Introduction
In order to become an effective leader in the field of healthcare, a person has to understand and follow codes of moral and legal principles. It is essential for nursing leaders, in particular, as they may face many ethical dilemmas every day (Oh & Gastmans, 2015). The profession of a nurse is defined by a variety of standards that assist healthcare professionals to fulfill their responsibilities and duties. While legal guidelines are often transparent and impartial, ethical problem management is much more obscure and individual (Marquis & Huston, 2017). Therefore, it is necessary for a nurse to learn how to separate such issues.
The concept of legal standards deals with people’s basic needs and rights. It is narrow in its focus and usually recognizes a set list of concerns. Morality is the idea of correctness and rightness that is constructed on people’s experiences and applied to the life of society (Marquis & Huston, 2017). The law and morality do not always correspond – sometimes, one needs to be breached to support the other. Finally, ethics is the conceptual framework that explores the notions of right and wrong which people define according to their own values (Marquis & Huston, 2017). Nurses utilize all of these codes in their practice, as their work deals with other people’s safety and well-being. The purpose of this paper is to analyze an ethical dilemma from past experiences and consider actions that could have been taken by a nursing leader to resolve it.
Dilemma
While nursing managers are expected to be skilled and empathetic leaders, they do not always possess these qualities. On the other hand, sometimes the position of a manager is taken by a person who does not treat his/her subordinates and peers equally and fairly. In my experience, one of such healthcare professionals had a strained relationship with another nurse, a man who had recently entered the team. The actual reasons for the conflict were unclear to the staff, as the young man appeared to be working hard and connecting with patients and other nurses reasonably well. However, the nurse manager often pointed out some mistakes in his activities and noted that he was not prepared to work in the hospital alongside other professionals.
As the manager did not openly say anything that would constitute harassment or discrimination, this situation was not viewed as a legal issue at that time. However, the rest of the nursing staff knew that an ethical problem was present and they felt the need to protect their peer from the unjust treatment. Moreover, as this manager’s behavior affected only one person in a significant way, other workers differed in their desire to engage in its resolution.
Implications and Role of the Moral Agent
The described above dilemma is an ethical issue that happens in many workplaces. Interpersonal conflicts such as this have to be solved in order to ensure that employees work effectively as a team. In order to approach the problem properly, it is vital to communicate with all involved persons. First of all, the legal implications indicate that such actions of the manager, while not explicitly discriminatory, can be considered harassment if they create an uncomfortable and stressful atmosphere for other people. Thus, one has to talk to the nurse leader and point out her unprofessional behavior. However, the idea of speaking to a superior about such topics is what stopped many nurses from engaging in the discussed above conflict earlier. Both more and less experienced nurses were afraid of losing their job security by expressing their opinions and being judged. According to Aitamaa, Leino-Kilpi, Iltanen, and Suhonen (2016), such lack of collegial behavior is common in the field of healthcare. The argument was escalating without people’s support.
The ethical code of nursing, however, became the foundation for nurses to collaborate and speak up about the developing problem. Its defined moral values do not tolerate any types of disrespect, including those between nurses. As a contrast, the dignity of other people should be valued and upheld, regardless of their status (Epstein & Turner, 2015). Thus, my role, as well as the role of other nurses, was to bring this problem up instead of trying to suppress or ignore it. As moral agents, nurses accepted the duty to protect the affected young man and resolve the conflict according to nursing ethics. Here, my leadership skills were especially important because they allowed me to communicate with other nurses and show how this moral dilemma affected the man who was discriminated against and other employees a well. Moreover, patients and the hospital could also become susceptible to the influence of this disagreement, as workers could not concentrate on their primary duties because of extreme discomfort and fear.
Leadership Styles
By resolving this conflict, nurses showed characteristics of ethical and moral leadership. They employed practices that encouraged communication and understanding, by listening to both sides of the problem before making any decisions. However, upon collecting all available information, it was clear that the younger nurse faced discrimination, although it still was unclear for what reason. In this case, people’s view of fairness overcame their fear of engagement, as they started to interfere with conflict situations actively.
The leadership style that guided me in this situation is connected to the notion of an “Idealist” personality. According to the description of this type, Idealists’ concern for others’ well-being allows them to create deep connections with people and associate and empathize with their problems (“Keirsey – Portrait of an Idealist,” n.d.). This type of leading is soft and compassionate, as it is focused on people’s comfort and personal authenticity. Such characteristics can be both barriers and aids for resolving conflicts between people. On the one hand, Idealists are defined by their desire to establish an atmosphere that is nurturing and harmonious. On the other hand, the tendency for being trusting and kind may be viewed as a weakness and exploited. Nevertheless, as this type values collaboration, it helps to deal with interpersonal conflicts (“Keirsey – Temperament overview,” n.d.). It is similar to the nursing values and the mission of healthcare organizations because it strives to support people in their time of need.
Conclusion
Ethical and legal dilemmas require nurses to possess different skills as leaders. It is vital to remember that moral standards and the law do not always overlap, potentially leading to problems. Interpersonal conflicts at one’s workplace can breach the border of ethical issues and become a legal one. However, one can attempt to employ personal leadership abilities in order to solve such problems before they reach this stage. Nursing is a profession that acknowledges people’s integrity, autonomy, and dignity. Its values are necessary for healthcare professionals to understand and implement in practice in order to be authentic leaders and experts.
References
Aitamaa, E., Leino-Kilpi, H., Iltanen, S., & Suhonen, R. (2016). Ethical problems in nursing management: The views of nurse managers. Nursing Ethics, 23(6), 646-658. Web.
Epstein, B., & Turner, M. (2015). The nursing code of ethics: Its value, its history. OJIN: The Online Journal of Issues in Nursing, 20(2), 1-10. Web.
Keirsey – Temperament overview. (n.d.). Web.
Keirsey – Portrait of an Idealist. (n.d.). Web.
Marquis, B. L., & Huston, C. J. (2017). Leadership roles and management functions in nursing: Theory and application (9th ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.
Oh, Y., & Gastmans, C. (2015). Moral distress experienced by nurses: A quantitative literature review. Nursing Ethics, 22(1), 15-31. Web.