Picture this, you are in an interview for your dream job. The panel chair states, “This is the last question.” As you quietly sigh with relief, they follow with, “Describe your leadership style, and what makes you an effective leader?” Your mind goes blank, and then a corporate word salad enters your brain – bureaucratic, autocratic, situational, supportive, transformative … What do you say?
This article takes the first step in understanding leadership. It explores the essential qualities of an effective leader and encourages you to reflect on your own leadership style.
We cannot assume that all managers are good leaders or that you have to be a manager to lead. Some of our greatest leaders are amongst us. Think of a nurse educator who takes new graduates under their wing and guides them through the labyrinth of health care. They show them not just how to survive, but how to thrive. They help shape the new nurses’ future and, during tough times, may influence their decision to leave or stay in nursing. Effective leadership makes all the difference.
Leadership is the art of inspiring and guiding individuals toward a shared objective (Williams et al., 2023). It involves influencing others positively, harnessing their collective efforts, and setting a clear direction (Yoder-Wise, 2022). When we dissect leadership, critical qualities of a leader surface, they are personal traits and characteristics that are common in effective leaders.
Effective communication
Effective communication is a cornerstone of successful leadership, especially within the nursing profession. Effective communication is not just about transmitting information; it is about fostering collaboration, promoting patient wellbeing, and creating a cohesive nursing team (Shakiya, 2023). Nursing environments can be stressful, and conflicts may arise. Effective communication equips nurse leaders with the skills to address disagreements, resolve issues, and maintain a positive work environment. By promoting open dialogue and active listening, leaders can prevent misunderstandings and promote positive relationships among team members.
Authenticity
Authenticity is a powerful force that shapes positive work environments, compassionate care, and effective nursing practice (Best, 2022). Trust is a central tenet of authentic leadership. When nurses feel their leaders are authentic, they engage more fully in their work. Authentic leaders recognise and value their team members’ contributions, leading to increased staff engagement and overall job satisfaction (Northhouse, 2018). An effective leader is honest and has your back.
Courage
Courage plays a pivotal role in nursing leadership. It empowers nurse leaders to navigate challenging situations, advocate for patients, and drive positive change. Courage enables nurse leaders to stand up for patients’ rights, even when faced with resistance. Whether it is advocating for better care, addressing ethical dilemmas, or challenging unsafe practices, courageous leaders prioritise patient well-being. (Dert, 2021)
Resilience
Resilience is a vital quality for effective nursing leadership. Nurse leaders face myriad challenges—staff shortages, high patient acuity, ethical dilemmas, and organisational pressures. Resilience equips them to bounce back from setbacks, adapt to changing circumstances, and maintain a positive outlook. In the face of adversity, resilient leaders remain steadfast, inspiring their teams to persevere. Resilient leaders demonstrate healthy coping mechanisms. By managing stress, practicing self-care, and seeking support, they set an example for their teams. This modeling fosters a culture of wellbeing and emotional fortitude among nurses. (Marquis & Huston, 2020)
Empathy
Empathy is a powerful tool that shapes effective nursing leadership and compassionate patient care. Empathetic leaders understand their team members’ challenges and emotions. This understanding fosters collaboration, trust, and a positive work environment.
Vulnerability
Vulnerability plays a significant role in leadership. As outlined by Dr Brené Brown (2018), vulnerability is not a weakness; it is a strength that enables compassionate, collaborative, and resilient leadership. When leaders allow themselves to be vulnerable, they shift the burden of responsibility from an individual to the collective team. Vulnerability fosters authentic connections. In nursing, genuine interactions with patients, families, and colleagues are essential. By showing vulnerability, leaders create an environment where others feel comfortable expressing their own concerns and emotions. (Brown, 2018)
So back to the interview, how would you respond to the question? What makes you a good leader? An effective leader can answer this question without hesitation as they have already taken time to reflect on their leadership style, have a clear vision, and can articulate their qualities with confidence. Please take time to formulate your personal leadership statement to help strengthen your leadership capability. To get you started, here is mine – “I am an authentic, values-based leader. I am committed to helping others explore their full potential and then supporting them to reach it. I have the courage to stand up for my team and the resilience to bounce back when faced with challenges.” Over to you.
Author: Jennifer Harland MACN
Jennifer Harland has an impressive four decades of healthcare experience. Her career trajectory spans diverse domains, from clinical practice to academic pursuits, and from shaping policy to providing inspirational leadership. Her impact resonates across Government and Non-Government organisations in New South Wales, South Australia, and the Australian Capital Territory.
Jennifer’s commitment to education and training is evident through her academic achievements. She holds a Master of Science (Addiction), delving into the complexities of substance use and recovery. Her Master of Arts (Applied Ethics) reflects her deep contemplation on ethical dilemmas in health care. Jennifer has also completed Postgraduate Certificates in Intensive Care, Mental Health, Higher Education, and Emergency & Disaster Management. As Director of the Australian College of Nursing Institute of Leadership, Jennifer is supporting other nurses in their pursuit of excellence.
References
Best, C. (2022). Exploring the role of authentic leadership in nursing. Nursing Standard, 37(5), pp. 45-49. doi: 10.7748/ns.2022.e11927.
Brown, B. (2018) Dare to Lead. Penguin Random House, London
Detert, J. R. (2021). Choosing Courage. HBR Press
Marquis, B. L., & Huston, C. J. (2020). Leadership roles and management functions in nursing (9th ed.). Lippincott Williams and Wilkins
Northouse, P. G. (2018). Leadership: Theory and practice (8th ed.). Sage Publications
Sharkiya, S. H. (2023). Quality communication can improve patient-centred health outcomes among older patients: a rapid review. BMC Health Services Research, 23, Article number: 886. doi: 10.1186/s12913-023-09869-8.
Williams, R.I., Raffo, D.M., Randy Clark, W., & Leigh Anne Clark. (2023). A systematic review of leader credibility: its murky framework needs clarity. Management Review Quarterly, 73, 1751–1794
Yoder-Wise, P. S. (2022). Leading and managing in nursing (8th ed.). Elsevier
