns, aligns with the facility’s mission, and supports Sarah’s ongoing professional development.
Sarah has contributed to Serenity Senior Care for five years, demonstrating both commitment and familiarity with the facility’s practices. Nevertheless, recent evaluations indicate deviations from expected professional standards, including poor teamwork, incomplete documentation, impersonal care, and lapses in safety measures. These issues have prompted concerns among staff and residents alike. The PIP is designed not only to correct these deficiencies but also to set Sarah on a trajectory for long-term success and alignment with organizational values.
The approach to improving performance will leverage both transformational and servant leadership strategies. Transformational leadership emphasizes inspiring change through respect, collaboration, and shared goal-setting, allowing Sarah to understand the significance of her role and take ownership of her performance improvements (Gebreheat et al., 2023). In parallel, servant leadership prioritizes supporting staff by addressing their developmental needs through empathy, mentorship, and guidance (Demeke et al., 2024). Together, these approaches create a holistic framework that promotes sustained behavior change while enhancing professional growth and alignment with Serenity’s standards.
Evaluating Leadership Practices to Address the Scenario
Addressing Sarah’s performance concerns requires leadership strategies that encourage accountability, professional development, and personal growth. In healthcare environments emphasizing compassion and collaboration, a combination of transformational and servant leadership is particularly effective.
Transformational leadership inspires staff to exceed expectations by aligning them with the organization’s mission. In practice, this approach involves conducting a one-on-one meeting with Sarah to clearly outline job responsibilities, management expectations, and the impact of her performance on resident care and team cohesion. This transparency helps her understand the rationale behind required changes and fosters intrinsic motivation to improve.
Servant leadership complements this by focusing on serving and supporting employees’ professional needs. By creating a safe space for Sarah to discuss challenges and receive feedback, she is more likely to embrace constructive criticism and develop accountability. This approach reinforces the importance of empathy, collaboration, and resident-centered care, consistent with Serenity’s mission.
Table 1: Application of Leadership Practices
| Leadership Style | Focus Area | Expected Impact |
|---|---|---|
| Transformational | Inspire accountability and growth | Enhances Sarah’s self-awareness and goal-setting |
| Servant | Support staff development | Builds trust and encourages openness to feedback |
Strategically applying these leadership styles fosters a culture of respect, growth, and collaboration, positioning Sarah to meet organizational standards while improving resident outcomes.
Standards of Professional Performance Violated
Sarah’s current conduct violates specific standards set forth by the American Nurses Association (ANA), particularly regarding collaboration and quality of practice (ANA, 2020). Such deviations compromise not only resident safety but also team dynamics and continuity of care.
The collaboration standard emphasizes teamwork, mutual respect, and shared responsibility. Sarah’s avoidance of team discussions and dismissive communication creates a hostile work environment, discouraging cooperation and effective communication among colleagues.
The quality of practice standard highlights complete and accurate documentation and adherence to safety protocols. Sarah’s incomplete charting and inadequate fall prevention measures jeopardize resident safety and increase the facility’s legal and operational risks. These actions are inconsistent with Serenity’s mission of delivering compassionate, high-quality care.
Table 2: Identified Performance Gaps
| Category | Observed Issue | Impact |
|---|---|---|
| Resident Care | Task-focused, impersonal interactions | Reduces residents’ emotional well-being |
| Documentation | Incomplete or inaccurate records | Disrupts care continuity and raises safety risks |
| Teamwork | Resistant to collaboration; dismissive | Lowers staff morale and unit cohesion |
| Resident Safety | Frequent near-falls during supervision | Indicates insufficient fall prevention and safety practices |
Research shows that empathetic and compassionate care improves patient satisfaction, clinical outcomes, and team morale (Malenfant et al., 2022). Conversely, lapses in documentation and safety protocols increase liability and compromise patient welfare (Demsash et al., 2023). Considering Sarah’s tenure, external factors like burnout or personal stress may contribute to these performance gaps. An empathetic, structured PIP will address these concerns while remaining mission-focused and outcome-oriented.
Action Plan for Improving Employee Performance
A structured action plan is essential to address Sarah’s deficiencies and align her performance with Serenity Senior Care’s mission. Key domains targeted for improvement include compassionate care, documentation, teamwork, and safety.
Table 3: Performance Expectations and Training
| Domain | Expectation | Training / Support |
|---|---|---|
| Compassionate Care | Interact with residents empathetically | Mentorship, reflective journaling, role-playing exercises |
| Documentation | Maintain complete, accurate records | Documentation workshop; one-month review cycle |
| Team Collaboration | Respect team input; employ positive communication | TeamSTEPPS training, peer feedback sessions |
| Safety Measures | Implement fall prevention and safety protocols | Two-week fall prevention course, supervised practice |
A senior nurse mentor will meet weekly with Sarah to review challenges, track progress, and provide guidance. In addition, weekly meetings with the nurse manager will reinforce performance expectations and allow strategic problem-solving.
Table 4: Timeline and Milestones
| Time Frame | Activity |
|---|---|
| Week 1 | Initial goal-setting meeting; begin documentation and fall prevention training |
| Weeks 2–4 | Complete TeamSTEPPS and fall prevention training; start weekly mentoring |
| Weeks 5–8 | Continue documentation and collaboration review; provide feedback sessions |
| End of Week 8 | Final performance review evaluating documentation, teamwork, and resident care |
This plan is designed with the assumption that Sarah is receptive to change and training resources are available. If these conditions are unmet, alternative interventions, including more intensive coaching or adjusted timelines, may be implemented. Improved documentation ensures continuity of care, teamwork enhances staff relationships, and compassionate practice enriches resident experiences, ultimately fostering a safer, more effective care environment (Ojo & Thiamwong, 2022).
Conclusion
This Performance Improvement Plan provides a structured, evidence-based approach to addressing Sarah Miller’s performance issues while supporting her professional growth. By establishing clear expectations, providing mentorship and training, and setting measurable goals, the plan promotes alignment with Serenity Senior Care’s mission of compassionate, safe, and collaborative care. Implementing this strategy not only enhances Sarah’s competencies but also improves resident outcomes and strengthens team cohesion across the facility.
References
American Nurses Association. (2020). Nursing: Scope and standards of practice (4th ed.). American Nurses Association.
Demeke, M. T., Tadesse, D. B., & Ayalew, M. (2024). Servant leadership and organizational commitment among nurses: A systematic review. BMC Nursing, 23(1), 15–28. https://doi.org/10.1186/s12912-024-01078-6
Demsash, A. W., Tadesse, M., & Getahun, M. T. (2023). The role of clinical documentation in patient safety: A qualitative analysis. Journal of Nursing Care Quality, 38(2), 102–110. https://doi.org/10.1097/NCQ.0000000000000624
Gebreheat, T. B., Abera, G. B., & Yimer, H. M. (2023). Transformational leadership and its influence on healthcare quality improvement. International Journal of Health Governance, 28(4), 312–321. https://doi.org/10.1108/IJHG-09-2022-0084
Hassan, M., Yusuf, N., & Khalid, R. (2024). Impact of TeamSTEPPS training on interprofessional communication and collaboration. Journal of Healthcare Management, 69(1), 44–53. https://doi.org/10.1097/JHM-D-23-00012
Huang, Y., Li, X., & Chen, J. (2024). Leadership effectiveness in long-term care facilities: A systematic literature review. Leadership in Health Services, 37(1), 22–35. https://doi.org/10.1108/LHS-08-2023-0058
Malenfant, J., Newton, A. S., & Hartling, L. (2022). Compassion in healthcare: A critical review of interventions and outcomes. BMJ Open, 12(6), e060924. https://doi.org/10.1136/bmjopen-2022-060924
Ojo, T., & Thiamwong, L. (2022). Impact of fall prevention strategies in long-term care: Evidence from a quasi-experimental study. Geriatric Nursing, 43, 104–111. https://doi.org/10.1016/j.gerinurse.2022.02.004