A small group of nurses, employed at a large community hospital,
were unhappy about their work environment and would meet daily
during lunch to discuss the situation. There had been a recent
change in the hospital’s senior management, which caused a high
level of uncertainty and anxiety among the nursing staff. The
nurses felt overworked as a result of the industry’s current
nursing shortage. Their wages and benefits had been stagnant, with
no salary market adjustments for the past two years. The nurses saw
the situation as management requiring them to do more work with
fewer resources, with no appreciation or recognition of their
efforts. Whenever the nurses approached management with their
concerns, they perceived them as falling on deaf ears since no
changes were made.Feeling like they had no other choice, the nurses
contacted a labor union. The labor union began an organizing effort
in the hospital shortly thereafter, holding an aggressive campaign
over a six-week period. There was tremendous peer pressure, as some
of the well-respected nursing staff became active leaders for
unionization, although they were not part of the initial group of
nurses who had contacted the union. The election was held, and the
union was voted in by two-thirds of the nursing staff. In the weeks
that followed, the original group of nurses remarked that they were
surprised by the union’s victory; they had only wanted to scare
management into making changes to their work environment.Using
Blake and Mouton’s Leadership Grid, explain and discuss the
leadership style displayed by management to the nursing staff.
Support your analysis with scholarly sources.Note: Blake and
Mouton’s Leadership Grid can be found in Chapter 9 – Trait and
Behavioral Theories of Leadership of Organizational Behavior in
Health Care in the Trident Online Library.
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