ssessment 3 Case Scenario You are a

ssessment 3 Case Scenario You are a third-year nursing student on placement in a large teaching hospital in Australia. You’re on your eighth and final week of placement in the Medical Admissions Unit [MAU] and feel like you’re now a well-established member of the team, well done! MAU is the first point of entry for patients referred to hospital as an acute medical emergency by their GP and also for patients requiring admission from the Emergency Department. Your experience of MAU has been typically busy with patients and staff from a diverse culture and linguistic backgrounds. You’ve noticed that Ethan the Nurse Unit Manager [NUM] is frequently absent from the clinical areas because of his extra managerial responsibilities which resulted from Rebekah the other ward manager going on maternity leave. In the last week of your placement, you have been assigned to work with Luke, who has 4 years post-qualification experience (RN4) and has stepped-up into the acting ward manager role (to cover for Rebekah). At morning tea today, Luke shared with you that he is feeling overwhelmed with his new leadership and management responsibilities because he still has a full patient load and hasn’t been able to ask Ethan to take this load away because MAU has been understaffed this week. Ethan the NUM has 8 years’ managerial experience and focuses on promoting an evidence-based intervention to enhance patient care and reduce organisational costs. After almost 8 weeks on placement, you would describe Ethan as powerful, efficient and independent. He often tells his subordinates what to do and focuses on results. You’ve heard other staff members say that Ethan can be hard to read because he is a tall, intimidating man. His verbal and written communication skills is often tough and exact. He often says that “you all need to be hard-working and efficient, like me.”. After morning tea, Ethan gathers all the staff at the nursing station and made the following proposal: Nursing intervention – Change the current practice whereby peripheral intravenous catheter [PIVC] are removed and replaced every 96 hours to align with the findings of a Cochrane review which stated that these cannulas should be removed only when clinically indicated Ethan proposes that this intervention will reduce the cost and improve patient experience You know that the current hospital policy states that all PIVCs should be removed after 72 hours and you raised your concern of leaving cannulas insitu for 96 hours to Ethan. After hearing your explanation, Ethan was dismissive and stated that care should be delivered this way and it is not negotiable. Ethan said “When you’ve been around the block so much, like me. Then you’ll know what you’re talking about.”. Luke did not say anything during this briefing and returned to his patients without speaking to the rest of the team. You noticed that the morale and level of job satisfaction of the staff is low for the rest of the shift. Task: In your paper, focus on the leadership style exercised by Ethan the NUM and Luke the A/NUM. Identify the (in)effective leadership styles within the case study and propose alternative leadership styles Support and critique the evidence-based theory behind respective leadership styles Examine the use of power in leadership within the case and discuss the importance of empowering members of the health care team (including yourself)

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