Belinda was promoted to nurse manager because of her excellence in delivering patient care and recognized leadership ability. She was a nursing supervisor, excellent charge nurse, outstanding patient advocate, and chair of the Nursing ethics committee. Belinda has been a medical-surgical nurse for over 20 years and loves the variety of patients under her care.
She only recently completed her Master’s degree in nursing administration. When Belinda was in her position for less than 3 months, her immediate supervisor moved to another Regional Hospital because of his wife’s promotion. This individual had been a mentor, confidant, and recognized leader in the organization.
Belinda tried to make the best of the situation and follow the direction of her new supervisor. However, right from the beginning, she found this individual to be very focused on the negative. As an optimistic person, Belinda found this approach counter to her basic instincts about people.
Every time she tried to discuss this difference in approach, her nursing manager would say she was naive and that the staff was taking advantage of her good nature. The nursing manager used several of her recent project failures to justify her position.
However, Belinda understood that these disappointments had been the result of staff illness and institutional reorganization. The crisis point was reached when the nursing manager told her to get rid of two staff members who were the most vocal in their dissatisfaction with the reorganization.
These individuals are excellent clinical nurses, well-liked by staff, and each has over 15 years of seniority in the organization. Belinda knew that the nursing manager did not like these nurses for reasons unrelated to reorganization and their performance. After her forth sleepless night, she comes to you to ask for guidance.
What advice do you give to Belinda to confront unethical behaviour in management?
Describe five (5) ways you will advise Belinda to build moral courage in the workplace.
