In nursing and related professions, most of the work I have done through teams. , and as relates to nursing and healthcare leadership.

Significance of Whitsle-blowing

Whistle-blowing is an essential element of leadership in team-management. Since much of the work in health care is done through teams, it translates to mean that whistle-blowing is very essential in nursing, in particular, and healthcare in general. A number of reviewing literature indicates that teams succeed through collaboration, where the members are open to one another, and raise concerns as they arise (Hog and & Knippenberg; Mind Tools, 2012; Kaufman, 2012). An example of a team situation is a department of a hospital. All these members of staff in the department work as a team. In addition to this, the nurses in the department make a team, and the doctors also make a team. The other members of the multi-disciplinary care team also make their teams. In a dysfunctional working relationship, effective delivery of care will be compromised (Glasgow et al., 2009). Every team needs to be concerned about the needs of the patient and is accountable and committed to their duty. If the doctors identify a nursing issue that needs to be addressed and they fail to raise it, something about patient care will go wrong. Such problems can only be avoided through whistle-blowing. In the forming and storming stages of group development, whistle-blowing from the leader is greatly needed. Relating this with the fact that groups are always forming and storming in the healthcare setting, it is very necessary that nurse leaders act as whistleblowers.

Review of Literature

This is echoed by Mind Tools (2012) in that; during the forming stage of group development, the leaders have the greatest ole to play, in giving direction to the members. For the survival of the group to be ensured, the leader has to whistle-blow, by pardoning the members, remaining positive and resolving conflicts (Marquis & Huston, 2012; Mind Tools, 2012). The whistle-blowing of the leader is thus advantageous in steering the group to the next level.

Whistle-blowing in the health-sector organizations is very advantageous. According to Adams and Anantatmula (2010), whistle-blowing sets the culture of oneness a team, and gives his group a social identity, creating a group culture where members are free with one another. This enhances performance in the health organizations. Since a team behavior is influenced by the members of that team (Kaufman, 2012), raising concerns in a team attracts the attention of all the members in that team (Marquis & Huston, 2012). Gilley et al. (2010) observe that raising burning concerns in a team, is among the elements that facilitate team development, and lead to the achievement of results. While recognizing that every team is usually challenged by conflict among the members, at one time, or another, Mind Tools (2009) posit that, an effective way of solving the conflict is realized when a member of the team raises a concern about the issue. This is whistle-blowing that is advantageous in an organization. However, Adams and Anantatmula (2010) argue that the leaders ought to be careful with some members in the group. Some of the members induce conflict in the group, terming their behavior whistle-blowing. Gilley et al. (2010) observe that it is the responsibility of the leadership to streamline such situations through whilst-blowing.

Application to Nursing

Whistle-blowing in nursing is a professional responsibility. The crucial element of patient advocacy I a duty of the nurses (Glasgow et al. 2009). In regard to professional and ethical conduct, nurses don’t have an option, rather than to blow the whistle and expose individuals and organizations, as a measure of protecting the patients. This has the implications of improving care in health organizations. In contrast, the implications are very different in a dysfunctional team as explained by Kaufman (2012). In relation to the same, nurse leaders are faced with a great challenge in the process of group development, as well as, in functioning in the multi-disciplinary team. The health care system places nurses in a position where they have to get in contact with every member of the team. They witness all the instances of care, and are in the best place to protect the patient. In the event of malpractice, nurse leaders encounter a dilemma over whether to expose the offender, to the expense of the patient, or to protect the patient. For them to adhere to their professional duty, nurses have to blow the whistle.

Conclusion

for a group to be effective, and to pass through all the stages of group development, the members and the leadership have to cultivate the culture of blowing the whistle, on the small issues that threaten the existence of the group. Failure to act in this manner as been found to cause dysfunctional relationships, which eventually leads to the failure of the group. It is the spirit of blowing the whistle that keeps the team effective.

References

Adams, S. L., & Anantatmula, V. (2010). Social and behavioral influences on team process. Project Management Journal, 41(4), 89–98.

Gilley, J. W., Morris, M. L., Waite, A. M., Coates, T., & Veliquette, A. (2010). An integrated theoretical model for building effective teams. Advances in Developing Human Resources, 12(1), 7–28.

Glasgow, M. E. S., Weinstock, B., Lackman, V., Suplee, P. D., & Dreher, H. M. (2009). The benefits of a leadership program and executive coaching for new nursing academic administrators: One college experience. Journal of Professional Nursing, 25(4), 204–210.

Hogg, M. A., Van Knippenberg, D., & Rast, D. E., III. (2012). Intergroup leadership in organizations: Leading across group and organizational boundaries. Academy of Management Review, 37(2), 232–255.

Kaufman, B. (2012). Anatomy of dysfunctional working relationships. Business Strategy Series,13(2), 102–106.

Marquis, B. L., & Huston, C. J. (2012). Leadership roles and management functions in nursing: Theory and application (Laureate Education, Inc., customed.). Philadelphia, PA: Lippincott, Williams & Wilkins

Mind Tools. (2009). Team charters. Retrieved fromhttp://www.mindtools.com/pages/article/newTMM_95.htm

Mind Tools. (2012). Forming, storming, norming and performing: Helping new teams perform effectively, quickly. Retrieved from http://www.mindtools.com/pages/article/newLDR_86.htm

Table Group. (n.d.). Retrieved July 24, 2012, from http://www.tablegroup.com/