1. Healthcare Policy Maker
Claudette D. Johnson
Grand Canyon University
Nursing and Leadership Management
NRS-508
May 2, 2012
Team Red presents our Servant Leader: Dale Beatty RN, BSN, MSN, NEA-BC. Please enjoy.

2. Servant Leadership Ability to listen & truly understand
Keep open mind, hear without judgment
Deal with ambiguity & complex issues
Believe that sharing challenges and asking for input is more important than personally providing solutions
Be clear on goals, directing without ordering
Be a servant, helper, & teacher first, leader second
Think before reacting
Choose words not to damage those being led
Ability to use foresight & intuition
Seeing things whole and sensing relationships and connections
Stephen Covey explains the differences in management and leadership as “management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall” (as cited in Marquis and Huston, 2008). It has been argued whether leadership is just one of a manager’s functions, or something more than management that takes more complex skills than just taking care of the business. Marquis and Huston discuss how you really can’t have one without the other, as they do indeed complement each other. In reality, a leader may be the one who really makes a manager’s vision happen through their ability to influence the work habits and attitudes of others.
Leadership can be defined as “one's ability to get others to willingly follow” (Hakala, 2008). Long gone is the leadership style that controls the employees. Today’s leaders act with visionary plans, working with the employees to create, organize, and lead a plan to fruition (Jooste, 2004). Leadership has been seen since biblical times, shown through both example and style. One does not have to be the strongest to be a leader, but be able show the qualities needed to empower others to act such as creativity, integrity, humility, fairness, dedication, commitment, assertiveness, openness, magnanimity, and a sense of humor (Hakala, 2008).
Servant Leadership is a style in which the manager leads by putting themselves in a role to serve others and by meeting the needs of the team (Marquis & Huston, 2008). Many feel servant leadership is a part of democratic leadership as the group as a unit is involved in the decision making (Mind Tools, n.d.). Marquis and Huston (2008) suggest that servant leadership through serving the needs of the followers, or employees, they empower them rather than the organization giving the employees a sense that their needs are important and are taken care of, thus helping them grow as individuals and more likely to become servants themselves (Syque, 2007). This empowers them to achieve the goals of the organization, creating even more leaders for the organization.
Servant leadership is styled after the one many feel was the most effective leader of all times, Jesus Christ, who showed those who were his followers through example the best way to behave in leadership. Servant leadership leaders do not lead by a “do as I say” model, but rather by “walking the walk” in showing their employees that they will work with and alongside the employees to achieve success. Effective servant leaders have the qualities of being a good listener, having empathy, foresight, stewardship and commitment to the growth of their employees, being aware, and being persuasive (Syque, 2007). This role involves being a very moral person and doing what is best for the team.
Marquis & Huston, 2009

3. Servant Leader: Dale Beatty RN, BSN, MSN, NEA-BC
Becoming a leader for Dale was not a strategic plan. He didn’t start out in school with nursing as a career plan. Dale found early in his nursing career that when you want to change the ways you work or do things, you need to become involved to make that happen. He first started out wanting to make a change, so he started a committee. To become a leader, you then move on from there. In wanting to lead, you want and need to make a difference, and then make an impact. Dale enjoys seeing and working with people who want to make a difference and the beauty of everything is the commonality in the caring for people which lines up with staff and administration. Before you know it, you’re involved at where you are: a leader.

4. Educational Background
Bachelors of Science in Nursing Ohio Wesleyan University, Delaware, Ohio
Masters of Science in Nursing DePaul University, Chicago, IL
Nurse Executive Advanced- ANCC Board Certification (NEA-BC)
Honors:
Who’s Who in American Colleges and Universities
Recipient of the Veteran’s Administration’s Health Professional Scholarship
Member of Sigma Theta Tau
Dale entered college not exactly knowing what he wanted to do. In trying to figure out his direction, he began working in rehab and switched to pharmacy. However, with still no major after two years, he started working at a nursing home over the summer and absolutely loved the patient care interaction. Being a man, he never would have thought of nursing as a good career. In fact, it was a long time before he shared with others he was pursuing a degree in nursing. When he did start talking about nursing, he was met with a lot of push back including people talking about nursing being a dead end job and he would not make any money in choosing nursing as a career. Dale is ecstatic that it turned out to be the total opposite.

5. Professional Memberships
American Organization of Nursing Executives
Illinois Organization of Nurse Executives
American Association of Critical Care Nurses
Illinois Coalition of Nurse Resources
Sigma Theta Tau International: Honor Society for Nursing
Boards and Committees:
Hospice of Northern Illinois - Board of Directors
Illinois Organization for Nurse Executives - Board of Directors / President-Elect
Illinois Coalition for Nursing Resources - Board of Directors
Nursing Spectrum: A Gannett Company - Advisory Board
McKesson Clinical – Advisory Board
Sate of Illinois Nurse Practice Act Task Force
MCHC Workforce Taskforce; Co-Chair
MCHC Nursing Subcommittee
NRC Picker Institute Editorial Board
Illinois Team: Workforce Development
ANCC Magnet Designation Appeals Panel
Joint Commission’s Accreditation Appeals Panel
Power of Nursing Leadership Host Committee University of Illinois
Dale is active in many nurse executive committees, and is the president elect of the Illinois Organization for Nurse Executives.
He has authored and co-authored many publications and participated in many presentations addressing management, and clinical as well as legislative issues. Most recently, Dale presented in Los Angeles, California at the Third World Medical Tourism and Global Healthcare Congress- Sustainable Healthcare conference on the topic “Optimizing Capital Investments in Healthcare Facilities Through Prototype Development & Simulation Evaluations Prior to Implementation”.
~ Personal communication, Dale Beatty, November 19, 2010

6. Employment History
Executive Vice President- Hospital Operations/Chief Nursing Officer- Northwest Community Healthcare, Arlington Heights, Illinois May present
Vice President Patient Care Services & Chief Nurse Executive- St. Francis Hospital and Healthcare, Blue Island, Illinois July May 2005
Director, Cardiac, Vascular and Emergency Trauma Services & Interim Director, Medicine & Oncology/Palliative Care and Home Hospice, Northwestern Memorial Hospital, Chicago, Illinois
Director, Cardiac, Vascular and Emergency Trauma Services Northwestern Memorial Hospital, Chicago, Illinois
Manager, Cardiac Catheterization Laboratories, Northwestern Memorial Hospital, Chicago, Illinois
Interim Manager, Neurosurgical Intensive Care Unit, Northwestern Memorial Hospital, Chicago, Illinois
Clinical Nurse Manager, Cardiac Surgical Intensive Care Unit, Northwestern Memorial Hospital, Chicago, Illinois
Assistant Clinical Nurse Manager, Northwestern Memorial Hospital, Chicago, Illinois
Staff/Charge Nurse, Cardiac Surgical Intensive Care Unit, Northwestern Memorial Hospital, Chicago, Illinois
Staff/Charge Nurse, SICU/MICU, Chicago Lakeside Veteran’s Administration, Chicago, Illinois
Staff Nurse/PCA, Open Heart/Vascular Step Down/ Cardiac Telemetry, Riverside Methodist Hospital, Columbus, Ohio
Financially, Dale spoke about his educational journey and how he had applied for the Veteran’s Administration’s (VA) Health Professional Scholarship. The scholarship afforded for his tuition and housing during his pursuit of his degree. This scholarship also required for him to work with the VA for two years post graduation, thus, prompting his move to the Chicago area at 23 years old. After fulfilling his VA obligation, he transferred to Northwestern Memorial Hospital where he worked in a variety of roles as listed above. His managerial roles include managing an open heart unit, Cath Lab, and Neuro ICU. He was then promoted to director of CCU and emergency services/surgery. His directorship roles include: CCU and emergency director and an interim director of medicine, oncology/palliative care and home hospice. The majority of his nursing career, 15 years, was at Northwestern Memorial Hospital. Dale had a wonderful opportunity at St. Francis Hospital and Health Center, based out of St. Louis, to be the Vice President of Patient Care Services and Chief Nurse Executive, a position he held for four years. In 2005, he came to Northwest Community Hospital (NCH) as the Executive Vice President of Hospital Operations and the Chief Nursing Officer. He claims NCH is the best place he’s worked at in his career – respectfully.
~Personal communication, Dale Beatty, November 19, 2010

7. Impact on Nursing Practice
Positive nursing role model with authority that offers servant leadership
Legislative Advocacy: Nurse ratio Legislation
Provides competent experienced nursing leadership
Supports nursing as a profession
One stated quality of a servant leader is the ability to use foresight and intuition. Dale models this through his involvement in the politics of nursing. He feels nurse leaders have a responsibility to influence policy change especially at the state level. He worked on the Nurse Ratio proposal with legislation, and was active in setting policies while working on the Illinois Nurse Practice Act. Another issue that has his attention is the predicted gap in the nursing workforce by He states it is crucial we look for ways to combat that now.
Dale feels as nurses we should be informed on issues which affect our practice. He will often send team s to the nursing staff regarding practice issues in the legislature. We have been invited to write letters to our congressman or to read an article pertaining to an important nursing issue.
Dale shared with us that he collaborates with nurse leaders throughout the city of Chicago as well as across the state of Illinois on issues regarding nursing practice. In doing so, he demonstrates the importance of relationships and making connections.

8. Impact on the Nursing Profession
Nurse Residency Program
Shared Governance Model
Supporting the Growth of Individuals
Provides a sense of self worth to seasoned nurses and a sense of opportunity to graduate nurses
Dale has impacted the profession of nursing on several levels. He believes in fostering the profession of nursing through new graduates. Northwest Community has always had a nurse residency program, but it has become more active under Dale's leadership. He is committed to hiring new graduate nurses, seeing them as an important resource for our future. We currently hire approximately 50 new grads each year. Dale created a separate budget for the nurse residents, which gives units the incentive to hire them. Most facilities struggle with new grads, but Dale feels NCH knows how to transition them into the culture. The vision of the nurse resident program provides the graduate nurses an opportunity to transition more easily into the nursing culture and the more experienced nurses a chance to share their wisdom and experience. This allows both parties to reach their desired goal.
Another example, enabling others to act and modeling the way, Dale exhibits in the area of professional certifications. He encourages nurses within the organization to seek their professional certifications. He believes this empowers nurses and credits nursing as a profession. To help with this, NCH offers study groups and support for nursing seeking their professional certifications. Because he felt compelled to set a good example for others within the organization, he recently received his professional certification after almost 30 years.
Dale feels the culture of nursing demands a Shared Governance Model. He believes Shared Governance allows nurses to have a voice in decision making. It provides a forum which enables nurses to reach out to administration with ideas and suggestions. This strengthens the individual as well as the organization.
Dale also feels that having Magnet status is great, but it is the Magnet framework that helps the organization grow. We are now more focused on supporting the growth of individuals. The current cohort with Grand Canyon University (GCU) is a prime example. He states at present there are 48 individuals pursuing higher level degrees. Dale feels our partnership with GCU gives us an advantage when hiring ADN nurses as it provides an avenue for them to advance their career.

9. Impact on Individuals Leaders should be visible Answers all e-mails
Especially from staff nurses
Office is accessible to all employees
At one point during the interview Dale shared some personal feelings with the group. He is aware that people want their leaders to be visible, but he finds this a challenge with all that is currently going on in the building; expansion, budget constraints, and reorganization of administration. It is difficult to find a balance as staff are busy on their units and a "walk through" on the units does not allow for meaningful interaction. He enjoys interacting with the shared governance and GEMS organizations where you can try to talk with at least a few people from all the units and help people feel comfortable talking to members of the administration. He doesn’t want to invade personal space but he feels it is very important to want to reach out and connect with the staff.
A servant leader is said to have the ability to listen & truly understand. Dale exemplifies this by personally answering every he receives, especially if it is from a staff nurse. He feels this allows for more of a connection. Recently an from a staff nurse led to a personal meeting to discuss her concerns regarding the upcoming uniform policy change. Dale said he needs to hear those kinds of things, adding, "people give you the answers if you open yourself up".
We were all impressed with the set-up of Dale's office. While it is located in the administrative area with his secretary in the front office, he has a “back door” with a window that is accessed through a common hallway. In fact, the hallway is quite busy as it leads to the cafeteria. Dale has an open door policy and states he loves when people stop by. 
When speaking to Dale one is struck by the ways in which he truly acknowledges the staff as individuals. He has an awareness of how his position, style, and values impact each of us. 

10. Contributions to Community
Involved in Nursing Practice Act
Influence on state level
Awareness of Legislation
Legislative Advocacy
Magnet Designation
New Opportunities with the Organization
Dale has been very involved within the community setting. He was directly involved in writing the Nursing Practice Act in Illinois, which directly affects nursing conditions within the state of Illinois. In addition, he brought legislation awareness to the staff. State nursing legislation was not in the culture of Northwest Community Hospital, but Dale was able to bring it to the attention of the staff and get the staff involved.
Dale has been very involved with starting Magnet awareness within the Chicago-land area. Now, the Chicago area has more Magnet hospitals than any other area in the nation. This helps to raise the bar for the community and encourages other hospitals within the community to work better toward keeping up with each other.
Additional community contributions involve looking for new opportunities within the organization. By increasing the availability of the organization to the community it helps improve the community. Expansion of the hospital also opens up more opportunities within the community for jobs.

11. Nursing Practice Act
Answers all s
Especially from staff nurses
Office is accessible to all employees
At one point during the interview Dale shared some personal feelings with the group. He is aware that people want their leaders to be visible, but he finds this a challenge with all that is currently going on in the building; expansion, budget constraints, and reorganization of administration. It is difficult to find a balance as staff are busy on their units and a "walk through" on the units does not allow for meaningful interaction. He enjoys interacting with the shared governance and GEMS organizations where you can try to talk with at least a few people from all the units and help people feel comfortable talking to members of the administration. He doesn’t want to invade personal space but he feels it is very important to want to reach out and connect with the staff.
A servant leader is said to have the ability to listen & truly understand. Dale exemplifies this by personally answering every he receives, especially if it is from a staff nurse. He feels this allows for more of a connection. Recently an from a staff nurse led to a personal meeting to discuss her concerns regarding the upcoming uniform policy change. Dale said he needs to hear those kinds of things, adding, "people give you the answers if you open yourself up".
We were all impressed with the set-up of Dale's office. While it is located in the administrative area with his secretary in the front office, he has a “back door” with a window that is accessed through a common hallway. In fact, the hallway is quite busy as it leads to the cafeteria. Dale has an open door policy and states he loves when people stop by. 
When speaking to Dale one is struck by the ways in which he truly acknowledges the staff as individuals. He has an awareness of how his position, style, and values impact each of us. 

12. “I feel completely blessed to be in nursing”
Motivation
“I feel completely blessed to be in nursing”
Talking with Dale, it was apparent that he is motivated by the profession of nursing. He told us, “I feel completely blessed to be in nursing”. He loves what he does and he loves coming to work. Dale feels the folks he works with are unbelievably bright and it is exciting to be around them. Physicians, nurses, and the CEO are all caring individuals who are actively involved in making a difference in the lives of those patients we serve.   
~ Personal communication, Dale Beatty, November 19, 2010

13. Expectations Achieve the mission of organization Strive for excellence
Checks and balances
Be a teller of truth
Support one another
Be in alignment with the vision of the organization
Dale’s expectations of himself through his work at NCH are to achieve the mission of the organization. NCH’s mission is “to provide quality, compassionate healthcare services to the people of the northwest community” (NCH, 2010). He also strives for excellence. It is important that each member of the team do a check and balance of each other to achieve the goal of the mission and vision of the organization. This ensures that all are accountable. As a leader it is important to be a truth teller and to say what your concerns are and to support each other. Dale says that it is important that alignment of the vision is there to help achieve the mission.

14. Mentoring
Mentorship and support is important no matter where you are professionally within an organization.
Mentoring is absolutely vital to any organization. For a successful company there must be individuals that provide mentorship and support to other employees at all levels of the organization. Recently Dale has found that to be a challenge because it is isolated “at the top”.
He believes that being a part of upper managements changes the relationships he can have with other staff and individuals, which makes it difficult to provide as much mentorship as he would like to be able to provide. On the other hand he has excellent partnerships with others in upper management and it helps provide the professional therapy he believes in necessary to keep going on a daily basis.

15. Proud Accomplishments
3 CNOs in the area that once reported to him
Development of others
Seeing people grow professionally
Mentoring
Dale’s proudest accomplishments have to do with the development of other people, even if that means they develop beyond your own ability. Three of the people that once reported to Dale at Northwestern Memorial Hospital are now CNOs within the Chicago-land area. This is accomplished by a mentoring attitude. Dale especially appreciates working with people and seeing them grow professionally. He finds it gratifying to know that through his mentoring he may have helped them in their success along the way.

16. Inspiration CNO at Northwestern Memorial Hospital Mother & Sister
Nurses
CNO at Northwestern Memorial Hospital
Provided insight and development into his own career
Dale takes his inspiration from his Mother and his sister who are both nurses as well. They provided him the strength to pursue his nursing degree and get involved within the nursing community. In addition, he mentioned that the CNO at Northwestern Memorial Hospital was a big inspiration to him because he provided insight and development into Dale’s career.

17. Challenges/Obstacles
Trying to align different ideas with the goal of the organization
Culture and change colliding
Culture will always trump change unless it can be supported.
Conflict between people
One of the biggest obstacle that Dale feels like he deals with is the fact that many people have many different ideas, but he needs to find a way to align those ideas together to best benefit the organization while keeping everyone involved. He wants everyone’s values and beliefs to align, which is not always possible. It can also be very frustrating when it isn’t possible to accomplish things as fast as you want because you need to deal with those differences.
Another difficulty is the necessity of change which often collides with the culture of the organization. If leadership tries to implement a change without proper support behind it, the culture of the organization will always win out.
Conflict between people working together is an additional challenge that must be worked through. This is mostly due to the fact that people focus on their differences and not their similarities which then causes conflict and frustration within the group and decreases productivity.
The best way to overcome these challenges is by conversation and working towards similarities instead of differences.

18. Serve
In conclusion, our organization, community, and nurses are proud to have a servant leader like Dale representing Northwest Community Hospital.
We seek not to lead but to serve first and find that in serving, our greatest influence is leading Benjamin Lichtenwalner

19. References
Hakala, D. (2008, March 19). The top 10 leadership qualities. HR World. Retrieved from qualities / Jooste, K. (2004). Leadership: a new perspective. Journal of Nursing Management, 12(3), Retrieved from Lichtenwalner, B. (2010, November). The modern servant leader: Servant leadership manifesto. Servant Leadership and Technology. Retrieved from Marquis, B. L., & Huston, C. J. (2009). Leadership roles and management functions in nursing: Theory and application (6th ed.). Philadelphia, PA: Lippincott, Williams, & Wilkins. Mind Tools.com. (n.d.). Leadership styles. Retrieved from Northwest Community Hospital. (2010). About NCH: Mission & Values. Retrieved from Syque. (2007). Leadership. ChangingMinds.org. Retrieved from