Part I: Introduction of the Interviewee
Gregory Peters is a Chief Nursing Officer (CNO) in Maryville Hospital who holds a BSN in addition to a Bachelor’s degree in MS Nursing – Management and Organizational Leadership besides holding an active RN license. Other skills that Peters possess and which are critical for his position include the ability to execute disciplinary actions where necessary and a comprehensive understanding of the fundamental nursing techniques and roles (Parkosewich 67). He has also proved his prowess in the recruitment process, supervising as well as retaining a solid workforce. His computer skills are top notch especially in PowerPoint, MS Word, and Access besides being an excellent communicator. He also understands the state and federal patient care regulations to the word. He knows the tips to embrace in establishing a positive work environment that encourages employee collaboration.
Peters had worked for seven years in the position of a registered nurse (RN) where he held a nurse management position in New Parkland Medical Center. He has held his current position as a CNO in Maryville hospital since October 2013. During his tenure, Peters made many achievements such as developing and overseeing the recruitment and hiring procedures. He also oversaw the overall management of the patient care in the organization besides assisting with the preparation of budget and expenditure reports. He also established healthy nurse-physician relationships and necessitated several interactions between the two to see the cooperation grow strong.
Peters also held the same position of a CNO in a different healthcare facility, Oceanside Health Systems before moving to Maryville since January 2009 to the onset of 2013. His duties and obligations included investigating any complaints put forward by the family members of the patients and determining how to resolve them. He scheduled several meetings with the nursing staff to determine the patient care areas that needed improvement and devised methods of addressing them. He supervised the duties of the nursing personnel and ensured their development through regular feedback (Parkosewich 67). One of his primary achievements in the institution was the establishment of resource allocation procedures as well as patient safety policies. Peters also worked closely with the Chief Operating Officer to improve on patient care delivery.
Peters believes he resembles the Nursing Theorist Margaret Newman who holds that nursing involves a healthy nurse-patient relationship where both learn and achieve higher levels of consciousness. Peters manages twenty-seven members of staff and the personal philosophy that guides him states that a nurse has an obligation to extend safe and holistic care to patients. He does not recognize patients by their room numbers or medical conditions ailing them, but as humans who deserve personalized attention. Nurses must always rely on their clinical judgment to identify the patient needs.
Being a CNO has various pros and cons, for instance, it gives the opportunity to operate behind the scenes for the individuals who prefer not to deliver direct care to patients. Moreover, the position pays well, and the package can be more than that of the doctors and other professionals in the medical field. Also, CNOs can land several employment slots in various healthcare settings that specialize in clinical research.
In the overall, CNOs derive much satisfaction from their responsibilities of managing the nursing staff besides enjoying job stability. On the contrary, CNOs must achieve higher levels of education which require funds that can land them into enormous debts. It is also a demanding duty caring for both the lives of patients and nurses. In most cases, CNOs do not observe the 40-hour-week schedule since they have to work in the evenings or weekends to ensure a smooth running of operations in their units.
Peters values compassion for patients, and will only give a job opportunity to persons willing to handle patients with love irrespective of their physical outlook (Watson 67). He also looks for individuals prepared to achieve professional growth and are eager to learn new aspects every day through healthy professional interaction. Peters also compares the vision of the potential job candidates and that of the organization to see their level of alignment (Watson 67). His opinion is that if he hires someone who does not share the same vision as the firm, they cannot deliver satisfaction from the job and will be on the lookout for other employers. In the next five years, Peters hopes to be a Chief Operating Officer (CPO) in a national hospital. As a result, he is keen to master the operations of the organization’s CPO, who supervises his duties (Kerfoot and Luquire 329).
Part II: Personal Views
My leadership style is transactional since I believe in motivating employees through rewarding good deeds and punishing negative actions (Frankel 30). As a result, the weak staff members have the opportunity to grow (Giltinane 36). In the next five years, I hope to be a Nursing Unit Manager since I have the skills to supervise the nursing staff. Moreover, I value quality patient care thus being an ideal candidate in monitoring clients and the treatment they receive from the attending personnel. Also, I believe I shall have gathered extensive clinical and administrative experience vital for the role. I emulate Nursing Theorist Florence Nightingale who believes that we must take care of the environment and ensure it is clean as dirty surroundings pose health hazards to humans. I value environmental cleaning as one way of maximizing people’s health.
Frankel, Andrew. “What leadership styles should senior nurses develop? “Nursing 10 (2015): 30.
Giltinane, Charlotte Louise. “Leadership styles and theories.” Nursing Standard 27.41 (2013): 35-39.
Kerfoot, Karlene M., and Rosemary Luquire. “Alignment of the system’s chief nursing officer: staff or direct line structure?” Nursing administration quarterly 36.4 (2012): 325-331.
Parkosewich, Janet A. “An infrastructure to Advance the Scholarly Work of Staff nurses.” The Yale journal of biology and medicine 86.1 (2013): 63.
Watson, Cathy. “Assessing leadership in nurse practitioner candidates.” Australian Journal of Advanced Nursing, The 26.1 (2008): 67.