Strengths Based Leadership

NUR 4241: Servant Leadership

Dr. Barbara Ellcessor, DNP, RN, RNC-OB, Assistant Professor

January 21st, 2017

Priscilla Ambang
 Bon Secours has several outpatient infusion centers (OPIC) in the Richmond and

Hampton Roads area. These centers allow convenient access to care for patients, especially those

receiving chemotherapy. In fact the majority of the patients served, have cancer diagnosis. Upon

hire, OPIC nurse’s are notified a requirement of the position is to become an Oncology Certified

Nurse (OCN) within three years of hire date. The OCN exam is a strenuous, 165 question exam

testing one’s knowledge of the care of the oncology patient, from prevention, research,

diagnosis, treatment, side effects, and death and dying. As Director, one must recognize the

importance of talent management and recruiting those appropriate for these positions. Experts in

their field lead to quality healthcare. In recent years, inclusion and transparency are at the

forefront of healthcare. Patient’s have choices and they deserve, and demand, superb care. The

OCN requirement serves two purposes, to encourage the nurse to continually pursue

opportunities for education, as well as, alert patients that the nurses caring for them value

providing superb care, and have taken an additional step, to become experts in their field. Upon

completion of the exam, Certified RN is displayed on one’s badge.

In recent months a conflict has arisen regarding this requirement. During a recent staff

meeting, as well as, several preceding this one, there was strong opposition regarding

certification, so much so, upper level management, who was present, had to intervene and gently

remind those in attendance to remain respectful and appropriate. The issue seems to have been

thrust to the forefront because a small number of nurses were, either, not successful on the exam,

or fearful of failing, resulting in their departure from OPIC to seek other employment

opportunities. This aligned with several other nurses approaching the three year deadline, who

felt they were not prepared, due to lack of support by management. These nurses reported they

were just told they had to do it, but were never given any assistance to do so, such as educational
time off, payment for classes, and/or study groups. They are fearful of losing their job, rather

voluntarily (by refusing to take the exam), or involuntarily ( by failing the exam). Another issue

voiced was the financial burden of taking the exam. The cost per exam is approximately, $418.

Prior to late 2017, prepaid vouchers were available. The staff were very much aware of their

availability. These vouchers were purchased in a bundle in late 2014 and had expiration dates,

which came about in late 2017. Unfortunately due to fiscal concerns, and lack of use, new

vouchers were not approved. Nurses must prepay for the exam, and upon successful completion,

will be reimbursed for the cost.

This issue has caused much division in our staff, as well as, some animosity towards

management. Those who heeded the requirement and successfully passed feel that their peers

need to bite the bullet and understand it as a requirement of their job, that they were aware of

upon accepting the position. There seems to be a negative veil hovering over OPIC regarding this

issue. In the midst of this challenge, the Nurse Manager has pursued other opportunities, leaving

a much needed vacant position. The goal now is to find a manager with that will help bridge this

gap, support and motivate the staff, one who understands the vision of OPIC, 100% of nurses

certified, providing award winning care. This new manager will need to possess skills that

identify ways to motivate, serve, and support staff on this endeavor.

The candidate for this position must have certain strengths in order to be successful in

managing OPIC, serving the staff, as well as other leaders. These leverage of these strengths will

help empower the OPIC staff and propel them surpass the requirements. Five strengths that may

be most important to this position, achiever, activator, command, developer, and maximizer. As

an achiever they own their job, and seek to be completely successful. They understand the

importance of specified goals, with set deadlines. (Rath & Conchie, 2008) They will be
challenged to recognize the goal of certification, meet with staff, and set individual goals, as well

as departmental goals. Each goal will have a preset deadline and this manager will make every

attempt to complete the goal in that set timeframe, through the achievement of small goals over

time.

The activator, encourages, supports and equips individuals with items for success, to the

best of their ability. They reduce fear and replace it with focus and drive (Rath and Conchie,

2008). As previously stated, several voiced a fear of failure in regards to the OCN exam. This

candidate must be able to identify avenues to serve the staff in this endeavor, as a group and

individually. The candidate will pursue opportunities to educate or locate resources and readily

provide to staff, as well as be creative in reaching and celebrating each nurse.

In order to ensure compliance with policy, this new leader must command. Basically,

“people know where you stand.” (Rath & Conchie, 2008) Initially, gently, but unapologetically,

the manager must identify their stance and the why, hopefully swaying some of the staff. If the

manager neglects to present a consistent united front, the staff will lose trust in their ability to

lead and deliver. The requirement will be stated clearly and consistently, then allowing the

manager to move on to implementation.

Once the manager has established who she is, her vision, and her concerns, she can

somewhat transition to developer as he/she serves her subordinates attempting to reach a

common goal. In OPIC, this will be the key to success, encouragement and motivation. This was

a specific concerned voiced by the staff and is integral to a smooth transition for the new

manager, as well as acceptance by the staff. If they notice the managers care, this attitude should

be reciprocated. This manager should capitalize on this concept.

 Last, but not least the manager as maximizer. This individual understands that not

everyone is good at everything, and not every resource works for everyone. They some

individuals are average, and some are phenomenal. They “seek to transform something strong

into something superb.” (Rath & Conchie, 2008). They however do recognize that by using your

available talents, such as pairing the phenomenal with the average, can help individuals excel

and departments reach goals. This new manger will very much need to exhibit these maximizer

characteristics, which hopefully will result in an extraordinary response from the staff.

Change is measurable. In order to gauge success, one must have goals and objectives in

place to identify success. Upon new hire, after being oriented to the staff, policies, and

procedure, the manager must meet with this Director to pen some goals and objectives with

measurable outcomes. An evaluation will be in order at certain pre-established increments to

monitor progress. This new manager must also seek out ways to interact with staff in order to do

a self analysis regarding her ability to effectively serve. The number of nurses obtaining

certification could be one marker, as well as the number, who report they are actively pursuing

certification. An informal survey offered to staff by Director, may also be helpful in evaluating

the blossoming relationship between staff and manager. Most importantly, the manager must be

able to effectively hear and receive communication from staff, and effectively advocate and

deliver to upper management. Obstacles, resistance, and disagreement may arise. This new

manager should be able to address these as they appear and continue to move forward to the

common goal, of affecting change. With the support of this Director, success should be

attainable.
 References

Rath, T. & Conchie, B. (2008). Strengths Based Leadership. Great Leaders, Teams, and why

people follow. New York, NY. Gallup Press