Two different forms of leadership, as described by Northouse (2018) are “assigned leadership and emergent leadership” (p.8). Similar to the concepts of person power and position power, “some people are leaders because of their formal position in and organization, whereas others are leaders because of the way other group members respond to them” (p.8). In my work setting, what I have come to notice is occupying a ranked position in an organization does not necessarily make you a leader. If an assigned leader lacks the capacity to influence a group in a positive and supportive way, then the cohesiveness and productivity of the organization will stagnate. Conversely, if a group feels connected and inspired by an individual, regardless of their position in an organization, the ability to achieve organizational goals can not only be met, but exceeded.

One example that stands out where I emerged as leader, was during my role as a Nurse Clinician on our Palliative Care Consultation team. Noticing a deficit of nurses’ palliative knowledge on many of the hospital units, and inconsistencies in attending to palliative patients pain-management needs, I felt the need to take action. I did several education sessions and case studies with these nurses, as well as made myself available for questions. It took repeated sessions for them to gain the confidence and skill for appropriate pain management of their palliative patients, but the time I spent made a dramatic difference.

This example stands out for me because I was able to identify a need, make a plan to fix that need and carry out that plan with the well being of the nurses and patients in mind. By doing this, I was able to obtain both the goals of my role, but also the goals as a leader in trying to support and educate the nursing staff. I identified the lack of palliative knowledge and as an expert in my field, I needed to support the nurses’ needs and the patient’s needs for quality comfort care.

Management and leadership

There are many similar components involved in both roles, such as influence, working in groups and desire for effective goal attainment (Northouse, 2018). What I find compelling about these roles is how both have essential functions in an organization, yet can exist separately or in conjunction with each other.

The work of Kotter (1990) as cited in Northouse (2018), highlights the essential activities of management to be focused on order and consistency, whereas leadership is about seeking adaptive and constructive change. Management’s functional elements include planning, budget, staffing, organization and problem-solving, while leadership functions are more concerned with aligning people, motivating and inspiring others (Northouse, 2019).

Both constructs are equally important for an organization to prosper. Management is essential, regardless of leadership. Without structure in place, the day to day operations and attention to detail in the organizational process might not get completed. Leadership is equally important because although an organization might be functioning, strong leadership can unite a group and elevate them as a whole. Feeling connected through a sense of purpose or a person (single leader) can lead to greater workplace satisfaction, which in turn can lead to better performance and goal attainment.

In my experience, when a manager does not engage in leadership, the full potential of groups are severely inhibited. Helping groups and individuals adapt, reach their full potential and motivate are ways leaders build teams and energize them. These are important components of groups dynamics, and if a manager does not demonstrate them the organization will be less efficient, as groups will lack intrinsic motivation towards the shared purpose of the organization (Northouse, 2018).

Question for further discussion:

If you had two equal management groups, would you prefer to have one strong, charismatic leader or would you rather have three average leaders that you could distribute throughout your workplace?

Daneen

Northouse, P.G. (2018).  Leadership: Theory and Practice.  (8th ed.). Thousand Oaks, CA:  Sage Publications, Inc.