Empowerment in the Leadership Environment, Essay Example

“Tom Peters, co-author of the book, In Search of Excellence, said “Leaders don’t create followers, they create more leaders.”  E.M. Kelly, the first military pilot to be killed in an airplane crash said, “Remember the difference between a boss and a leader; a boss says “Go!” – a leader says “Let’s go!” Empowerment can be defined as the spiritual, political, social, and economic strength of individuals and communities.  Peters and Kelly seem to intuitively know how to manage people so that their followers were inspired to emulate their behavior (2010).

As a nurse working in the long term care unit of our hospital, our department is separated into two groups.  I’ve noticed that the groups have two different management styles.  My group is very productive (e.g. – projects completed on time and under budget).   Employees demonstrate expert knowledge and dedication to the field of nursing.  At meetings, the same employees can be expected to actively contribute to the topic of discussion.  Predictably, other employees (“sheep” followers) tend to contribute only when asked.

During my review, my administrator suggested that I refrain from asking too many questions.  She advised me to find some answers on my own.  Ironically, I often updated the administrator and my director of nursing regarding the independent solutions I had already enacted without his input.  Additionally, my suggestions for dealing with long-term, ongoing problems that were markedly affecting productivity were not discouraged, but they were not enthusiastically accepted.

In the book The New Leadership Challenge: Creating the Future of Nursing (3^rd edition), by Sheila Grossman and Theresa Valiga, the results from the Leadership Environment Assessment Survey were 8 positive responses and 10 negative responses for a total of 18 questions.  Specific questions and answers were:  1) Open to new ideas (No), 2) Favorable to [employees] raising questions regarding what is being done (No), 3) Questioning attitude accepted (No), and 4) Put individuals in a “box” (Yes) – this answer is a negative response.

Objectively speaking, I do not think the management staff of the hospital will ever be totally open to new ideas.   After I made suggestions for improvement, I frequently heard, “Well, that’s just the way it’s always been.”  I did enjoy a highly enlightening informal “mentorship” with a charge nurse who helped me put my concerns in perspective.  She spoke about strategy vs. confronting the “culprit.”  Additionally, she educated me about the impact of relationships – not just productivity – at work.   In an effort to empower myself, I could seek the advice of a mentor, attend courses like the one offered by the National Student Nurse Association, and conduct role playing.

Other responses included:  6) Competition healthy and productive (Yes), 7) Talent of individual recognized (Yes), 8) Members expected to guide and support (No), 11) Followers seen as valuable (Yes), 12) Take risks (No), 14) Different group members given the opportunity to take the lead (No).  (2009, Student Assessment section).  As I reflect on my behavior, I realize that I could be more observant at meetings and emulate the employee who has a convincing (leadership) demeanor.  This would also increase my confidence so that I could learn to be more assertive and take risks.

To encourage competition, nurses play games that require Team A and Team B to demonstrate a concerted effort to reach communal goals.  Individuals who exceed quotas are recognized at meetings.  Managers (informal mentors) boast an “open-door” policy regarding concerns.  Followers are acknowledged as an integral part of the team.

Educating yourself about leadership through observation, reading biographies of leaders, and attending conferences are mandatory.  Grossman says, “Reflection helps you to understand your [speaking] style, vision, and willingness to share your power with co-workers” (163). Very few people are “natural born” leaders; followers need to be trained.

References

Grossman, S.C., Valiga, T.M. The New Leadership Challenge:  Creating the Future of Nursing, 3^rd Ed. (Weil A T Forrester Jay W Williams J Clifton Walter Mischel People’S Daily Addiction Search 1971 “Counterintuitive Behavior of Social Systems”)

Peters, T. Retrieved from http://www.tompeters.com/blogs/bio/docs/Tom_Peters_Brief_Bio.0919.pdg