This article explores the ways in which registered nurses communicate about organizational wrongdoing. Critical incidents were gathered from over 200 registered nurses. Through the phenomenological process of description, reduction, and interpretation, 5 themes emerged as central to responses of policy violations and personal ethics in the workplace: (a) perceptions of wrongdoing, (b) upholding the ideals of the profession, (c) clarity and evidence of wrongdoing, (d) consequences of reporting, and (e) workplace dynamics. The interpretative findings focus on how these themes are united by a tension that nurses face in terms of adhering to policy while attempting to manage the realities of their everyday professional lives. A discussion of these findings, including how they relate to existing and future research and practice, is offered.
This study examined reasons a registered nurse would report a wrongdoing within a public teaching hospital. Of a group of 238 initial respondents, 30% reported they had observed a wrongdoing in the past year, with 68 nurses indicating they had reported a wrongdoing in the past year. The latter group was the focus of this study. They indicated through a self-report survey that incidents threatening the well-being of patients and their professional ethics were more likely to be reported within their organizations. Observer anonymity was perceived to have a small, but important effect on nurses reporting a wrongdoing in this sample. A manipulation check of the initial 238 respondents revealed a very strong tendency for nurses to overlook a serious mistake by a close peer who had a reputation of being a "competent" nurse.
In the event of a crisis, effective leadership by senior officials plays a significant role in an organization's attempt to return to a state of normal operation. Effectiveness, however, can be hampered by a leader's behaviour and attitude towards colleagues, and other employees within the organization. This paper explores how narcissism and narcissistic leaders may affect crisis management within an organization. Using the literature from the American Psychiatric Association, crisis management, and leadership, this paper explores how personality disorders associated with narcissism may affect the pre-crisis, crisis, and post-crisis stages of crisis management. The paper concludes by offering suggestions on how to handle narcissistic leaders within an organization, and areas for future research.
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