Summary Of Organizational Analysis: The Nurse Leader

Organizational Analysis – The Nurse Leader
NURS 4455: Leadership and Management
University of Texas at Arlington
June 12, 2015

I have chosen to study the Director of ICU at Bay Area Regional Medical Center. Bay Area regional Medical Center (BARMC) is facility with a 104-medical bed, 22-bed Intensive Care Beds. The Director of ICU, Denise Fredericksen, has been with the facility since before they doors opened to the public on July 21, 2014. This paper will discuss her leadership style with specific examples of her leadership skills.
Nurse Director Denise Fredericksen is currently the Director of ICU/Telemetry at BARMC. Ms. Fredericksen is a Bachelor prepared nurse since 1998 with a Critical Care Nurse Certification.
These responsibilities include ensuring the day to day functions of an ICU and telemetry monitoring and management of the staff in these two areas, such as staffing and payroll. Ms. Fredericksen is and active American Association of Critical Care Nurses (AACN) Ambasador and an active AACN member. She currently reads the American Journal of Nursing (AJN), Critical Care Nurse, and Nursing 2015. Ms. Fredericksen attends Pri-Med yearly for continuing education on the latest information and technology in nursing.
Nurse Leader As a leader Ms. Fredericksen uses a combination of transformational leadership and shared leadership. As a transformational leader, a leader who inspires and motivates staff (Sullivan, 2013), she is often not concerned with how things “should” be but how the staff can make it work better. She has built an ICU from the floor up at BARMC. As a transformational leader she inspired and motivated the staff to build the ICU into what they thought an ICU should be. She encouraged the staff to set the culture of the unit and to
Fredericksen has proven herself to be an effective communicator among her staff members even to the point that she may over-communicate. Among her staff members she will send daily emails with the most current information and she will also text it to them and even print out the information and place it on the unit for them to read. When asked why she goes through so many steps to send information to her staff her response is “they don’t all read their email as they should.” I believe that she at times spend so much time sending out the information in various forms that she at times overwhelms the staff members. While I agree that not all staff members are reading their emails as they should, by sending and giving them the information in so many different formats she is in fact encouraging them to not follow the policy of reading their emails daily. As adults the staff members should be aware of the method of communication our facility utilizes and, as adults, should make sure that they keep themselves current. Ms. Fredericksen meets with the Chief Nursing Operator (CNO) on a weekly basis for a scheduled meeting to update on the status of the unit and plans for growth in the unit. She also emails and has an informal meetings with the CNO on a daily basis to ensure that there is open communication between the ICU and the