Transformational Leadership: Successful Merging of a Hematology/Oncology Unit with a Palliative Care/Oncology Unit

2.50
Hdl Handle:
http://hdl.handle.net/10755/164775
Category:
Abstract
Type:
Presentation
Title:
Transformational Leadership: Successful Merging of a Hematology/Oncology Unit with a Palliative Care/Oncology Unit
Author(s):
Murphy, Patricia; Holmes Gobel, Barbara
Author Details:
Mary Mielnicki, RN, MSN, Manager of Hematology/Oncology, Northwestern Memorial Hospital, Chicago, Illinois, USA, email: mmielnic@nmh.org; Patricia Murphy, RN, MSN, MBA, Northwestern Memorial Hsptl., Chicago, Illinois; Barbara Holmes Gobel, RN, MS, AOCN, Northwestern Memorial Hsptl., Chicago, Illinois
Abstract:
Administration/Leadership Development: The four factors of Transformational Leadership Principles: idealized influence,inspirational motivation,individualized consideration and intellectual stimulation guided the successful merger of two medical oncology units at Northwestern Memorial Hospital (NMH). At NMH, the Hematology/Oncology and Palliative Care/Oncology units were geographically located next to each other sharing a Unit Secretary. Each unit had a separate leadership team that consisted of Clinical Coordinators, a Staff Educator and a Clinical Nurse Manager (CNM). Both units were proficient in chemotherapy, symptom management and care of the medical oncology patient. In addition, the Hematology/Oncology staff maintained a telemetry competency and the Palliative/ Oncology staff maintained a palliative care competency. Each unit had individual staffing guidelines regarding holidays, rotation and seniority as well as unique unit cultures. These two units were slated to merge into one staff with dual competencies and one leadership team to care for the combined patient population. The Hematology/Oncology CNM was designated to the lead the new unit. The leadership from both units attended a four hour retreat. Issues identified related to the merge were categorized into four working groups: staff scheduling, education, workflow, and team building. Each group was co-led by leaders from each unit. All unit staff were kept involved in the process through weekly communication meetings, questionnaires, team building activities and emails. In less than 3 months, a new unit scheduling procedure was created, palliative care & telemetry education were completed, team-building activities were accomplished, & a new workflow was rolled out to staff. The turnover rate has been 3% since this change, well below the hospital and national averages. Transformation Leadership can facilitate change. By using the principles of transformational leadership, that encourage innovation and creativity, a successful, cohesive, and stronger oncology unit was realized.
Repository Posting Date:
27-Oct-2011
Date of Publication:
27-Oct-2011
Conference Date:
2009
Conference Name:
34th Annual Oncology Nursing Society Congress
Conference Host:
Oncology Nursing Society
Conference Location:
San Antonio, Texas, USA
Note:
This is an abstract-only submission. If the author has submitted a full-text item based on this abstract, you may find it by browsing the Virginia Henderson Global Nursing e-Repository by author. If author contact information is available in this abstract, please feel free to contact him or her with your queries regarding this submission. Alternatively, please contact the conference host, journal, or publisher (according to the circumstance) for further details regarding this item. If a citation is listed in this record, the item has been published and is available via open-access avenues or a journal/database subscription. Contact your library for assistance in obtaining the as-published article.

Full metadata record

DC FieldValue Language
dc.type.categoryAbstracten_US
dc.typePresentationen_GB
dc.titleTransformational Leadership: Successful Merging of a Hematology/Oncology Unit with a Palliative Care/Oncology Uniten_GB
dc.contributor.authorMurphy, Patriciaen_US
dc.contributor.authorHolmes Gobel, Barbaraen_US
dc.author.detailsMary Mielnicki, RN, MSN, Manager of Hematology/Oncology, Northwestern Memorial Hospital, Chicago, Illinois, USA, email: mmielnic@nmh.org; Patricia Murphy, RN, MSN, MBA, Northwestern Memorial Hsptl., Chicago, Illinois; Barbara Holmes Gobel, RN, MS, AOCN, Northwestern Memorial Hsptl., Chicago, Illinoisen_US
dc.identifier.urihttp://hdl.handle.net/10755/164775-
dc.description.abstractAdministration/Leadership Development: The four factors of Transformational Leadership Principles: idealized influence,inspirational motivation,individualized consideration and intellectual stimulation guided the successful merger of two medical oncology units at Northwestern Memorial Hospital (NMH). At NMH, the Hematology/Oncology and Palliative Care/Oncology units were geographically located next to each other sharing a Unit Secretary. Each unit had a separate leadership team that consisted of Clinical Coordinators, a Staff Educator and a Clinical Nurse Manager (CNM). Both units were proficient in chemotherapy, symptom management and care of the medical oncology patient. In addition, the Hematology/Oncology staff maintained a telemetry competency and the Palliative/ Oncology staff maintained a palliative care competency. Each unit had individual staffing guidelines regarding holidays, rotation and seniority as well as unique unit cultures. These two units were slated to merge into one staff with dual competencies and one leadership team to care for the combined patient population. The Hematology/Oncology CNM was designated to the lead the new unit. The leadership from both units attended a four hour retreat. Issues identified related to the merge were categorized into four working groups: staff scheduling, education, workflow, and team building. Each group was co-led by leaders from each unit. All unit staff were kept involved in the process through weekly communication meetings, questionnaires, team building activities and emails. In less than 3 months, a new unit scheduling procedure was created, palliative care & telemetry education were completed, team-building activities were accomplished, & a new workflow was rolled out to staff. The turnover rate has been 3% since this change, well below the hospital and national averages. Transformation Leadership can facilitate change. By using the principles of transformational leadership, that encourage innovation and creativity, a successful, cohesive, and stronger oncology unit was realized.en_GB
dc.date.available2011-10-27T12:06:47Z-
dc.date.issued2011-10-27en_GB
dc.date.accessioned2011-10-27T12:06:47Z-
dc.conference.date2009en_US
dc.conference.name34th Annual Oncology Nursing Society Congressen_US
dc.conference.hostOncology Nursing Societyen_US
dc.conference.locationSan Antonio, Texas, USAen_US
dc.description.noteThis is an abstract-only submission. If the author has submitted a full-text item based on this abstract, you may find it by browsing the Virginia Henderson Global Nursing e-Repository by author. If author contact information is available in this abstract, please feel free to contact him or her with your queries regarding this submission. Alternatively, please contact the conference host, journal, or publisher (according to the circumstance) for further details regarding this item. If a citation is listed in this record, the item has been published and is available via open-access avenues or a journal/database subscription. Contact your library for assistance in obtaining the as-published article.-
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