scholarly journals Esquierdo-Leal & Houmanfar (2020)

2020 ◽  
Author(s):  
Jovonnie Esquierdo-Leal ◽  
Ramona A. Houmanfar
Keyword(s):  
Behavior Analysis ◽  
Cultural Practices ◽  
Leadership Communication ◽  
Systemic Racism ◽  
Global Pandemic ◽  
Healthy Work ◽  
Systemic Oppression ◽  
New Social Movement ◽  
Healthy Work Environments ◽  
Strategic Consideration

From a global pandemic to the killings of George Floyd, Breonna Taylor, Ahmaud Arbery, Rayshard Brooks and others in the Black community, the year 2020 has cast light on long-standing social injustices. With this has come a new social movement and a call for change. Specifically, a call for transformative solutions that address not only new challenges but centuries of systemic issues, such as systemic oppression and systemic racism. Leadership across the globe has scrambled to answer the call, some issuing statements committed to change, others engaging in necessary action. What is critical, however, is that leadership understands the cultural factors that have given rise to centuries of oppressive practices and that they are held accountable for the commitments they have expressed. Leadership must promote, create, and maintain prosocial, inclusive, and healthy work environments. This requires new cultural practices and a focused organizational model. Equally important is the need to resolve ambiguity and communicate effectively, with strategic consideration of constituent perspectives and needs. Therefore, the purpose of this paper is to discuss the contribution of behavior analysis in addressing systemic oppression as well as the pivotal role leadership communication plays in occasioning social change. It is our hope that this conceptual work will inspire behavior scientists to advance the field of behavior analysis and social movements in the direction of equitable, prosocial change that dismantles systemic oppression.

It Starts with a Conversation: A Community Approach to Creating Healthy Work Environments

2010 ◽  
Vol 42 (1) ◽  
pp. 27-35 ◽  
Author(s):  
Joy Longo ◽  
Amy Dean ◽  
Shelby Darlene Norris ◽  
Suzette W. Wexner ◽  
Leslie N. Kent
Keyword(s):  
Work Environments ◽  
Community Approach ◽  
Healthy Work ◽  
Healthy Work Environments

Authentic Leaders Creating Healthy Work Environments for Nursing Practice

2006 ◽  
Vol 15 (3) ◽  
pp. 256-267 ◽  
Author(s):  
Maria R. Shirey
Keyword(s):  
Work Environment ◽  
Authentic Leadership ◽  
Nursing Practice ◽  
Healthcare Delivery ◽  
Work Environments ◽  
Nursing Workforce ◽  
Healthcare Delivery System ◽  
Healthy Work Environment ◽  
Healthy Work ◽  
Healthy Work Environments

Implementation of authentic leadership can affect not only the nursing workforce and the profession but the healthcare delivery system and society as a whole. Creating a healthy work environment for nursing practice is crucial to maintain an adequate nursing workforce; the stressful nature of the profession often leads to burnout, disability, and high absenteeism and ultimately contributes to the escalating shortage of nurses. Leaders play a pivotal role in retention of nurses by shaping the healthcare practice environment to produce quality outcomes for staff nurses and patients. Few guidelines are available, however, for creating and sustaining the critical elements of a healthy work environment. In 2005, the American Association of Critical-Care Nurses released a landmark publication specifying 6 standards (skilled communication, true collaboration, effective decision making, appropriate staffing, meaningful recognition, and authentic leadership) necessary to establish and sustain healthy work environments in healthcare. Authentic leadership was described as the “glue” needed to hold together a healthy work environment. Now, the roles and relationships of authentic leaders in the healthy work environment are clarified as follows: An expanded definition of authentic leadership and its attributes (eg, genuineness, trustworthiness, reliability, compassion, and believability) is presented. Mechanisms by which authentic leaders can create healthy work environments for practice (eg, engaging employees in the work environment to promote positive behaviors) are described. A practical guide on how to become an authentic leader is advanced. A research agenda to advance the study of authentic leadership in nursing practice through collaboration between nursing and business is proposed.

Healthy Work Environments

2005 ◽  
Vol 25 (3) ◽  
pp. 72-71 ◽  
Author(s):  
Karlene M. Kerfoot ◽  
Ramón Lavandero
Keyword(s):  
Work Environments ◽  
Healthy Work ◽  
Healthy Work Environments

Creating Healthy Work Environments for Second Victims of Adverse Events

2017 ◽  
Vol 28 (4) ◽  
pp. 366-374 ◽  
Author(s):  
Linda M. Tamburri
Keyword(s):  
Health Care ◽  
Organizational Culture ◽  
Adverse Events ◽  
Health Care Providers ◽  
Health Care Professionals ◽  
Care Providers ◽  
Senior Leaders ◽  
Practice Nurses ◽  
Healthy Work ◽  
Healthy Work Environments

Adverse events may cause a patient serious harm or death; the patient becomes the first victim of these events. The health care providers who become traumatized by the events are the second victims. These second victims experience feelings such as guilt, shame, sadness, and grief, which can lead to profound personal and professional consequences. An organizational culture of blame and a lack of support can intensify the provider’s suffering. Second victims, as they move through predictable stages of recovery, can be positively influenced by a supportive organizational culture and the compassionate actions of peers, managers, advanced practice nurses, educators, and senior leaders. The American Association of Critical-Care Nurses Healthy Work Environment standards provide a framework for specific actions health care professionals should take to support colleagues during their recovery from adverse events.

Sign in / Sign up

Export Citation Format

Share Document