Nayda Boehm

Leadership Philosophy: An Essay

            One of the earliest leadership memories I have is of me working a night shift on a pediatric floor. I was six months out of nursing school, and found myself in the charge nurse role. As a new nurse, I felt scared and surprised at serving in that role that night. Somehow, I found a way to rally the staff on shift and together we kept the unit safe until the morning. That night marked the beginning of my future leadership adventure. This paper presents a summary of my leadership experiences in various organizations. The paper will describe the values I use in my leadership approach, and will interpret my leadership experience through the prism of the lessons learned in the introductory organizational leadership course.

Leadership Works

Leadership manifests itself in various ways. For many, the essence of leadership is made up of traits and behaviors a person displays, or demonstrated in “levels of conceptualization” about the leaders and his/her influence on others (Yukl, 2013). Leadership is proven in skills acquired along a career path, such as prioritizing, team development, and strategic planning. In my experience, I have worked alongside strong leaders who were filled with confidence, conviction and unwavering vision. These leaders understood how to balance what Larry Spears in the Mentor Gallery describes as the “art and science” of leadership: “to use skills developed overtime and build upon them” (Spears, n.d.).  

Departments led by exemplary leadership display high employee engagement, positive metrics and excellent clinical outcomes. I have witnessed the effective leaders – the difference makers – and have worked to incorporate their role modeling into my leadership practice. Effective leadership listens, teaches, and develops. It provides opportunities for meaningful work, and recognizes appropriately for effort put forth. As George Zimmer describes in the Mentor Gallery, great leadership serves as a “rising tide that lifts all boats” (Zimmer, n.d.), and sets the stage for learning and for open communication. I have experienced leadership work as a detective, leaving no stone unturned in search for solutions and problem solving. Leadership convinces with possibilities when times are difficult, and comforts in times of crisis. It advances dreams, and guides with vision. Effective leadership cultivates creativity, innovation and entrepreneurship.

Leadership Crumbles

Sometimes though, leadership falls short. Parker Palmer says, “the ability to discriminate is important” (Palmer, 2007). As such, I can say that I have encountered a “dark side” of leadership, where credit is not given and fear is the norm. I have served under the neurotic, the micromanager, and the reactive leader. This type of leadership lacks foresight, and seeks to tear down – not build up – the direct reports. I observed one sided, restrictive and ineffective leadership. I have seen unit morale implode under the direction of a leader who did not mentor or develop, but rather stipulated and criticized. Yukl (2013) describes those leaders as “arrogant and manipulative,” and Yukl provides strategies for staff to self-manage under those circumstances. I have worked under leaders who cared only about results, at any cost, and have seen fellow leaders crumble under the weight of negativity and constant pressures from inflexible supervisors. Kouzes and Posner (2012) describe how leaders have to “engage others to join in a cause and to want to move decisively forward.” The damaging leaders I have met in my work experience did none of that. The impact on their environments was a tone that can be best described as tense, and at worse toxic.

Leadership Calling

Two themes resonate throughout my career in organizations: staff development and culture creation. This is not something I clearly understood until my recent formal leadership education. In my experience, belonging to a group with a high “team orientation” feels very different than belonging to a group where individual contribution is more highly valued. The former brings people forward and makes everyone better. The latter focuses on “catching the mistake” and censoring initiative. In a unit that is “team focused,” educational activities to develop skill and performance “promote(s) learning and nurture(s) a growth mindset.” As leaders, one of our highest callings is to “create a climate of inquiry and openness, of patience, and of encouragement” (Kouzes and Posner, 2012). The best personal examples related to real time mentorship have been in clinical competency. This pediatric intensive care unit in which I worked showcased this in the professional development of our cardiac surgery nurses. A team of two nurses – one experienced, one novice – cared for the child upon return from the operating room. The novice nurse shadowed the expert in the care of a patient, and the novice eventually grew to independence in the provision of care. This arrangement provided an opportunity for leadership development for the experienced nurse, and for skill development for the novice. In time, the student became the teacher to another newer staff and the cycle continued. The culture of teamwork that is fostered by a positive and supportive learning environment is unequaled. Spirits soar. Staff feels safe. Trust reigns supreme.

Leadership in Me

Who am I as a leader? I am not complicated. I am quiet, resilient and resourceful. I prefer structure and an organized environment –indeed, a rational frame tendency (Carey, The Five Frames, 2005). I am known as being committed to purpose, devoted to the team, and passionate about quality. I believe the Theory Y precepts – “work is natural, people will be self-directed, and people have capacity to have imagination, creativity” and do a good job (Carey, 2005). My goal is to provide a healthy working environment replete with everything our team needs to succeed in providing great care for the patients we serve. Trust and integrity serve as cornerstone values for my life, both personal and professional. I invite, rather than demand and find it is just as effective. My leadership philosophy is based on building people up: Give more than take. Guide more than direct. Mentor more than correct.

I work to convey a leadership style that is collaborative in nature. As a socialized feeling/sensing introvert (Carey, Four Truths, n.d.), collaboration is a quality that I needed to develop with intention. I do not enjoy “networking,” and the political frame is my least favorite (Carey, 2005). On the other hand, I have a natural inclination to listen, to help others, and to support, which has been essential in affecting positive atmospheres wherever I work – Give more than take. Currently, I work in conjunction with our unit leaders to maintain a cohesive group, to communicate with care, and to develop a positive “collective identification” for our team (Yukl, 2013). We provide a safe learning environment where education and inquiry are in dialogue, not just deposits in a “banking” process (Freire, 2000). I have formed my ability to encourage and to let go. I used to feel I needed to have all the answers. In more recent years, I have grown comfortable in providing the questions, knowing that it develops growth in our team members – Guide more than direct. Within the framework of respect and teamwork development, I talk through issues with the staff. Together we “develop alternative solutions, and explore implications.” We try to “reflect on experience(s) and engage (in) new behaviors based on those reflections” (Yukl, 2013). I am open to sharing the lessons I have learned from previous missteps. I give “gracious space” for correction and work on presenting a calm demeanor with all my interactions in the controlled chaos that is emergency nursing – Mentor more than correct.

Summary

Am I a perfect leader? I would say not. I have not seen too many of those. However, I understand that our life is a journey, not a race. Each of us is gifted with unique opportunities to touch lives and find meaning in the work we do. My leadership style undoubtedly continues to be shaped by my leadership experiences. As I continue to develop leadership skills, I am witness to the manner in which my leadership approach influences every aspect of my professional practice and impacts those with whom I work. I believe as leaders, we have a choice on how we present ourselves, and a duty to lead with excellence. We can “project a spirit of light, or a spirit of shadows; a spirit of hope, or a spirit of despair” (Carey, Two Options, n.d.). Leaders walk “on stage,” and people notice. Leadership gives, guides, and mentors – leaving a legacy along the way.