“Queen” behavior in the workplace is not unique to nursing. However, in a predominantly female workplace, anger, powerlessness, frustration, and feelings of disrespect exist. Such conditions can foster the emergence of particularly aggressive behaviors attributed to the presence of a workplace queen. This chapter describes one of the most toxic workplace behaviors and its serious impact on patient care, staff relationships, and quality of work life. Managing the overt and covert operations of workplace terrorist behavior are revealed. In this chapter, you will learn: 1. To identify toxic behaviors in the practice setting 2. Tips for dethroning workplace queens and managing a toxic practice setting The use of the terms terror and terrorism in the context of workplace behavior may seem extreme, but the impact of toxic behaviors can be devastating to individuals, demoralizing to entire staffs, and damaging to the reputations of organizations and, tragically, patient care. The good news is that, thankfully, only a very small percentage of staff ever earn to title of the “queen” of workplace terrorism. Many queens seem unaware of their toxic behavior or status while almost everyone else is acutely aware. Queens are tough to manage (especially in a unionized environment). Many nurse managers can become victims of a queen when engaged in a power struggle. In a few of the worst-case scenarios, queens and their princesses deliberately set out to “destroy” any nurse manager who gets in their way, and the rate of turnover of nurse managers in a toxic practice setting becomes the lore of legends. Battles against a manager can be so psychologically fierce and physically draining that managers are unable to do their jobs and eventually end up leaving rather than continue the struggle. This situation is particularly distressing when it occurs (not exclusively) within the environment of professional caring. Workplace queens are the embodiment of unprofessional behavior that is nothing short of bullying. Although the topic of bullying is discussed in Chapter 13, queens deserve their own chapter because of their looming presence, prominence, and ability to survive for decades within the culture of nursing. Most nurses encounter a queen at least once in their career. They are well versed in insisting how “things are done around here.” For this reason, they are frequently feared and revered at the same time. Their power is insidious and they do their best work and their most damage where and when detection is least likely. The impact of the queen’s toxicity is not limited to the practice setting and can leech into other areas of the organization, community, and beyond. The counterparts of queens and princesses are, of course, kings and princes. The presence of a queen/king and his or her followers can seriously undermine efforts to recruit and retain. In nursing, there are likely to be more queens than kings because of the larger number of women in the profession. Although this chapter focuses on queens and princesses, it does not mean that men are exempt from similarly poor conduct. Gender usually determines how toxic behaviors play out in the workplace. Research on women’s patterns of relating, managing anger, and bullying provides valuable insight into the queen’s behavior. The culture of nursing is ripe for queen behavior, as evident in the old nursing old adage, “Everyone knows we eat our young,” which has lingered far too long. Workplace queens thrive because of nurses’ proclivity for stabilizing relationships. Not wanting to cause trouble, nurses maintain a culture of silence and apparent calm on the surface, while just beneath all hell breaks loose. Queens exist because they can. This tacit acceptance of queens and fear of dealing with them must end if nursing is to retain and recruit staff. Although tongue-in-cheek humor is used to bring this subject into the light of day, queen behavior is no laughing matter. “You can’t change what you don’t acknowledge,” to quote Dr. Phil, and nursing must take a long hard look at a profession that permits staff members to hurt one another while proclaiming they are “caring” professionals. The practice must end through reflection, examination, education, meaningful change and yes, disciplinary action for conduct unbecoming to a nurse. Queens have such great power in the workplace that it often allows them to supplant the role and authority of the nurse manager. Their power source comes from their ability to create a following in the workplace, inspire loyalty, and engage other staff in actions contravening healthy team relationships. The queen’s followers, or “queens in training,” often mimic the behaviors of the queen but generally do not possess the same degree of power. • The toxic impact of queen behavior is compounded when others are called to their majesty’s court. • Some go willingly while others join out of fear of becoming the next target.
Got Queens, Princesses, and Workplace Terrorists?
Managing Their Reign of Terror
WORKPLACE TERRORISM UNCOVERED
AN OVERVIEW OF KINGS AND QUEENS
QUEENS AND THEIR COURTIERS
FAST FACTS in a NUTSHELL
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