Introduction
Most nurses picture leaders as people at the top of administrative structures. Moreover, when the term leadership comes into frame, most nurses think of directors, nurse managers, and chief nursing officers, among others. However, leadership is also prevalent at the bottom of administrative structures.
For instance, leadership manifests among nurses when they perform their day-to-day duties. Additionally, leadership manifests among nurses when they link top managers to patients in healthcare facilities. In addition, nurses manifest leadership when they work in groups. Every activity requires effective leadership to achieve success.
However, one of the most debated issues is the source of leadership. While some theorists argue that leaders are born, others believe that leaders are usually made. On the other hand, several theorists also postulate that leaders are born. However, these theorists also believe that leadership skills need nurturing. This paper will explore whether leaders are “born” or “made” (Lewandowski & Adamle, 2009).
Whether leaders are “born” or “made”
The debate on whether leaders are born or made is as old as the debate on nature against nurture. Past research has established that specific genetic combinations can give individuals an advantage concerning leadership. However, one must nurture leadership skills to achieve success. Interestingly, several studies were conducted concerning the source of leadership. Two distinct types of research in the United States established that leaders’ brains were unique as compared to other subjects.
Additionally, another research established that a gene known as rs4950 was present in most leaders as opposed to the subjects. These findings showed that leaders had brains, which could prioritize things more easily than other subjects. Additionally, leaders could devote resources to activities as required. Nursing requires leaders who are competitive and effective. To achieve this, organizations must work towards getting the best in leadership (Walsh, 2010).
Leadership depends on two main factors namely, environment and genetic predisposition (Amerland, 2014). However, the latter does not guarantee success as a leader. When the environment is conducive to developing leadership skills, one can succeed. Brain processes underwrite each activity that an individual does.
In this regard, the gene for leadership experience demands its decision-making ability when an individual works in a good environment for leadership development. Genetic predisposition is also important in providing a platform for leadership success; however, individuals must nurture leadership to achieve success (Schaffner, 2009). In essence, nurturing makes leaders. Although individuals may have a genetic predisposition to leadership, training is more important than genes. Therefore, continuous practice makes leaders, although leadership may be inborn.
Dilemma resolved
Nurses have the responsibility of providing best practices at their workplaces (Marquis & Huston, 2012). Moreover, ethical, moral, and legal repercussions of caregiving are clear for all healthcare workers. Furthermore, leadership skills are essential even to caregivers in low ranks of healthcare administration (Perrotto & Grossman, 2010). For instance, a homeless patient arrived at a nearby healthcare facility. He was shaken and in despair.
He needed medical assistance, although the nurse manager was out and her number was not going through. Nurses knew that they had to provide services to paying customers only. However, the homeless man had no money at all. One of the nurses came forward and helped the man to calm down. She later provided medication to the patient without minding the repercussions of her actions. Besides, she discharged the homeless man without paying for the services.
Furthermore, she kept his medicines so he may come for them regularly. We were surprised at her courage; she was resilient and concerned. When the nurse manager arrived, she equally surprised us; she praised the nurse and promoted her to be her assistant. The nurse manager later confirmed that she had been looking for a leader who would succeed her. The nurse manager added that the nurse presented moral, ethical, and effective leadership to the institution.
Discussion
The nurse manifested moral, ethical, and valuable leadership traits based on her actions. The nurse also manifested high levels of integrity in the nursing profession. The nurse proved that no amount of pressure could stop her from discharging her caregiving duties. She also manifested her trait as a servant to patients. Additionally, she was non-judgmental and humbled herself before the homeless patient. The nurse developed these traits through her training as a nurse.
Additionally, she claimed that the need to practice the nursing oath was important in influencing her decision. Therefore, individuals can easily develop leadership traits if they practice them regularly or if the environment is conducive for their development (Sims, 2009).
Conclusion
Leadership skills are important in every sector of development. Nursing institutions require leaders who can organize their roles and duties amicably. Several debates have arisen on whether leaders are born or made. However, based on the facts established in past findings, practice makes leaders.
Nonetheless, potential leaders tend to have some predisposed genes that give them an advantage over others. However, training and commitment are required for one to achieve success. The nurse in the case above manifested leadership skills, which pleased her colleagues and bosses. Although all her nurse colleagues underwent training on leadership skills, she displayed extraordinary traits in caring for the homeless man.
References
Amerland, D. (2014). Are Leaders Born Or Made? Web.
Lewandowski, W. & Adamle, K. (2009). Substantive areas of clinical nurse specialist practice: A comprehensive review of the literature. Clinical Nurse Specialist: The Journal for Advanced Nursing Practice, 23(1), 73-92. Web.
Marquis, L. & Huston, J. (2012). Leadership Roles and Management Functions in Nursing: Theory and Application. Philadelphia, PA: Lippincott.
Perrotto, A. & Grossman, M. (2010). Ten Ways to the Top. Nursing Management, 41(4), 28-32.
Schaffner, J. (2009). Roadmap for Success: The 10-Step Nursing Strategic Plan. Journal of Nursing Administration, 39(4), 152-155.
Sims, J. M. (2009). Styles and qualities of effective leaders. Dimensions of Critical Care Nursing, 28(1), 272-274. Web.
Walsh, A. (2010). Pulling the Heartstrings, Arguing the Case: A Narrative Response to the Issue of Moral Agency in Moral Distress. Journal of Medical Ethics, 36(1), 746-749.