1running Head Vs3vsjoshua Caldwellthe University Of Texas At El Pasop ✓ Solved
1 3 VS Joshua Caldwell The University of Texas at El Paso Professor Telless Answer questions Below Total Count 150 words each with two responses 1. Do you agree with the theory that days of the "Heroic CEO" are passed and that leadership teams are the answer? Why or why not? 2. If you determine that you need/want a leadership team, how do you find or create the team's compelling purpose?
How does this affect the team membership or does the membership determine the compelling purpose? Basic Nursing Care Client Assessment Safety_____________________________________________________________________________________________________________________________________________________________________Activity_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Hygiene/dressing______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Comfort________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Nutrition &Hydration_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Elimination___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ SkinCare_____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Falls Assessment_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________Pain assessment_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ RISK FACTORS MEDICAL DIAGNOSIS and BRIEF PATHOPHYSIOLOGY 1.
2. 3. LABS & DIAGNOSTICS 1. 2. ASSESSMENT DATA NURSING DIAGNOSIS ( PROBLEM ) OBJECTIVE SUBJECTIVE 1.
1. 2. 2. 3. 3.
4. 4. 5. 5. DESIRED OUTCOME ( PLAN ) 1.
NURSING INTERVENTIONS MEDICATIONS PATIENT EDUCATION 1. 2. 3. DESIRED EVALUATION 1. 1.
2. 3. SBAR sample with nurse in clinical Situation: I went into the room to check on patient and she reported she has fallen out of bed and would like you to come and check her right leg, which she states “feels as if it is not working as well as usualâ€. Background: When I entered the room, the patient was rubbing her right leg. She reported she had fallen out of bed on the night shift, she believes around 3:00 am.
She got herself back into bed and did not tell the night nurse of the fall. It did not bother her as much at the time but it is now feeling more painful. Assessment: I looked at the right leg and it is swollen and bruised. She is splinting it when she moves and looks in pain. I completed a pain assessment and she reports the pain as the following: P: provoked by movement, has not allowed her to fall back asleep Q: Throbbing, feels like it is swelling R: It is located on right thigh and is radiating up and down her leg at this time S: She rates it as 5 out of 10 T: It starting after the fall and has been constant and has gotten worse throughout the night. Her vital signs were: B/P=170/92 T=97.2 Pulse Ox=96 P=94 R=20 Recommendation: If you could please come and look at her leg, and let me know if there is anything, I need to do in the meantime.
Paper for above instructions
Leadership Perspectives and Team Dynamics in Organizations
Part 1: The Heroic CEO vs. Leadership Teams
The prevalent notion that the days of the "Heroic CEO" are coming to an end can be seen as an insightful reflection of contemporary organizational structures and the complexity of modern business environments. I largely agree with this theory for several reasons. Historically, the "Heroic CEO" model championed singular visionaries, often leading corporations with a top-down approach. Such leadership styles can create dependency on one individual’s decisions, which may result in an organization's limitations in innovation and adaptability (Kets de Vries, 2016). In contrast, the rise of agile business environments necessitates leadership teams that can distribute responsibility and foster collaborative decision-making (Katz & Kahn, 1978).
Leadership teams can effectively address the multifaceted challenges faced by modern organizations. Diverse teams comprised of members with varying expertise, backgrounds, and perspectives can foster creativity and promote a culture of shared responsibility (Bennis, 2009). The ability of leadership teams to tap into collective intelligence enhances their problem-solving capabilities and can lead to more sustainable solutions for organizational challenges (Edmondson, 2018). Furthermore, as the global business landscape becomes increasingly volatile, leadership teams can wield greater agility in responding to market shifts and consumer demands (West, 2017).
However, it is crucial that the design and dynamics of leadership teams are well thought out. Teams must not only adhere to established goals but must understand their roles within larger organizational objectives (Hackman & Wageman, 2005). When each team member is cognizant of their contributions to shared goals, the potential for creating a resilient and effective leadership structure increases. In conclusion, although the Heroic CEO model has its merits, the complexities of modern business point toward a paradigm shift favoring collaborative leadership teams capable of adapting to and capitalizing on change (Martin, 2018).
Part 2: Establishing Compelling Team Purpose
To find or create a compelling purpose for a leadership team, it is essential to engage all team members in a collaborative dialogue, fostering a sense of ownership and alignment with the overarching goals of the organization. The process begins with articulating a vision that resonates with both organizational goals and the diverse perspectives within the team (Kouzes & Posner, 2017). This aligns the team’s mission with the core values of the organization, enhancing buy-in and commitment from each member.
Creating a compelling purpose requires examining the specific challenges the organization faces and aligning those challenges with the skills and values of the leadership team members (Senge, 2006). Engaging stakeholders and utilizing innovative brainstorming methods can help in crystallizing this purpose. For example, conducting focus group discussions or workshops can encourage team collaboration and facilitate the identification of the compelling purpose (Margolis & Walsh, 2003).
It is crucial to acknowledge that the compelling purpose can influence team membership and vice versa. For instance, if the team's defined purpose leans toward innovation and creativity, then attracting members who embody those attributes becomes imperative (Hackman, 2009). Conversely, the existing skills and dynamics of the team may lead to a reevaluation of the team's objective. Team leadership can utilize assessments and feedback loops to ensure that the established purpose remains relevant, engaging, and open to adaptation as membership evolves.
In conclusion, the synergy between purpose and team membership is a dynamic relationship. Both elements must be considered holistically to promote an effective and functional leadership team (Cohen & Bailey, 1997). By embracing a shared vision, leadership teams can not only enhance their collective creativity but also drive the organization toward sustained growth and success (Whetten & Cameron, 2016).
References
1. Bennis, W. (2009). On Becoming a Leader. Basic Books.
2. Cohen, S. G., & Bailey, D. E. (1997). What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite. Journal of Management, 23(3), 239-290.
3. Edmondson, A. (2018). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. John Wiley & Sons.
4. Hackman, J. R. (2009). Leading Teams: Setting the Stage for Great Performances. Harvard Business Review Press.
5. Hackman, J. R., & Wageman, R. (2005). A Theory of Team Coaching. Academy of Management Review, 30(2), 269-287.
6. Katz, D., & Kahn, R. L. (1978). The Social Psychology of Organizations. John Wiley & Sons.
7. Kets de Vries, M. F. R. (2016). The Leadership Mystique: Leading Behavior in the Human Enterprise. Financial Times Prentice Hall.
8. Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations. John Wiley & Sons.
9. Margolis, J. D., & Walsh, J. P. (2003). Misery Loves Companies: Rethinking Social Initiatives by Business. Administrative Science Quarterly, 48(2), 268-305.
10. Martin, R. (2018). The Design of Business: Why Design Thinking is the Next Competitive Advantage. Harvard Business Review Press.
11. Senge, P. M. (2006). The Fifth Discipline: The Art & Practice of The Learning Organization. Crown Business.
12. West, M. A. (2017). Effective Teamwork: Practical Lessons from Organizational Research. BPS Blackwell.
13. Whetten, D. A., & Cameron, K. S. (2016). Developing Management Skills. Pearson Higher Ed.
This assignment explores key aspects of leadership dynamics, illustrating the transition from the "Heroic CEO" to leadership teams while providing insight into establishing a compelling team purpose. By grounding the discussion in academic literature, the assignment emphasizes the importance of collaborative engagement in modern organizations.