Examine U.S. healthcare policy structures and the role of the nursing leader as a change agent at the public policy table.
You will decide on a policy issue that needs to be addressed. You may choose a policy issue that interests you. Below are suggested topics for proposed policy change, however if you wish to address another topic please contact your instructor for approval:
Treatment of veterans after deployment and post-traumatic stress disorder (PTSD).
Cost of end of life care.
Costs of drugs in the United States as compared to other countries.
Quarantine of health care workers that have been exposed to communicable diseases.
Medical care for illegal immigrants.
Right to die with euthanasia methods.
Disclosure of medical records of pilots and other safety sensitive professionals and HIPAA violations.
Restrictions of roles of nurse practitioners and advanced practice nurses in certain states.
Health care reform.
Requirements of meaningful use to meet core measures.
Entry into practice issues.
Mandatory vaccination of children.
Allowing nurses educated in other countries to practice in the United States.
Faculty shortages in U.S. nursing education programs.
compliance and punish non compliance from the group, the leader has reward and coercive power (French and Raven, 1959). To obtain complete power over the group the leader must gain the trust and belief of the group that they are capable of success, by ensuring the group are both satisfied and meeting performance goals. The importance of establishing a hierarchy became evident during the planning stage of the outdoor management course for the red team, the coordinators within the team assumed leadership roles but were unable to gain positional power due to the team being a peer group (Pettinger, 2007). The leaders selected had little authority and influence over the group as everyone was perceived to have the same rank, status and occupation, hence the leaders had none of French and Ravens five bases of power (Pettinger, 2007). The result was leaders with no positional power over the group, so could not direct the group with the method of leadership required for the situation. The task had significant constraints, particularly a short time frame and a large group size, for this situation Chelladurai recommends an autocratic leadership style would be most favourable (Chelladurai and Madella, 2006). The leaders attempted an autocratic leadership style, setting individual tasks for the group, however due to the poor leader member relations and lack of positional power the leadership structure quickly became a democracy. The product was an extremely unproductive workforce initially because of the time spent discussing how was best to approach the task. Because of how the leaders were perceived by the group there was little mutual trust, respect or confidence that the leaders were making the correct decisions, and as a result any management style they tried to implement would have been unsuccessful (Pettinger, 2007). Ultimately, if the leaders had analysed their position and the group they would have realised this and chosen a more democratic approach initially the group would have gained trust for the leaders, making future policy implementation easier. Teamwork Teamwork plays an essential role within both Fiedler’s Contingency Theory and Chelladurai’s Multi-dimensional model particularly regarding leader-member relations, if the group are familiar and trusting of the leader policy implementation becomes much simpler. Similarly to leadership, understanding and adapting to t>GET ANSWER