The questions to be addressed in this module’s discussion are:
· Explain the implications for leaders of the statement “We become most powerful when we give our own power away.”
· How can leaders create a climate of trust and facilitate relationships among people in a work team? What can leaders do to show others that they are trustworthy? What can they do to demonstrate that they trust others? Describe an example where you saw a leader enhanced trust, what specifically did they do.
· What are some steps leaders can take to develop people’s competencies and foster their confidence? Do you think that everyone wants to develop themselves?
· What contributes to the nursing reputation that “We eat our young”? How can we change this team norm and create environments that support collaboration, cohesiveness, cooperation and sharing?
The group summary should address the 4 questions addressed in the module discussion above.
Leaders are more effective and powerful when they make others feel qualified to achieve things on their own (Kouzes & Posner, 2017). By strengthening others, leaders increase self-confidence and determination, making them more powerful and creating a greater commitment to the task at hand (Kouzes & Posner, 2017). When people are given autonomy in the workplace, stress is decreased, and employees are more willing to put forth their best effort (Kouzes & Posner, 2017). Allowing your employees to make their own decisions prevents them from blaming the company when something might go wrong (Kouzes & Posner, 2017).
Trust is not easily earned but is essential to facilitate positive relationships in the workplace (Dye, 2017). Trust is something that can take a long time to develop but can be broken in an instant (Dye, 2017). A leader must earn the trust of his/her constituents by demonstrating consistent behavior and creating a culture where people feel like they can express their opinions without being judged (Dye, 2017). Leaders must be approachable to their employees and present in the hallways, patient care units, and outside community gatherings to build a relationship of trust (Dye, 2017). To demonstrate that they trust others, a leader needs to be the first to trust (Kouzes & Posner, 2017). Leaders must acknowledge others’ ideas, rely on others to complete tasks efficiently, and be willing to share both personal and professional information so constituents will feel like they can reciprocate that information (Kouzes & Posner, 2017). A NICU educator enhanced trust during one of my first admissions. She encouraged me to be the lead RN on the admission, but she also educated me during the admission based on her knowledge and experience. This made me feel comfortable trying things on my own, knowing she was there to support me and answer my questions along the way.
One way for a leader to develop people’s competencies and foster their confidence is by being a resource to others by sharing personal knowledge from experiences (Kouzes & Posner, 2017). Another way is by making sure people are given opportunities to be engaged in the work they are doing, instead of just doing the same thing day-in and day-out (Kouzes & Posner, 2017). Third, a leader must strengthen others by building their self-confidence and truly believing that they can complete the job (Kouzes & Posner, 2017). Lastly, leaders must provide coaching through constructive criticism, education, and asking good questions (Kouzes & Posner, 2017). I think everyone wants to develop themselves to some extent, but it is hard to accomplish or stay motivated if one lacks passion or is not well supported through the process.
According to the video by Kathleen Bartholomew, the nursing reputation “we eat our young” is caused by the hierarchy within the healthcare culture. There is a hierarchy between the medical floors (med surg vs. ICU) and between the professions (housekeeping vs. physician or health care tech vs. registered nurse). A healthy work environment means it is safe, empowering, and satisfying (Wei et al., 2018). Encouraging nurse empowerment, engagement, and interpersonal relationships are crucial to achieving a healthy work environment and quality patient care (Wei et al., 2018). Leaders can change this team norm, create environments that do not support cliques and treat all members equally (Dye, 2017). A leader can develop camaraderie by organizing a get-together outside of work so medical teams can get to know one another on a more personal level (Dye, 2017).
Dye, C.F. (2017). Leadership in healthcare. (3rd ed.). Health Administration Press.
Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge (6th ed.). Hoboken, NJ: John Wiley & Sons.
Wei, H., Sewell, K. A., Woody, G., & Rose, M. A. (2018). The state of the science of nurse work environments in the United States: A systematic review. International Journal of Nursing Sciences, 5(3), 287–300. https://doi.org/10.1016/j.ijnss.2018.04.010
1- Explain the implications for leaders of the statement “We become most powerful when we give our own power away.”
This statement is powerful on its own as we know being a leader is not an easy task and not for everyone. Being a leader means that you are the one managing the team and people look up to you for answers, solutions, and change. “We become most powerful when we give our own power away” means that by encouraging and creating stronger relationships, a leader can move forward and build a team he can trust. Developing a shared goal with your teams is important as to build a positive work environment and experience, they must have a specific reason for being together. In any effective long-term relationship, there must be a sense of reciprocity, as the corporation will be impossible if one partner always gives and the other always takes (Kouzes & Posner, 2017).
2-How can leaders create a climate of trust and facilitate relationships among people in a work team? What can leaders do to show others that they are trustworthy? What can they do to demonstrate that they trust others? Give an example.
To earn someone’s trust, you must be able to give them your own, (Kouzes & Posner, 2017). As a leader, you must work for your trust, but at the same time you must trust your team and their abilities, otherwise you will end up doing everyone’s work and your team will start despising you. No one wants to work around a leader that criticizes or corrects everything you do. Building a trusty relationship is by believing in your team and finding what fits the best to their interest. One way to demonstrate trust on each other is by letting your team choose their tasks and work independently.
To create conditions in which people know they can count on each other, a leader needs to develop cooperative goals and roles, support norms of reciprocity, structure projects to promote joint efforts, and encourage face-to-face interactions, (Kouzes & Posner, 2017). Presenting their work and being open to discussion is important as it facilitates communication and provides a better work environment. One example where I saw a leader enhance trust was during my very first job as a nurse; my manager saw how scared and unsure I was and decided to precept me for two weeks by himself before assigning me to another nurse. He was compassionate, answered all my questions, made sure he checked with me will all my concerns, and giving me honest feedbacks. For the six years I worked in that unit, I had huge respect and trust for him and knew I could always go to him with any questions or concerns.
3-What are some steps leaders can take to develop people’s competencies and foster their confidence? Do you think that everyone wants to develop themselves?
Choice, latitude, and accountability fuel people’s sense of powerfulness and control over their lives, however without the knowledge, skills, information, and resources to do a job expertly, people feel overwhelmed (Kouzes & Posner, 2017). Important ways to build competencies are by educating, sharing information, and organizing the work according to the people’s skills and help build ownership. No one works well under stress and working on a new project can be difficult. Being successful depends on how much you love what you do. People tend to not want to progress in a position or company they are not passionate about. It is very important to find yourself in order to advance in your career.
4- What contributes to the nursing reputation that “We eat our young”? How can we change this team norm and create environments that support collaboration, cohesiveness, cooperation and sharing?
Nursing is not an easy career, and it is constantly changing. It is known that we have a nursing shortage nationwide and finding a solution for this is not easy. New nurses are the future of healthcare but becoming a nurse is a challenge on its own.
“Nurses eating their young” is a common phrase referring to the sometimes-high levels of hazing or initiation new nurses experience at the hands of their more experienced coworkers, and unfortunately this type of behavior is not unique to nursing, (Katz, 2014). It is hard to believe that this behavior is in a profession such as nursing, that is often ranked as the most trustworthy one. This type of behavior can be the reason why we are experiencing high turnovers in nursing, because not only is it a difficult profession, with long hours and taking care of sick patients, but the work environment is not enjoyable when other nurses are picking on or bullied. Changing this culture is not an easy task but I believe that change starts by educating yourself first. Building trust, helping others, asking for their opinion, face-to-face communication and sharing new ideas can help in providing a more enjoyable and productive work environment.
Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge (6th ed.). Hoboken, NJ: John Wiley & Sons.
Katz, k. (2014) “Bullying in nursing: Why nurses ‘Eat their young’ and what to do about it. (n.d.). Rasmussen University – Online and On Campus | Rasmussen University. https://www.rasmussen.edu/degrees/nursing/blog/bullying-in-nursing-nurses-eat-their-young/
1. Explain the implications for leaders of the statement “We become most powerful when we give our own power away.”
Giurge et al. (2021) suggests that when an individual has more power, they are more likely to engage in self-interested behavior and less likely to use moral reasoning to make decisions. When a leader behaves in this way it is likely that the team will not be successful because teams rely on factors such as collaboration, cooperation, and cohesiveness to be successful (Dye, 2017). When a leader has too much power and behaves in self-interested ways, they will neglect opportunities to develop shared goals and encourage innovation. However, when a leader gives away their own power, this means they are valuing all team members and giving them an opportunity to play a key role in an organization’s success. To give their power away means a leader will encourage team members to participate in decision-making, development of organizational values, and experimentation and implementation of new ideas. When all team members are given the power to participate in these activities, they will become more motivated and interested in their work as well as develop increased trust in their leader (Kouzes & Posner, 2017). In turn, these factors will bring more success to the organization and improve the work environment, making the leader more powerful.
2. How can leaders create a climate of trust and facilitate relationships among people in a work team? What can leaders do to show others that they are trustworthy? What can they do to demonstrate that they trust others? Describe an example where you saw a leader enhanced trust, what specifically did they do.
Leaders can create a climate of trust by letting go and trusting in their constituents first (Kouzes & Posner, 2017). Kouzes and Posner (2017), suggest that “trust is contagious” and that once a leader displays trust in their team, team members are likely to return the favor and invest their trust in the leader and their peers. A leader can be the first to trust by disclosing their values, vulnerabilities, and aspirations with their team members (Kouzes & Posner, 2017). Additionally, a leader can facilitate relationships among co-workers by developing shared goals, encouraging reciprocity, creating team-based projects, and support face to face interactions (Kouzes & Posner, 2017). Once a leader has initiated trust and developed relationships, they can demonstrate to their constituents that they trust them by allowing them to be autonomous in their work and asking for their help and input (Kouzes & Posner, 2017). In addition to showing that they trust others, a leader must also demonstrate that others can trust them. A leader can show that they are trustworthy by showing concern for others and sharing knowledge with team members (Kouzes & Posner, 2017).
There was a point in time when the unit I work in experienced frequent turn over in managers. This made it hard to trust managers each time a new one started. However, the unit’s current manager made a great effort to gain our trust. She met with each nurse individually to introduce herself and share her goals for the unit. She also shared her professional background and offered areas where she thought she could improve. By self-disclosing this information, we were encouraged to share our own values and hopes for the unit’s future. This led to enhanced trust amongst nurses and the entire management team because we knew she was invested in her relationships with team members and in the unit’s future success.
3. What are some steps leaders can take to develop people’s competencies and foster their confidence? Do you think that everyone wants to develop themselves?
When challenges arise or when the work becomes more complex, leaders must know how to increase their constituents’ competencies and confidence to be successful. In order to increase competencies a leader must continuously provide their team members with training and education that advances their knowledge base and skill set (Kouzes & Posner, 2017). Leaders can also help develop competence by involving team members in meetings and on teams (Kouzes & Posner, 2017). Doing this gives them an understanding of how the organization works and gives them a better understanding of how to make decisions that will affect the company (Kouzes & Posner, 2017). Once competence has been developed, a leader must instill confidence in their team members so they can effectively use the knowledge they gain. To do this a leader can give them practice scenarios to apply what they have learned in a controlled setting (Kouzes & Posner, 2017). A leader can also instill confidence in others by verbalizing their belief in them and offering effective coaching advice (Kouzes & Posner, 2107).
I believe that everyone has an underlying drive to develop themselves. However, some are more likely to have a stronger drive and to take initiative in their development than others. For this reason, it is important for a leader to know how to improve competence and instill confidence. A leader who has these skills will be able to motivate the innate drive to improve in those who do not have the knowledge and confidence to do so on their own?
4. What contributes to the nursing reputation that “We eat our young”? How can we change this team norm and create environments that support collaboration, cohesiveness, cooperation and sharing?
One of the largest contributing factors to nursing “eating our young” is the hierarchy that exists in healthcare. For example, Kathleen Bartholomew (2016) explains that oppression nurses experience from physicians who are higher up, leaves no room for nurses to direct their power upward. This causes nurses to unconsciously lash out at each other and self-silence one another (Bartholomew, 2016). All members on the health care team, including doctors, nurses, housekeepers, and nurse assistants, will not know their true value until the hierarchy is dismantled (Bartholomew, 2016). Therefore, we can change this norm by creating environments that support collaboration, cohesiveness, cooperation, and sharing. To encourage cooperation and sharing, leaders must discuss values and role expectations with team members and engage all team members in team-building exercises (Dye, 2017). Additionally, to create an environment which supports cohesiveness and cooperation a leader should ensure that each member has a specific role, treat all members equally, discuss the team’s purpose with all members, and create activities that allow team members to get to know one another (Dye, 2017).
Bartholomew K. (2016, January 25). Lessons from nursing to the world [Video]. TEDx Talks. https://www.youtube.com/watch?app=desktop&v=Qh4HW3yx00w
Dye, C. F. (2017). Leadership in healthcare (3rd ed.). Health Administration Press.
Giurge, L. M., van Dijke, M., Zheng, M. X., & De Cremer, D. (2021). Does power corrupt the mind? The influence of power on moral reasoning and self-interest behavior. The Leadership Quarterly 32(4). https://doi.org/10.1016/j.leaqua.2019.03.003 (Links to an external site.)
Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge (6th ed.). John Wiley & Sons.
Explain the implications for leaders of the statement “We become most powerful when we give our own power away.”
The implications for leaders of the statement “We become most powerful when we give our power away” means the more people who believe they can influence and control the organization, will result in increased organizational effectiveness and member satisfaction (Kouzes & Posner, 2017). Leaders who give their team members autonomy reduces the sense of powerlessness and stress an individual feels and allows them to fully exercise their capabilities (Kouzes & Posner, 2017). Leaders create this environment by exercising choice, offering different alternatives to the way services are conducted, and encouraging responsibility and accountability (Kouzes & Posner, 2017). Leaders tend to extend more power and responsibilities to others when they respond successfully (Kouzes & Posner, 2017).
How can leaders create a climate of trust and facilitate relationships among people in a work team? What can leaders do to show others that they are trustworthy? What can they do to demonstrate that they trust others? Describe an example where you saw a leader enhanced trust, what specifically did they do.
Leaders can create a climate of trust and facilitate relationships among people in the workplace by being the first ones to trust, leaders do this by self-disclosure (Kouzes & Posner, 2017). Leaders self-disclose by informing their team members what they stand for, their values, their wants/hopes, and what they are and are not willing to do. Leaders can also create a climate of trust by sharing knowledge and information with their team and by showing concern for others. (Kouzes & Posner, 2017). Other steps identified by Kouzes & Posner (2017) include developing cooperative goals and roles, supporting norms of reciprocity, encouraging face-to-face interactions, and designing projects to engage joint efforts. Trust is a critical piece in collaboration, to create and sustain lasting connections, individuals must trust others and they must be able to trust you (Kouzes & Posner, 2017). Leaders cannot lead and make a successful impact without trust.
Leaders can show others they are trustworthy by having faith, being accountable and transparent, offering support, speaking candidly, and aligning with the consensus without sacrificing personal values (Dye, 2016). Leaders must display these behaviors consistently over a period for trust to be earned and maintained (Dye, 2016). Leaders can demonstrate that they trust others by granting authority appropriately, and understanding the links between trust, mission, and action (Dye, 2016). An example of a leader who enhanced trust is when I had a conflict with a provider. A provider I was working work cut my appointment with a new evaluation short and I was not able to complete the required nursing assessments. When the provider asked why the nursing assessments were not completed, I informed her my 15-minute appointment was cut short because she only gave me 5 minutes with the patient and I was not able to complete the assessments in the amount of time she gave me. The provider wrote an email regarding my behavior to her supervisor and to mine. My supervisor reached out to me immediately and got my side of the story, my supervisor informed me she believed me and trusts me. My supervisor advocated for me and my nursing capabilities to the provider and to her supervisor. She enhanced my trust by having faith in my capabilities and knew I was not the one at fault.
What are some steps leaders can take to develop people’s competencies and foster their confidence? Do you think that everyone wants to develop themselves?
Some steps leaders can take to develop people’s competencies is by finding opportunities to involve their team in task forces, committees, teams, and problem-solving groups that handle important functions and conflicts (Kouzes & Posner, 2017). Leaders who engage team members in programs, meetings, and decisions that have a significant impact on their job performance builds their competence and promotes a sense of ownership and accountability (Kouzes & Posner, 2017). Leaders also need to provide team members with the necessary data/information to understand the ins and outs of the organization such as how the organization is operated, gets results, and where the money comes from (Kouzes & Posner, 2017).
Leaders can foster others’ confidence by communicating to their peers that they believe they can be successful, this gives their team members the confidence to extend themselves and persevere through challenging situations (Kouzes & Posner, 2017). Another step for a leader to promote confidence is to provide coaching by offering constructive feedback and asking probing questions (Kouzes & Posner, 2017). When leaders coach, provide education, promote self-determination, and share power, they are displaying trust and respect for others’ capabilities (Kouzes & Posner, 2017).
I think most everyone wants to develop their competency and foster their confidence. However, there are some individuals who do not foster their accountability and “slack off” while others do their jobs for them. (Kouzes & Posner, 2017). Team members often get tired of carrying the extra weight and force the members who are “slacking off” to either step up to their responsibility or the team wants that certain Individual out (Kouzes & Posner, 2017).
What contributes to the nursing reputation that “We eat our young”? How can we change this team norm and create environments that support collaboration, cohesiveness, cooperation and sharing?
Kathleen Bartholomew reports the factor contributing to the nursing reputation that “we eat our young” is the hierarchy that separates us. Kathleen reports in the health care culture some individuals think they are more important than others. For example, nurses think they are better than housekeeping, or ICU nurses think they are more important than medsurg nurses. Brunworth (2015), discusses how bullying in the nursing profession impacts job satisfaction and has psychological effects including a decrease in self-esteem, and self-confidence leading to depression, burnout, and anxiety. We can change this team norm and create environments that support collaboration, cohesiveness, cooperation, and sharing by nursing educators discussing the impact of bullying in the workplace, having nurse leaders present on the unit drastically reduces the rate of bullying (Brunworth, 2015). Kathleen reports she helped remove the hierarchy in her hospital by creating a common goal for all staff which was, to treat all patients as if they were family members. If staff was watching or tolerating rude behavior on the unit it would distract staff’s cognitive ability to care for their patients properly.
Bartholomew K. (2016). Lessons from nursing to the world [Video]. TEDx Talks. https://www.youtube.com/watch?app=desktop&v=Qh4HW3yx00w
Brunworth , J. A. (2015, October 15). Eating our young in nursing … are we full yet? Elsevier Connect. Retrieved from https://www.elsevier.com/connect/eating-our-young-in-nursing-are-we-full-yet#:~:text=Patients%20put%20themselves%20in%20our%20hands%20through%20periods,Elsevier%20Connect%20Contributor%20Jennifer%20A.%20Brunworth%20MSN%2C%20RN
Dye, C. (2016). Leadership in Healthcare: Essential Values and Skills (3rd Edition). Health Administration Press. https://bookshelf.vitalsource.com/books/9781567938470 (Links to an external site.)
Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations (6th Edition). Wiley Professional Development (P&T). https://bookshelf.vitalsource.com/books/9781119278979
As a group, we believe to create a climate for change, leaders must continually be open to opportunities to improve the current way of doing things, identify processes that no longer work, and create an environment that welcomes new ideas (Kouzes & Posner, 2017). Leaders encourage learning and making mistakes because they lead to innovation and are crucial to success (Kouzes & Posner, 2017). We agree leaders must ask thought-provoking questions to stimulate new ideas and ways of thinking (Kouzes & Posner, 2017). Other ways a leader can create a climate for change and encourage risk-taking are providing learning opportunities through seminars and role models, leading by example, setting short-term goals, celebrating accomplishments, fostering a trusting environment, and generating a can-do attitude (Dye, 2017; Kouzes & Posner, 2017). We agree to exercise outsight means being aware and understanding that the outside forces are a significant source of innovative ideas (Kouzes & Posner, 2017). This is important because innovation requires going that extra step, listening and communicating more, seeking advice, and not being reliant on the norm (Kouzes & Posner, 2017). Specific examples we discovered were asking questions, chatting with colleagues (especially those with different perspectives), having lunch/coffee with peers, watching the morning news, and participating in informal gatherings or celebrations (Kouzes & Posner, 2017).
We came up with several obstacles to challenging the process. Some included when leaders sit back and wait for something to happen or have the “if it’s not broke, don’t fix it” attitude, are overwhelmed when a problem is first presented to them, do not understand mistakes happen, or do not have an internal drive (Kouzes & Posner, 2017). Specific obstacles we have seen are all team members not being on board with changes or adapting to new policies. We agree that principles of innovation can be used to address the social determinants of health, specifically when it comes to access to quality healthcare such as lack of health insurance, provider shortages, and further distances to seek care (Davenport et al., 2021). Leaders must “think outside the box” to have real lasting change and impact health disparities within our communities (Brewer et al., 2020). In our workplaces, we have used principles of innovation through “medical readiness discharge checklists” and pharmacogenetic testing for all new admissions. We agree to overcome the Challenging the Process obstacles, leaders must search for new opportunities and look for innovative ways to improve the organizations (Kouzes & Posner, 2017).
Blustein, D. L., Kenny, M. E., Autin, K., & Duffy, R. (2019). The psychology of working in practice: A theory of change for a new era. The Career Development Quarterly, 67(3), 236-254
Brewer, L. P. C., Fortuna, K. L., Jones, C., Walker, R., Hayes, S. N., Patten, C. A., & Cooper, L. A. (2020). Back to the future: Achieving health equity through health informatics and digital health. JMIR MHealth and UHealth, 8(1). https://doi.org/10.2196/14512 (Links to an external site.)
Considine, M. (2018). Thinking outside the box? Applying design theory to public policy. In Routledge Handbook of Policy Design (pp. 147-160). Routledge.
Davenport , S., Miller , E., Wiseman , M., Schlesselman, C., Finley , S., Fife , C., Struckmeyer , H., Hentges , L. A., Hunter , A., Jones , A., & Brendel , B. (2021, November 16). Health in Rural Missouri. https://health.mo.gov/living/families/ruralhealth/pdf/biennial2020.pdf (Links to an external site.)
Drucker, P. F. (2002, August). The discipline of innovation. Harvard Business Review. https://hbr.org/2002/08/the-discipline-of-innovation
Dye, C. F. (2017). Leadership in healthcare: essential values and skills (3rd ed.). ACHE Management Series.
Kelly, C. J., & Young, A. J. (2017). Promoting innovation in healthcare. Future healthcare journal, 4(2), 121–125. https://doi.org/10.7861/futurehosp.4-2-121
Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge (6th ed.). Hoboken, NJ: John Wiley & Sons.
Mcsherry, R., & Douglas, M. (2011, March 7). Innovation in nursing practice: a means to tackling the global challenges facing nurses, midwives and nurse leaders and managers in the future. Wiley Online Library. https://onlinelibrary.wiley.com/doi/pdf/10.1111/j.1365-2834.2011.01241.x (Links to an external site.)
As a group, we agree that one of the actions you can take as a leader that encourages risk-taking and creates a climate for change is to create an environment that is safe. It is also imperative to serve as a change maker that takes risks for the better of the organization and serves as a good example for others to become change makers. Leaders must also include opportunities for their employees to grow and prosper in order for them to either strive to make changes or become good leaders themselves. Lastly, leaders must accept failures and use them as learning and growing opportunities. For question two, outsight is defined as being aware of outside factors (Kouzes & Posner, 2017). Exercising outsight means looking at outside forces or factors for inspiration; one example of how outsight can help leaders challenge the process successfully is by going beyond their own experiences and finding opportunities for growth in other area. Insight and outsight compliment each other and insight strengthens, so does outsight.
When talking about the common obstacles to challenging the process, some of these include fear of failure, employee burnout, employees’ perception of workplace culture, resistance to change, and lack of inspiration. All of these are obstacles that are valid but can also be overcome, although some of them are more difficult to tackle than others. For example, complacency and resistance to change can affect progress and can hinder the process of advancement. A great leader can recognize these obstacles and assist their team in overcoming these challenges. Another way resistance to change can be overcome is with open communication and clear boundaries from a leadership team. Principles of innovation can help to address the issue by pushing new ideas forward, streamlining processes, and creating something entirely novel. Also, the principles of innovation are very important when it comes to fostering an environment that is accepting and encouraging of change. An example of an innovation within the healthcare world is the rover cell-phone that was created during the Covid-19 pandemic in order to easily clean and sanitize the phone taken into Covid-19 patient rooms.
Challenge the process. Challenge the Process | Center for Leadership & Professional Development. (n.d.). Retrieved July 3, 2022, from https://www.njit.edu/leadership/challenge-process
Christian, K. (2017, December 11). Finding Confidence in Conflict. YouTube. https://www.youtube.com/watch?v=F6Zg65eK9XU
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Dye, C. F. (2017). Leadership in healthcare: Essential values and skills (3rd ed.). Health Administration Press: Chicago, IL.
Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge. (6th ed.). John Wiley & Sons, Inc.: Hoboken, New Jersey.
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This discussion focused on how nurses work to increase the competencies of other team members. We agreed that everyone works better if they are empowered and allowed to work autonomously. Empowered teams accomplish more than a team that is micromanaged. In this way, as leaders empower individuals, the capacity of the team increases overall. Actions described in Kouzes and Posner’s (2017) work, which include trusting staff first and prioritizing relationship building with team members, were behaviors that high-performing leaders demonstrate as they create a climate of trust. Part of a climate of trust is a genuine interest in other people’s lives outside the workplace because relationship building, especially when it is sincere, builds trust (de Montigny et al., 2017).
Leaders who establish a foundation of trust and build relationships with their team are well prepared to develop people’s competencies. Choices for how work is completed, opportunities for advancement, positive reinforcement, constructive feedback, accountability, and situational leadership were all ways we suggested that leaders can develop competence and confidence in their constituents (Dye, 2017; Kouzes & Pozner, 2017; Lynch et al., 2017). The desire to develop one’s self can vary from formal training to informal personal development. Still, the importance of leadership to foster development was essential: if people are not given the opportunity to grow, they will either shut down or leave. Support for nurses overall is critical to reducing the “we eat our young” reputation. Unsupported, disempowered, and burnt-out nurses are not equipped to support new nurses (Heaslip, 2019; Ted Talks, 2016).
For leaders to become most powerful, create a climate of trust, and facilitate relationships, leaders must exemplify trust and allow for their employees to feel capable, encouraged, and like they have control (Kouzes & Posner, 2017). Additionally, leaders need to hold themselves accountable and lead by their own words and actions (Kouzes & Posner, 2017). To develop people’s competencies and foster their confidence, leaders should offer appropriate resources, praise hard work, and be present to his or her employees. For the third question, we all contributed many great suggestions to foster both competency and confidence that can all provide us with strong skills, as a doctorally prepared nurse. Nurses eating their young mainly stems from more seasoned nurses treating younger and new nurses as demeaning or essentially bullying them. As Dee states, consequences of nurses eating their young, can be a reduced team collaboration, negative effects on mental health, and poor productivity, employee engagement, and commitment (Gillespie et al., 2017). Overall, in order to change this norm and create a positive environment, leaders should be involved with their team therefore, leaders are aware of the day-to-day in the workplace. In conclusion, each member brought many great conversation points and resources for this discussion board. Each member along with the rest of the class can take these resources and utilize the discussion in current and future practice.