Running head: POOR SOURCES FOR NURSE LEADERS AND LEADERSHIP TRAITS

Poor sources for nurse leaders and leadership traits

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Poor sources for nurse leaders and leadership traits

Significant power sources for a nurse leader

Nurse leadership involves a variety of leadership power that may include: positional,
reward, coercive, legitimate, referent, expert and personal power (Valentine, 2002). The three
most important nurse leadership powers are positional, coercive and expert power.
The use of nurse leadership power
Positional power is the power assigned to the position or duties performed by the nurse in
his position (French & Raven, 1959). A nurse leader can employ positional power by supervising
the tasks that other nurse and representing them in the organization
Coercive power gives nurse leaders a right to take away privileges or even impose
penalties if the work done by the nurses does not meet the stated standards. Nurse leaders can
control the services offered by the nurses and dictate the way these services should be provided
to ensure patients satisfaction.
Expert power stems from ability to manage other nurses because the nurse manager has
expertise on particular subjects. Since the nurse manager has not only nursing expertise but also
leadership skills, he has command over the nurses.
Work sources most often displayed in working environment
The most common source of power displayed are positional and expertise. The reason is
that most of the nurses are new to the field of nursing, and a more experienced nurse with long
term expertise is needed to provide guidance on service delivery.
Personality traits in nursing

Poor sources for nurse leaders and leadership traits

There are several personality traits that aid in nurse leadership which include: Surgency,
agreeableness, conscientiousness and openness to experience (Lussier & Achua, 2001).
Traits that enhance nursing abilities
Surgency involves self-confidence, competitiveness and being ahead of life (Parker &
Faulk, 2012). A person with this trait will have great vision and ability to influence or control
others. Agreeableness is a second trait that affects leadership. People with the trait are warm,
encourage cooperation and trust which makes them flexible with the people they leader and thus
enhancing leadership (Lussier & Achua, 2001).
Consientiousness reflects the degree of dependability, perseverance, responsibility and
achievement oriented that make leaders produce the desire results. Openness is the ability to
accept new ideas and opportunities. Leadership involves evolution and changes within and
outside the institution. It is therefore necessary for any effective leader to open to the new ideas
that affect the organization.
Traits that hinder nursing abilities
People with low surgency have a tendency of doing tasks on their own and have little
interest in controlling, influencing and competing with others. Agreeableness is a trait that affects
leadership in that people with the trait tend prioritize other peoples needs over their own
(Lussier & Achua, 2001). Agreeableness is a trait that greatly affects leadership as people with
the trait have a difficulty in providing criticism which is crucial in leadership.

Poor sources for nurse leaders and leadership traits

Conscientiousness is a helpful trait in leadership but again make the leader lose sight of
the big picture of an issue. It also makes one workaholic increasing the risk of burnout. The
unhealthy work engagement is directly linked to poor outcome.
Reducing effects of the traits
Proper training will help equip a leader with adequate knowledge of developing an
achievable vision for the organization. Mentorship by other long-serving leaders can provide the
new nurse with ways in which to promote self-efficacy and attitude change towards leadership.

References
Valentine S. (2002). Nursing Leadership and New Nurse. U.S: University of Arizona College of
Nursing. Retrieved 10 August 2015 from : http://www.ehow.com/info_8089503_seventypes-power-nursing-leadership.html

Poor sources for nurse leaders and leadership traits

French, J.R.P., & Raven, B. (1959). 'The bases of social power,' in D. Cartwright (ed.) Studies in
Social Power. Ann Arbor, MI: University of Michigan Press. Retrieved 10 August 2015
from: http://www.nursetogether.com/power-and-influence-all-nurses-havethem#sthash.FlCA3GPR.dpuf
Lussier, R. N. and Achua, C. F. (2001). Leadership: Theory, Application, Skill Development.
Cincinnati, OH: South-Western College Publishing.
Parker, F. M., & Faulk, D. R. (2012). Teaching Leadership/Management, Public Policy, and
Ethical Content Within the. Transformative Learning in Nursing: A Guide for Nurse
Educators, 77.