Power, influence, advocacy, and authenticity are all important prerequisites that an effective leader in the nursing profession needs to apply for an effective model of leadership (Weiss, Tillen & Morgan, 2014). Leadership differs from management as it is more of making the followers want to do something as opposed to making them do it. It is important to note that followers not only look up to leaders for guidance but also rely on them to be their champions in their workplace, and the four prerequisites assist one another to attain both ends. Power is the use of authority to enforce while influence is the use of charisma to motivate (Manojlovich & Ketefian, 2016). Advocacy mainly applies in the championing arena where the followers need to know that the leaders are acting for and on their behalf (Dyness et al., 2016). Finally, authenticity is important to create an effective relationship between the leader and the followers. The four prerequisites cannot exist in isolation but must be balanced so that they can work together for the overall effectiveness of leadership.
Nursing is a profession where a singular error can lead to the loss of a life or severe adversities for a patient hence the need for power to motivate all the nurses to toe the line and work within the rules and regulations (Weiss, Tillen & Morgan, 2014). However, some characteristics needed in nursing such as kindness, caring and interpersonal relationships with patients cannot be compelled, hence the need for influence to make the nurses aspire for these qualities (Sinclair et al., 2016). Without a good working environment, nursing would still fail, hence the need for advocacy to improve working conditions and provide better facilities (Dyness et al., 2016). For instance, if nurses lack appropriate equipment to perform their duties, all their efforts will be in vain. Finally, authenticity creates the ability for the nurses to trust their leader and be willing to follow the leader’s advice, instructions, and example (Malik, Dhar, & Handa, 2016). Followers can sense deceit or lack of honesty which would lead to disconnect and lack of harmony in teamwork. When all four prerequisites exist and are exhibited contemporaneously in the same leader, the team of nurses under the leader will operate effectively and flawlessly.
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References
Dyess, S. M., Sherman, R. O., Pratt, B. A., & Chiang-Hanisko, L. (2016). Growing nurse leaders: Their perspectives on nursing leadership and today's practice environment. Online Journal of Issues in Nursing , 21 (1), 4. https://doi.org/10.3912/OJIN.Vol21No01PPT04
Malik, N., Dhar, R. L., & Handa, S. C. (2016). Authentic leadership and its impact on creativity of nursing staff: A cross sectional questionnaire survey of Indian nurses and their supervisors. International Journal of Nursing Studies , 63 , 28-36
Manojlovich, M., & Ketefian, S. (2016). The effects of organizational culture on nursing professionalism: Implications for health resource planning. Canadian Journal of Nursing Research Archive , 33 (4). 15-34
Sinclair, S., McClement, S., Raffin-Bouchal, S., Hack, T. F., Hagen, N. A., McConnell, S., & Chochinov, H. M. (2016). Compassion in health care: An empirical model. Journal of pain and symptom management , 51 (2), 193-203
Weiss, D., Tillen, F. J., & Morgan, M. J. (2014). The interprofessional health care team: Leadership and development. Burlington, MA: Jones & Bartlett Learning. ISBN-13: 9781449673369 (Available as eBook) (Weiss, Tillen)
