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Leadership in Nursing: Interview. Rebecca D'Agostino-Bailey Leadership in Nursing
Professor Glenna Lou Nelson November 21, 2006 Leadership ...
... a professional development course in advanced nursing at the ... covered in the course
were leadership, ethics, and ... The first interview was done at the start of ...
... it much easier to conduct an interview and get ... in non - profit and religious - based
nursing homes. ... from its inception with insightful leadership, a committed ...
... me because I like to have leadership positions and ... Although nursing is something
that I want to do ... I had to research careers, conduct an interview, and complete ...
... HR Director HR Director Chief Nursing Officer Decrease ... a strong and consistent exist
interview strategy 3 ... relationship with customer service leadership program. ...
Submitted by ishtar_rhami on December 7, 2006
Category: Social Issues
Words: 860 | Pages: 4
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Rebecca D'Agostino-Bailey
Leadership in Nursing
Professor Glenna Lou Nelson
November 21, 2006
Leadership Interview: Deb Towns
Deb Towns is the nurse manager of the cardiac rehabilitation program at Memorial Medical Center. She is an R.N. whose leadership position is unique because she also created the program she is in charge of. Deb had a vision and used her leadership skills to see that vision become a reality.
The cardiac rehab program began because there was a need. One of the qualitites in an effective leader is the ability to recognize a need and take action to make that need met. Deb began her nursing career after graduating from West Shore Community College by working briefly in Grand Rapids before settling at MMC in the mid-eighties. She worked as an R.N.. In a variety of settings including Med/Surg and CCU. While working in these capacities Dr. Persson approached her a number of times about the need to have a rehab program for cardiac patients. This patient population was not being served locally. Deb would agree with him, saying "Yes, it would be nice to have a rehab program," and that would be it. Then in 1990 Deb's first child was born. At the same time the CCU needed a manager and Deb was filling in as an interim for the department. This position had a very demanding schedule that included weekends, being on call, and rotating shifts. The hospital was not actively interviewing for a CCU manager and what was supposed to be an interim position now did not have a foreseeable end. With a newborn at home, Deb needed more flexibility in her work schedule. This was the turning point that spurned Deb to take action to meet the needs that were before her.
The answer to Deb's personal dilemma took the shape of creating a cardiac rehabilitation program. Deb could see that working in this specialty would give her the family-friendly schedule she desired. She took the initiative to approach Dr. Persson to see...
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