Personal Narrative: An Interview With The ICU Nurse
It appears you are gaining excellent leadership experience during this term. The ICU and Assistant Manager loss was defiantly a loss; however, Ellen’s ability as a leader to manage the unit has been outstanding thus far. When I first started working for SRMC Ellen was the ICU manager. She possesses invaluable knowledge to foster sustaining the structural vision and mission for the ICU, as well as the overall functioning of the organization. I witnessed her swiftly outline a plan that was conducive to meeting the needs of the unit, while preparing staff for the implementation of the “Dry Run Process” testing of the Open Heart Program. She is truly an exceptional leader! While I did not mention the nurse leader interview in my clinical log, I interviewed, Anne Fereday, RN, BSN, MSN who began her nursing career in Albany, NY and has held a variety of nurse leadership roles since 1991.
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Recently, she was promoted to Cardiovascular Service Line Director to accommodate the additional responsibilities of the newly developed Open Heart Program, and the existing Cardiovascular Services. The interview process provided insight in how this leader obtained knowledge and skills in her journey of becoming a successful leader. Anne stated that she started at the organization as an authoritarian leader, knowing that her main objective was to meet the organizational goals and objectives. She now possesses the style of an transactional leader, one that motivates their employees to achieve set goals and define the duties and responsibilities of the employees (Marquis & Huston,
Recently, she was promoted to Cardiovascular Service Line Director to accommodate the additional responsibilities of the newly developed Open Heart Program, and the existing Cardiovascular Services. The interview process provided insight in how this leader obtained knowledge and skills in her journey of becoming a successful leader. Anne stated that she started at the organization as an authoritarian leader, knowing that her main objective was to meet the organizational goals and objectives. She now possesses the style of an transactional leader, one that motivates their employees to achieve set goals and define the duties and responsibilities of the employees (Marquis & Huston,