NURS FPX 5007 Assessment 2 Managing the Toxic Leader
Phillip October 9, 2023 No Comments

NURS FPX 5007 Assessment 2 Managing the Toxic Leader

NURS FPX 5007 Assessment 2 Managing the Toxic Leader

Student Name

Capella University

NURS-FPX 5007 Leadership for Nursing Practice

Prof. Name


Managing Toxic Leadership: An APA-Formatted Rewrite

Effective leadership is essential for the success of any organization. Competent leaders possess the skills to empower their teams, enhance productivity, and achieve organizational goals. They formulate and execute long-term plans, collaborate with others, identify challenges, set targets, and establish deadlines to ensure desired outcomes. Successful organizations thrive when their employees cooperate and work toward shared objectives. In a healthcare setting like a hospital, leadership plays a pivotal role in shaping the workplace culture. Effective management involves effective collaboration with the team, open communication in both success and failure situations (Monroe, 2019). It is imperative for leadership to foster a supportive atmosphere for healthcare workers to meet benchmarks and enhance nursing practice and care delivery standards.

The primary objective is to improve working conditions and cultivate a productive and collaborative work culture among nursing staff. Stress is a major concern for nursing professionals who often work extended, unscheduled shifts with inadequate support and minimal breaks. Without administrative support, nurses may struggle to overcome these challenges. While nurses advocate for healthier lifestyles and well-being, they often neglect their own health while on duty. Research shows that healthcare facilities promoting healthier lifestyles, productive work environments, and collaborative workspaces tend to have higher employee satisfaction, increased employee engagement, and improved patient care (Miles & Scott, 2019).

Case Study – Head Nurse Performance Evaluation

The psychiatry unit initially adopted a primary healthcare nursing model to ensure optimal patient experience and care quality. Collaboration and the development of interdisciplinary professional teams were required to achieve these goals. The healthcare facility, healthcare workers, and patients would all benefit from the head nurse’s support and promotion of collaboration and coordination among administration, supervisors, and executives. Regrettably, the nurse manager’s leadership style in the case study contradicts the facility’s established guidelines. Jackie, the Nurse Manager, leads patient care conferences but rarely attends these thrice-weekly sessions, designed to address complex cases and encourage cooperation to deliver effective patient-centered care.

NURS FPX 5007 Assessment 2 Managing the Toxic Leader

In addition to her absence from these sessions, Jackie’s behavior is unprofessional, as she fails to communicate schedule changes to her team. This conduct hampers the quality of nursing practices and fails to acknowledge the team’s efforts, affecting their morale and productivity. Jackie’s habit of arriving late for work further impacts the quality of care delivery as staff members must wait to consult with her, causing delays in patient care. Additionally, she does not respond to emails from nursing professionals, and her attire at work is unprofessional, including revealing clothing, large hoop earrings, and high heels. Furthermore, her inappropriate interaction with a staff member named ‘Martin’ violates the American Nurses Association (ANA) regulations and professional conduct standards, which encompass evaluation, diagnosis, goal setting, strategy development, and care coordination (Monroe, 2019).

Jackie’s conduct appears to violate two specific elements of the ANA’s code of ethics: professional responsibilities and relationships with co-workers, as well as patient responsibility. According to the ANA, healthcare professionals must establish boundaries and maintain professional interactions with colleagues, superiors, and patients. They should build supportive and caring relationships with all co-workers and individuals, treating them fairly and respectfully. This includes making compromises that preserve their dignity and addressing and resolving conflicts. 

Jackie’s actions in this scenario reflect a lack of leadership, professional conduct, commitment to her medical team, and empathy toward her staff (Monroe, 2019). The ANA defines professional boundaries as the acceptable, ethical, and social limits that practitioners acknowledge and respect, particularly challenging due to the interpersonal nature of caregiving. Healthcare professionals must ensure that these limits are established and upheld (Aghamohammadi et al., 2021).

NURS FPX 5007 Assessment 2 Managing the Toxic Leader

When these values are violated, healthcare practitioners must seek support from superiors or take necessary steps to prevent such situations (Olson, 2021). This principle applies to inter-professional and interdisciplinary relationships, which extend beyond the scope of nursing practice, as well as nurse-patient relationships (Warshawsky & Cramer, 2019). To address Jackie’s ethical breaches and improve her performance as a nurse manager, a Performance Improvement Plan (PIP) must be established to outline specific initiatives and timelines. This plan aims to help Jackie demonstrate professionalism and commitment (Monroe, 2019).

Organizational Mission, Vision, and Goals

Jackie’s behavior conflicts with the healthcare facility’s mission, goals, and objectives. The primary goal of the organization is to provide exceptional patient care in a compassionate setting and significantly improve the well-being of the communities it serves. Healthcare providers work together to create a healthcare continuum that enhances society’s health and well-being. However, Jackie’s irresponsible actions and inability to collaborate with her team are detrimental to patients and contradict the institution’s mission (Huang et al., 2021). The healthcare facility’s vision emphasizes better healthcare performance, improved care delivery, enhanced patient experiences, and increased employee satisfaction.

Jackie’s actions and unprofessional behavior do not align with the core values and objectives outlined by the organization. Her behavior does not guarantee optimal patient care or experiences, and it reflects negatively on the quality of healthcare services and treatment she provides. The organization’s ultimate objective is to prioritize patients and their values, but Jackie’s leadership falls short of upholding the team’s and the healthcare facility’s goals. According to the case study, she prioritizes her personal matters over attending healthcare staff discussion sessions, hindering progress toward creating a pleasant, collaborative, and productive workplace with dedicated professionals focused on patient care. Jackie’s actions compromise the high-quality care expected from the healthcare institution she represents, impacting its ability to achieve its mission, goals, and objectives (Huang et al., 2021).

Action Plan to Improve Leadership Performance

Effective nursing leadership inspires transformation by motivating colleagues and co-workers to work toward organizational and individual goals. Nursing leadership requires specific characteristics and abilities, and every nurse has the potential to be a leader in some capacity. Whether it involves persuading patients to follow treatment plans, serving as a role model to less experienced nurses, or managing a nursing team, developing leadership skills is crucial to advance in a nursing career and achieve personal and organizational goals. Various strategies can help strengthen nursing leadership skills and become an effective leader within an organization.

NURS FPX 5007 Assessment 2 Managing the Toxic Leader

  1. During the implementation of the Performance Improvement Plan (PIP), the Assistant Head Nurse will act as the Acting Nurse Manager for the psychiatric unit. The Acting Nurse Manager will lead conferences and handle all complaints from team members.
  1. Jackie is required to arrive at work at the designated time specified in her employment agreement, which ranges from 07:55 to 08:15 on the window clock. In case of three late arrivals, one unpaid absence will be considered, with additional organizational repercussions.
  1. All staff communications will be addressed within 24 hours. Jackie must promptly respond to all correspondence and emails from her team. She should also inform the team in advance of any postponed or canceled events or conferences to facilitate effective preparation and schedule adjustments.
  1. Jackie must adhere to the clothing and dress code guidelines outlined in the employee manual, dressing professionally and wearing formal attire to work.
  1. She should schedule her appointments and meetings after work hours or at a time that does not interfere with her work schedule or performance.
  1. Jackie must follow workplace ethics as defined in the employee manual and refrain from engaging in any unethical or improper interactions with other employees.

This action plan will be implemented over the next month, during which Jackie will work consistently with the healthcare facility’s mission, objectives, and goals to ensure the highest quality care, improved outcomes, and enhanced patient satisfaction. Evidence-based collaboration techniques will be employed to foster cooperation and teamwork and produce highly effective healthcare workers who maximize knowledge, staff, and resources for optimal results (Miles & Scott, 2019). This approach will serve as a guiding principle for her work, with the Team STEPPS (Team Strategies and Tools to Enhance Performance and Patient Safety) framework supporting psychiatric unit performance and clinical outcomes (Cooke & Valentine, 2021).

NURS FPX 5007 Assessment 2 Managing the Toxic Leader

 At the end of the PIP period, the Human Resources (HR) representative will schedule a meeting between Jackie and her supervising manager to review and evaluate her performance (Oberle, 2022). Jackie’s progress and the outcomes will determine whether she can resume her role as a nurse manager. Her team will closely observe her leadership, and the performance of the Acting Nurse Manager will also be assessed to determine suitability for other leadership positions.


Aghamohammadi, F., Imani, B., & Koosha, M. M. (2021). Operating room nurses’ lived experiences of ethical codes: a phenomenological study in Iran. International Journal of Nursing Sciences, 8(3), 332-338.

Huang, N., Qiu, S., Yang, S., & Deng, R. (2021). Ethical leadership and organizational citizenship behavior: mediation of trust and psychological well-being. Psychology Research and Behavior Management, 655-664.

Miles, J. M., & Scott, E. S. (2019). A new leadership development model for nursing education. Journal of Professional Nursing, 35(1), 5-11.

Monroe, H. A. (2019). Nurses’ professional values: influences of experience and ethics education. Journal of Clinical Nursing, 28(9-10), 2009-2019.

NURS FPX 5007 Assessment 2 Managing the Toxic Leader

Olson, L. (2021). Envisioning an ethical climate in nursing education programs. Online Journal of Issues in Nursing, 26(1), 1-10.

Cooke, M., & Valentine, N. M. (2021). Improving teamwork and communication in schools of nursing: a quality improvement approach using TeamSTEPPS. Journal of Nursing Care Quality, 36(3), 285-290.

Warshawsky, N., & Cramer, E. (2019). Describing nurse manager role preparation and competency: findings from a national study. JONA: The Journal of Nursing Administration, 49(5), 249-255.

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