Leadership can be defined as the ability to guide and direct a group towards a coherent and proper functioning. An individual can become an effective leader through a complex process. One should possess adequate values that would lead trust and influence among the individuals that the leader is entrusted to. For the second part of the interview, a nursing leader R.K. who had more than 15-years’ experience working as a nurse leader in her organization. She works as a supervisor in the medical surgery unit. She had made significant achievements and made several contributions to the success of quality health care in her unit. This paper analyzes the roles undertaken by the leader, the perceptions regarding professionalism, stewardship among leaders, and a comparison based on Part I and Part II of the interviews.
Role as A Health Care Team Member
R.K. has been responsible for supervising, organizing, and directing some of the roles and responsibilities of her nursing staff. She identified that her main role as a team member was to ensure that the nursing workforce in her unit works efficiently. She ensures that the workforce is sufficient and that nurses are not overworked. She also takes part in solving disputes and conflicts among the staff. Collaboration and communication appeared as critical to the proper functioning of her team (Lancaster et al., 2015). She also observed that it was important for her to actively engage other nurses and a combined effort between the staff and leaders facilitated a proper work environment.
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Professionalism and Professional Responsibility
The interviewee observed that professionalism involves upholding the values and ethics required in one’s field and showing respect for autonomy. Shoe observed that leaders and individuals that are in power should understand professionalism and one does not need to have the capacity of a leader to be able to show professionalism. She further observed that professional responsibility influences her work through ensuring that as a leader she is accountable and responsible.
Stewardship as a Leader
Stewardship is critical to the delivery of quality and safe patient care and ensuring the overall effectiveness of the leadership (Patterson & Krouse, 2015). R.K. observed that she embraces stewardship by showing dedication, discipline, and team effort in her work. She also strives to be the best role model in her work. She strives to pass critical values by first being a role model and later offering motivation and guidance.
Professional Advocacy and Authenticity
The interviewee observed that all the qualities of advocacy, authenticity, power, and influence played a critical role in successful leadership. Advocacy enables the leader to demonstrate professionalism and facilitate effective leadership. Authenticity was important because it enabled leaders to provide leadership without biased judgments and through integrity and honesty. Values may differ from one leader to another but a good leader will always be authentic showing truthfulness and genuineness in their work (Copeland, 2016) Power and influence were also identified as critical because it provides an avenue where leaders can motivate other individuals to undertake a specific action.
Comparison of Responses
The responses from the peer and leader interview had several similarities and a few differences. The two respondents showed that teamwork, collaboration, and communication in the health care setting is important to facilitate quality of care. The two also agreed that leadership and stewardship are critical aspects of a successful organization. However, the responses were different in the depth of the responses. For instance, the understanding of stewardship was different. The leader observed that stewardship occurs when the leader served as a role model while the peer individual observed that leaders should show those values. The differences in the depth of the responses were as a result of the difference in perceptions and experiences.
References
Copeland, M. K. (2016). The impact of authentic, ethical, transformational leadership on leader effectiveness. Journal of Leadership, Accountability and Ethics , 13 (3), 79.
Lancaster, G., Kolakowsky ‐ Hayner, S., Kovacich, J., & Greer ‐ Williams, N. (2015). Interdisciplinary communication and collaboration among physicians, nurses, and unlicensed assistive personnel. Journal of Nursing Scholarship , 47 (3), 275-284.
Patterson, B. J., & Krouse, A. M. (2015). Competencies for leaders in nursing education. Nursing education perspectives , 36 (2), 76-82.
