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Every Nurse Is a Leader
EDITORIAL Every Nurse Is a Leader PATRICIA C. SEIFERT RN, MSN, CNOR, CRNFA, FAAN, EDITOR-IN-CHIEF
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lassic theories of leadership have focused on leaders’ attributes or on the emotional relationship between the leader and followers. Attribution theory concerns the traits and behaviors of the leader as perceived by the followers, who may not base those attributes on objective fact. The psychodynamic approach describes a learned socialization process that guides the leader’s behavior and the followers’ reactions. The focus is on traits, behaviors, a leader’s style, and situational factors. These theories assume a unidirectional influence of the leader on the followers (“I say, you do”), a unique leader personality (ie, charismatic), and leaders who are active versus followers who are passive and reactive. In addition, classic leadership systems illustrate a strict hierarchy with the leader at the top. Classic systems clearly demonstrate who has power and who does not.1 Current views of leadership reflect the importance of complex, interactive, and dynamic processes. Of special importance is the recognition that roles are not always clear and static, and that an organization’s members do not always follow. A formal and clear distinction between leader and follower is no longer possible.1 Nor is it possible to define leadership in terms of power. Leadership among volunteers who do not have formal power is especially relevant in an organization like AORN, where leading is often seen as service to
members and to the greater health care community. Members are free to follow the direction set by the leaders, but they will only do so if the goals are meaningful and facilitate their personal and professional growth.2 In the current posthierarchical system of leadership, an organization’s members actively pursue their own commitments in addition to those of the organization, influence each other, and accept the limits of the leaders’ influence.1 Interestingly, leaders’ limitations provide opportunities for members to display their own talents, knowledge, and skill, and create a pathway for members to contribute to the organization and, thus, become leaders. Wise leaders are aware of their deficiencies and will seek out and bring into an organization those individuals with the requisite talents and skills needed by the organization to achieve its goals.
LEADERSHIP SKILLS I would suggest that there are many skills that form the foundation of leadership ability. Among these are leadership skills associated with
Networking—recommending individuals for positions, serving on committees or task forces, “connecting” colleagues (in person or cybernetically) who may not know each other but who have complementary interests and talents (eg, introducing an expert on doi: 10.1016/j.aorn.2010.04.010
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AORN Journal ●
July 2010
Vol 92
No 1
© AORN, Inc, 2010
EDITORIAL
laparoscopic surgery with someone who is preparing an article on the subject). Articulating one’s talents—in writing or verbally, to organizational leaders by describing clearly how those attributes can contribute to the organization’s goals and objectives (eg, submitting an AORN Willingness-to-Serve form3). Competence and clinical skill—serving as a resource for colleagues, a role model, a patient advocate, or a quality champion. Questioning—asking difficult, candid, or unpopular questions to identify or clarify potential safety issues; raising safety issues that affect other disciplines (eg, medicine, anesthesia) or specialties (eg, postanesthesia care unit nurses, critical care nurses). Mentoring— helping others to grow and, if applicable, promoting succession (ie, replacing oneself). Sharing knowledge— helping others to learn new or improved techniques and technologies.
AORN RESOURCES AORN offers many pathways to leadership. AORN’s Leadership Conference, which will be held July 16 to 18, 2010, in Denver, Colorado, is a valuable source of shared national and local talent, knowledge, and skill. AORN’s Organizational Leadership Tool Kit includes numerous resources that help develop leadership skills.4 The AORN Leadership Skills Self-Assessment5 is a helpful checklist for identifying types of skills: communication, organizational, visionary, professionalism, advocacy, and knowledge skills. Visit
www.aornjournal.org
AORN’s web site at http://www.aorn.org for other leadership resources. PRACTICING LEADERSHIP Acquiring leadership skills is within the realm of the novice leader. Practicing these skills and seeking new opportunities to use them will strengthen the nurse’s repertoire of leadership talent and pave the way for a more robust leadership role. Every nurse is a leader. References 1.
2.
3.
4.
5.
Winkler I. Contemporary Leadership Theories: Enhancing the Understanding of the Complexity, Subjectivity and Dynamic of Leadership. Heidelberg, Germany: Physica-Verlag; 2010. De Pree M. Leading Without Power: Finding Hope in Serving Community. San Francisco, CA: Jossey-Bass Publishers; 1997. Willingness to Serve. AORN, Inc. http://www.aorn.org/ applications/willingness/Default.aspx. Accessed April 28, 2010. Organizational Leadership Tool Kit. AORN, Inc. http://www.aorn.org/Community/Organizational LeadershipDevelopment/AboutAORNOrganizational Leadership. Accessed April 28, 2010. AORN Leadership Skills Self-Assessment. AORN, Inc. http://www.aorn.org/docs/assets/FCF30CC6-D305-B74B -E01D2BA13F1D4CC1/AORNLeadershipSkillsSelf Assessment.pdf. Accessed April 28, 2010.
Patricia C. Seifert, RN, MSN, CNOR, CRNFA, FAAN, is Editor-in-Chief of the AORN Journal and an education coordinator for the Cardiovascular Operating Room at Inova Heart and Vascular Institute, Falls Church, VA. Ms Seifert has no declared affiliation that could be perceived as posing a potential conflict of interest in the publication of this article.
AORN Journal
5
C
lassic theories of leadership have focused on leaders’ attributes or on the emotional relationship between the leader and followers. Attribution theory concerns the traits and behaviors of the leader as perceived by the followers, who may not base those attributes on objective fact. The psychodynamic approach describes a learned socialization process that guides the leader’s behavior and the followers’ reactions. The focus is on traits, behaviors, a leader’s style, and situational factors. These theories assume a unidirectional influence of the leader on the followers (“I say, you do”), a unique leader personality (ie, charismatic), and leaders who are active versus followers who are passive and reactive. In addition, classic leadership systems illustrate a strict hierarchy with the leader at the top. Classic systems clearly demonstrate who has power and who does not.1 Current views of leadership reflect the importance of complex, interactive, and dynamic processes. Of special importance is the recognition that roles are not always clear and static, and that an organization’s members do not always follow. A formal and clear distinction between leader and follower is no longer possible.1 Nor is it possible to define leadership in terms of power. Leadership among volunteers who do not have formal power is especially relevant in an organization like AORN, where leading is often seen as service to
members and to the greater health care community. Members are free to follow the direction set by the leaders, but they will only do so if the goals are meaningful and facilitate their personal and professional growth.2 In the current posthierarchical system of leadership, an organization’s members actively pursue their own commitments in addition to those of the organization, influence each other, and accept the limits of the leaders’ influence.1 Interestingly, leaders’ limitations provide opportunities for members to display their own talents, knowledge, and skill, and create a pathway for members to contribute to the organization and, thus, become leaders. Wise leaders are aware of their deficiencies and will seek out and bring into an organization those individuals with the requisite talents and skills needed by the organization to achieve its goals.
LEADERSHIP SKILLS I would suggest that there are many skills that form the foundation of leadership ability. Among these are leadership skills associated with
Networking—recommending individuals for positions, serving on committees or task forces, “connecting” colleagues (in person or cybernetically) who may not know each other but who have complementary interests and talents (eg, introducing an expert on doi: 10.1016/j.aorn.2010.04.010
4
AORN Journal ●
July 2010
Vol 92
No 1
© AORN, Inc, 2010
EDITORIAL
laparoscopic surgery with someone who is preparing an article on the subject). Articulating one’s talents—in writing or verbally, to organizational leaders by describing clearly how those attributes can contribute to the organization’s goals and objectives (eg, submitting an AORN Willingness-to-Serve form3). Competence and clinical skill—serving as a resource for colleagues, a role model, a patient advocate, or a quality champion. Questioning—asking difficult, candid, or unpopular questions to identify or clarify potential safety issues; raising safety issues that affect other disciplines (eg, medicine, anesthesia) or specialties (eg, postanesthesia care unit nurses, critical care nurses). Mentoring— helping others to grow and, if applicable, promoting succession (ie, replacing oneself). Sharing knowledge— helping others to learn new or improved techniques and technologies.
AORN RESOURCES AORN offers many pathways to leadership. AORN’s Leadership Conference, which will be held July 16 to 18, 2010, in Denver, Colorado, is a valuable source of shared national and local talent, knowledge, and skill. AORN’s Organizational Leadership Tool Kit includes numerous resources that help develop leadership skills.4 The AORN Leadership Skills Self-Assessment5 is a helpful checklist for identifying types of skills: communication, organizational, visionary, professionalism, advocacy, and knowledge skills. Visit
www.aornjournal.org
AORN’s web site at http://www.aorn.org for other leadership resources. PRACTICING LEADERSHIP Acquiring leadership skills is within the realm of the novice leader. Practicing these skills and seeking new opportunities to use them will strengthen the nurse’s repertoire of leadership talent and pave the way for a more robust leadership role. Every nurse is a leader. References 1.
2.
3.
4.
5.
Winkler I. Contemporary Leadership Theories: Enhancing the Understanding of the Complexity, Subjectivity and Dynamic of Leadership. Heidelberg, Germany: Physica-Verlag; 2010. De Pree M. Leading Without Power: Finding Hope in Serving Community. San Francisco, CA: Jossey-Bass Publishers; 1997. Willingness to Serve. AORN, Inc. http://www.aorn.org/ applications/willingness/Default.aspx. Accessed April 28, 2010. Organizational Leadership Tool Kit. AORN, Inc. http://www.aorn.org/Community/Organizational LeadershipDevelopment/AboutAORNOrganizational Leadership. Accessed April 28, 2010. AORN Leadership Skills Self-Assessment. AORN, Inc. http://www.aorn.org/docs/assets/FCF30CC6-D305-B74B -E01D2BA13F1D4CC1/AORNLeadershipSkillsSelf Assessment.pdf. Accessed April 28, 2010.
Patricia C. Seifert, RN, MSN, CNOR, CRNFA, FAAN, is Editor-in-Chief of the AORN Journal and an education coordinator for the Cardiovascular Operating Room at Inova Heart and Vascular Institute, Falls Church, VA. Ms Seifert has no declared affiliation that could be perceived as posing a potential conflict of interest in the publication of this article.
AORN Journal
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