A small group of nurses, employed at a large community hospital, were unhappy about their work environment and would meet daily during lunch to discuss the situation. There had been a recent change in the hospital’s senior management, which caused a high level of uncertainty and anxiety among the nursing staff.
The nurses felt overworked as a result of the industry’s current nursing shortage. Their wages and benefits had been stagnant, with no salary market adjustments for the past two years.
The nurses saw the situation as management requiring them to do more work with fewer resources, with no appreciation or recognition of their efforts. Whenever the nurses approached management with their concerns, they perceived them as falling on deaf ears since no changes were made.
The labor union began an organizing effort in the hospital shortly thereafter, holding an aggressive campaign over a six-week period. There was tremendous peer pressure, as some of the well-respected nursing staff became active leaders for unionization, although they were not part of the initial group of nurses who had contacted the union. The election was held, and the union was voted in by two-thirds of the nursing staff. In the weeks that followed, the original group of nurses remarked that they were surprised by the union’s victory; they had only wanted to scare management into making changes to their work environment.
Using Blake and Mouton’s Leadership Grid, explain and discuss the leadership style displayed by management to the nursing staff. Support your analysis with scholarly sources.
Note: Blake and Mouton’s Leadership Grid can be found in Chapter 9 – Trait and Behavioral Theories of Leadership of Organizational Behavior in Health Care in the Trident Online Library.