reply to this discusion using at least 2 refences within five years you can agree with collegue.

• Ask a probing question, substantiated with additional background information, evidence, or research.
• Share an insight from having read your colleagues’ postings, synthesizing the information to provide new perspectives.
• Validate an idea with your own experience and additional research.

The healthcare field recognizes nurses as authoritative figures regardless of the particular title. The responsibility of being a registered nurse is a leadership capacity in and of itself (Cox, 2016). Although there is a need for both the relationship between management and leadership continues to initiate some debate (Marquis & Huston, 2017).

Within the hierarchy of an organization, a nurse manager holds an assigned position. Over specific processes, she is responsible for tasks, and particular duties are designated to be carried out. On the other hand, a leader might or might not have identified authority within the organization. Focused on upholding standards using interpersonal skills and effective communication the leader uses her ability to influence others (The Sentinel Watch, 2014).

In my history as a nurse, I worked with a woman who showed leadership behaviors but not management behaviors. She was always available when needed, trustworthy, wanted to mentor, flexible, and excellent interpersonal skills. She believes and promotes the vision of the organization and developing change. She was not task oriented, did not want to deal with patient care planning, schedules, or address daily issues on the unit with staff. Her primary goal was graduating from college with her Masters in Administration to move up the ladder in the organization and made everyone aware of her goals, and she only had one nurse manager to oversee in the small rural hospital (Cox, 2016).

Next, there was a manager I had the opportunity to work with at hospice and was an asset to her office. She led by example, believed in sharing information, and insured patient safety while she supervised and participated with staff members. She kept an open door policy to all staff for support, guidance, and advice at all times. After six years of being a manager, she was offered a promotion and leadership to director of nursing of all six of the outpatient hospice units, and she took the position. The transition from manager to administration proved to be a challenging journey for her. Her first obstacle was moving to the corporate office over an hour from her house. The second was she had 30 employees at her office, and now she was overseeing 400 employees in the company. Her 8 to 10 hour days went to 12 to 16 hour days with being on administrative call 24/7. The state had also come into two offices to do an audit that she was responsible for and making sure all policies were up-to-date, nurse managers had everything they needed, monitoring the budget and answering to the CEO. She did not make herself very visible and was very difficult to find most days, and you were lucky to get a reply from her within the week even if it was urgent (Cox, 2016). She finally got overwhelmed enough and put back in for her a transfer to be a manager at her old office due to the current manager resigning and got her old position back. She enjoyed the experience but was very glad to be back at her old office and so was her staff.