Explains how consideration of an organizational change model influences an intervention strategy. Argues logically for the role of change leadership and draws insightful conclusions about the application of theory to practice 4. Explains how health care policy and legislation might affect the resolution or management of a nursing leadership problem.

Explains how consideration of an organizational change model influences an intervention strategy. Argues logically for the role of change leadership and draws insightful conclusions about the application of theory to practice 4. Explains how health care policy and legislation might affect the resolution or management of a nursing leadership problem.

Performance Key Concerns

The nurse manager (Mrs Jackie) exhibits toxic leadership, leading to adverse health
outcomes for patients. For instance, K.C physically assaults another patient and bangs his head
on the wall, which is a significant danger to his health and other patients. The toxic leadership
approach of Mrs Jackie hinders the collaboration of the interdisciplinary team and effective
communication among the various professionals engaged in inpatient care. According to
Carleton (2009), toxic attributes of leaders hinder the collaboration of employee efforts and
teamwork within the health institution.
The case depicts late arrival to work. Mrs Jackie poor work attendance hinders her ability
to supervise and influence the efforts of subordinates. In this case, the late arrivals impede the
ability of staff to take account and responsibility for their work performance. There is a lack of
concern for issues raised by the team, thus indicating a general lack of performance evaluation
and feedback system in the organization. This affects job coordination in the facility. In this case,

Tovey, Uren, & Sheldon (2015) outline that performance improvement plans should identify
attainable behaviours and realistic measures of the expected outcomes. In this case, the action
plan should ensure timely arrival and eliminate unforeseeable absenteeism (Cope & Murray,
2017, p 65)
Martin's inappropriate contact and touching are against the American Nurses Association
(ANA) code of conduct for nurse practitioners. In this case, the regulation requires nurses to
refrain from intimate relationships with colleagues and maintain a professional boundary which
is not the case with Mrs Jackie (American Nurses Association, 2015). In this regard, the
inappropriate relationship hinders job performance, thus leading to patient dissatisfaction and the
likelihood of patient falls in the health facility (Weaver, 2019, p 75). The inappropriate
relationship will be addressed in the performance improvement plan.
Performance Goals/Expected Standards

The main performance improvement plan goal is to ensure high-quality patient care
within the entire health organization. The performance evaluation has identified a lack of
concern for the negative behaviour of the psychiatric patient (K.C), which affects his care
outcome and contributes to adverse behaviours towards other patients in the unit. It is expected
that Mrs Jackie leader role should foster quality clinical care, patient safety, and nurse employee
satisfaction.
The second expectation or goal of the improvement plan is to foster high employee job
satisfaction through better work coordination and accountability for successfully completing
work roles (Weaver, 2019, p 72). In this case, the aim is to eradicate absenteeism and ensure
collaborative workflow in nursing units.

The last goal/expectation is creating a positive organizational culture that supports the
overall corporate mission, vision, and objectives. A positive culture will entail mutual respect
among nurses and collaboration of the interdisciplinary team. A positive culture will entail
respect for professional guidelines and code of conduct and adherence to the company policies
regarding routine patient care conferences (American Nurses Association, 2015).
Agreed Performance Improvement Action (s)

The agreed performance improvement plan actions are relevant, achievable, and time-
bound. The performance improvement plan (PIP) is effective immediately, and nurse manager
roles will be delegated to the assistant nurse manager during the PIP duration, which is 90 days.
Lateness and absenteeism: Jackie will be expected to arrive to work on a timely basis each day
and report immediately to the performance manager during this period. Jackie should report not
later than 07:00 a.m; to attend to all meetings before starting her day's work. Any lateness will
not be tolerated, and lateness will attract a disciplinary warning.
Meetings/Conferences communication: Jackie will implement an open and free
communication strategy to foster employee collaboration in the interdisciplinary team. Jackie
will respond to all e-mails within 12 hours and notice 12 hours in case of meetings cancellations
due to unforeseen reasons. Jackie will comply with all data laws and company policies in
communicating with e-mails through e-mail. Jackie will hold at least one conference and meeting
after every two days to discuss the changing patient needs. The aim is to establish a good rapport
with other employees and ensure mutual respect between