A nurse manager plays multiple critical roles, including leading the nursing team, advocating for team needs, ensuring safe patient care, and promoting high-quality patient outcomes. However, failing to meet the demands of this role can lead to significant negative outcomes. These may include increased staff turnover, higher rates of patient injuries, diminished quality of care, and a rise in staff grievances (Warshawsky et al., 2022). In this evaluation, the performance of the employee depicted in the “Managing the Toxic Leader” scenario will be examined. This analysis will focus on their current performance level, the repercussions of this performance, and a proposed plan for performance improvement to address these concerns.

Employee Performance Evaluation

The case study “Managing the Toxic Leader” presents the problematic behaviors of a nurse manager named Jackie. Jackie has failed to effectively oversee care conferences as required by the organization and the Joint Commission. Numerous meetings under her charge have been either canceled or poorly attended by the necessary service providers. As the person responsible for these meetings, it was expected of Jackie to conduct them regularly with the required staff members in attendance.

Jackie’s behavior has also raised concerns about her professionalism. She has been reported to engage in unprofessional interactions with staff, including inappropriate physical contact and showing favoritism towards certain employees (Hampton, 2019). Furthermore, Jackie’s conduct includes excessive use of her cell phone, insufficient presence on the floor, and dressing inappropriately, contrary to the organization’s dress policy.

Additionally, the unit under Jackie’s management has seen an escalating series of dangerous incidents involving a patient identified as K. This patient has exhibited aggressive behavior towards both staff and other patients, signaling a deterioration in their condition. Despite efforts by the floor staff to manage the situation, there has been no significant improvement. Jackie has not taken adequate steps to address these issues with the staff, the patient, or the patient’s conservator.

Implications of Employee Behavior

Care conferences are an essential tool for holistically treating each patient. Care

conferences bring together multiple disciplines to formulate care plans to address patient issues.

Jackie is the chair of these meetings and reportedly does not attend or attend late. The attendance

of other disciplines has likely declined due to the sporadic nature of leadership attendance. This

situation violates Joint Commission regulations, and patients are also in imminent harm by not

having updated care plans or addressing imminent harm potential (Dempsey, 2022). In this case,

a patient’s behavior has escalated into dangerous territory and needs to be addressed immediately.

Her lack of involvement with unit issues can lead to safety issues for patients and staff, be

considered negligent, and decrease the staff’s sense of support (Warshawsky et al., 2022).

Jackie’s lack of boundaries with her employees can create additional stress for the staff

and decrease the morale of staff. The boundary violations contribute to the more significant

issues of grossly unprofessional behavior. Employees may interpret her behavior as favorable to

some but not all (Hampton, 2019). Patients may be able to participate in staff-splitting if they

become aware of unequal treatment, which results in additional unit chaos. Additionally, the

employees’ morale will be noted by patients and result in more complications (Pavithra et al.,

2022). Excessive use of cell phone use while interacting with unit staff may imply that issues on

the unit do not take priority leading to employees feeling dismissed or undermined (Warshawsky

et al., 2022). Jackie’s lack of appropriate attire in the workplace can send the message that

professionalism is not required or that the rules do not apply to her, further sending a

compromised unit into further dysfunction.

The last concern identified is the patient’s condition change (K). The situation with this

patient involves staff and patient safety, violating the ethical code of quality patient care. While

Kyle is making a solid effort to manage the patient, he is not the only caregiver to this patient,

and comprehensive intervention is required to restore t