I believe that any good leader is one with a positive outlook. When someone can look at a dim situation and shed some light on it, it allows others the opportunity to see things that they may not have been aware of before. Porter-O’Grady & Malloch (2011), write that leaders of quantum organizations behave in bold ways and see things from an optimistic and futuristic perspective. Threading positivity into any situation provides an optimistic point of view to whatever challenge may arise. Communicating a shared vision, addressing fear of change, and including everyone involved will be more successful when those leading are optimistic about their approach.
I have an incredible advantage when it comes to implementing my capstone project. When I spoke to the hospital management about the idea I had for the project, they loved it so much that they were willing to make it happen for me. They are creating a research division that is specifically for nurses. This research division will be designed for my project and will consist of nurses, physicians, pharmacists, and administration.
I know that I already have the support of the nurses and the administration. I think I will need to spend more time on the pharmacists and the physicians in order to engage them. I believe that I will be presenting the research, facts, and information to them in some form. I also want to give them samples of the oils so that they can try them for themselves and have a personal experience with them. Once you try them, you understand why and how they are so powerful.
Poter-O’Grady & Malloch (2011), discuss the nature of will and the essential qualities of will. These qualities consist of courage, passion, energy, discipline, and trust.
Courage: I believe it takes confidence to think of an innovative idea and have the courage to implement such a project. I have to have the confidence in my project enough to handle potential rejection.
Passion: I have an incredible passion for essential oils and I believe wholeheartedly in their place in medicine. This passion will help me keep moving through the process.
Energy: This project will take some time to implement and I will need energy to keep motivated.
Discipline: I will need to stay on a time table and keep my goals. I will need to make this project a priority and adjust accordingly.
Trust: I will have to trust the process. I will also have to gain the trust of the the other stakeholders so that they have confidence in me and my project.
Buckle, J. (2003). Clinical Aromatherapy; essential oils in practice. Philadelphia, PA: Churchill Livingstone
Porter-O’Grady, T. & Malloch, K. (2011). Quantum leadership: Advancing innovation, transforming healthcare (3r edition) Jones and Bartlett
In general I am a passive person. I tend to hear what others are saying, analyze the info, decide if what is being said is worth a reaction, and then respond appropriately. At times this can be a weakness because I may allow people to get away with more than someone else might. I chose to see it as a strength. By being so cautious in my response, I tend to avoid unnecessary conflict and in turn create a more peaceful environment for me. Porter-O’Grady & Malloch (2011), write about avoiding unnecessary conflict and how by doing this it allows for an environment for open communication and congruence between organizational and professional work goals.
Introducing the medicinal use of essential oils (EO’s) into a traditional medical setting comes with many challenges. One toxic behavior that may occur during the implementation of my dissertation project is doubt and lack of support from staff, more specifically the medical staff. Scharmer (2007), writes about the need for a new consciousness and a need for a new collective leadership capacity in order to meet challenges in a more conscious, intentional, and strategic way. Introducing EO’s into a setting that has never recognized this type of treatment/therapy is a conscious, intentional way to get the staff to step outside of the box. This allows people to see that there may be other ways of doing things that may compliment the current way or may even be better! This introduction is part of illuminating the blind spot and allowing for new dimension of healthcare to be brought to light (Scharmer, 2007). When planning for a large project such as a dissertation, one has to go within themselves and discover the desire and need for such change.
So I am reading about emergence….The idea is that change works well when it is a collaborative process. Having all interdisciplinary teams contributing to the change process allows everyone to own a piece of the change. This then helps the change be more accepted and can help make implementation more smooth. Also with emergence, the potential for new and innovative ideas is larger than if one was operating alone. With collective thoughts, the ideas are more likely to be plentiful. The change theory encourages emergence and the collaboration of ideas. This creates buy-in from all involved which will likely increase the success of the change project.
There is so much change that is occurring in our health care system that I believe in part is due to technology and in part due to people becoming more educated and invested in their health. Information is at everyone’s finger tips and so the times of people relying on physicians and leaders for the answers is slowly going away. Different disciplines are beginning to integrate and become more cooperative (or co-operate) with other. The old ways of management were rigid and linear and intervention focused. I can already see in, in the last few years, that the system is starting to change into a more complex and holistic way and new an innovative ideas are taking the spotlight.
By embracing and welcoming this new system that is emerging, teams and partnerships can be formed to create new and better ways of doing things. As staff members become more independent in their roles, the managers new roles will be to facilitate problem solving, relationship building skills, and improved outcomes. By making these changes, organizations can be more cooperative and innovative in their approach which, I believe, will put them ahead of everyone else stuck in the old ways.
My first leadership experience as a professional was very early on in my career. When I clocked in for my regular shift I was told that I was going to be charge nurse for the day. In the hospital that I was working at, charge nurse was not a shared responsibility but more of a leadership role. At first I was in shock that they asked a fresh out of school nurse to take on such responsibility, but honored when they told me that they felt I had the clinical skills to fulfill the role. My responsibilities were to be a resource for my staff, complete some paper work, and put out any “fires” that came up during the shift.
I felt very vulnerable at first because I wasn’t sure if the other staff was going to respect me in this position (I was 24 years old and in charge of nurses in their 40’s and 50’s!). Once the staff saw that I was there to help them get their work done, then people began to trust me as their leader.
My emotional competence was a little immature at this time. I feel like I could handle tough situations just fine, unless it was a rude or upset person that I was dealing with. Even still to this day, I don’t do as well with rude people as I would like. I am sure this is a work in progress and every time I have a situation like this, I get better and better at dealing with it!
With much more experience under my belt, I now feel very confident in my ability to lead in this way.