Description
Analytical Papers
For analytical paper #1, we are not looking for you to use outside references about leadership. You will be using the book as a general guide for the whole assignment so it is not necessary to continually cite it. If there is something specific from the text that you discuss in the paper, you may cite that as appropriate.
Analytical Papers
You have two papers due. Both of them are analytic essays.
An analytical essay is more than just a synopsis of the issue or subject (reporting). An analytical essay deeply examines a single topic to reveal conclusions that prove or support the thesis of the author. It includes your interpretation and provides insights. Your goal is to have enough analysis and examples that the strength of your argument is clear to readers.
A good analytical essay includes:
A thesis that states your main point – a reader should be able to read just your thesis and understand what the entire essay is about and what you’ll be analyzing
Analysis that relates back to your thesis and supports it
Examples to support your analysis and allow a more in-depth look at the issue
Follow this outline:
Introduction – brief background and your thesis statement
Body – several paragraphs each covering a different point of analysis and evidence to support the analysis. Include sub headers in the body to structure and organize your information and help readers to follow the logical flow of your analysis
Conclusion – paraphrase of thesis, summary of key points of analysis. The conclusion is supposed to summarize… and drive home…the main points of the argument in the paper. A conclusion does not introduce new material/information.
References
Paper #1 is based on the Strengths Based Leadership book. Analytical Paper #1_StrengthsFinder_2024
Paper #2 is based on a current healthcare leader. Analytical Paper#2_Healthcare Leaders_2024.pdf
You may choose a leader from the list attached.
Support your rationale for choosing this leader, and tie concepts you’ve researched to the concepts we have learned in class. A suggestion is to choose your leader at the start of the course and then, after completing a unit, apply what you learned to the paper. By the end of the course, your paper will be almost finished.
Discussion Starter Questions
REQUIRED – Post a 300 word definition and description of leadership. (Everyone must answer this). Each student should have a separate thread, with your name in the subject line. What similarities exist? How is your definition different?
How does leadership impact you professionally? Personally?
What is different about leadership in healthcare than in other industries?
Are you able to distinguish leaders versus managers in your workplace? How?
This week leadership was described as noncoercive influence. For what reasons might followers be motivated to respond to a leadership initiative? List as many as you can. Can you give a personal example?
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Text Book to use
BHIS 546 Leadership Development in Health Informatics, 3 credits –CRN: 31342Instructor: Isola, Corinn1. Northouse, P. G. (2019). Leadership theory and practice, 8th edition. California: SagePublications. ISBN 9781506362311.
2. Rath, T., & Conchie, B. (2008).Strengths based leadership. New York: Gallup Press. ISBN: 978-1-59562-025-5. This book can be bought from any bookstore.Do notbuy a used edition as youmust have anew access codethat is found in the book. T
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Analytical Paper #2 – Healthcare Leader
Your second analytical paper is an essay about a current healthcare leader. Using what you have learned about
leadership in this course, examine the leadership qualities exhibited and the achievements that demonstrate why
you think they are a successful leader.
I have provided a list of some top healthcare leaders. You may select one of these leaders or another leader that is
of interest to you. Delve into the material in each of the units, and apply your knowledge of leadership gained in
this course. You may use a variety of sources, articles, documentaries, blogs, and news articles.
Address these points in your analysis:
1. What is the public perception of this leader?
2. Do you agree with the public perception? Why, or why not?
3. What are some achievements or results demonstrated that support the perceptions about this leader?
Provide some data about these achievements or results.
4. What is it that makes them successful? (leadership traits, results, something else)
5. Provide examples of where they exhibit some of the leadership styles we have discussed. Do they use a
particular leadership style (ex: situational, transitional, team, organizational change)?
6. Considering the StrengthFinders list of leadership strengths, which strengths does this leader exhibit?
(provide examples to support your perspective)
7. How does this leader bring a strategic perspective to build a health informatics vision?
8. Provide examples of behaviors and communications used by this leader to motivate, direct and guide
stakeholders, build collaborations throughout the organization and bring resources to projects, programs,
and people to accomplish a health informatics vision.
Your paper is to be no less than three pages and no more than five pages (double-spaced, one-inch margins, font
about Times Roman 12). The references do not count as one of the three – five pages. You cannot write this paper
without using at least the textbook and some outside sources as a reference. Please make sure you correctly use
in-text citations and provide references for this paper.
For unit 8, you will also create one slide that depicts a summary of your paper and post it to the Leadership Paper 2
discussion thread, with a short description of your leader and position on your choice of leader. Use your last name
and leader in the subject line (ex: Isola, Bill Gates). This will serve as your unit 8 Discovery Question response.
Post the paper by the deadline under the Units link, post your essay under Papers / Paper #2. You will be graded
on:
•
•
•
Depth of analysis and application of Strength Finder results and concepts (50%, 5 points)
Organization and logical flow of ideas and structure of information (35%, 3.5 points)
Grammar/mechanics/usage (15%, 1.5 points)
Late papers will receive point deductions of 1 point per day past the due date.
Analytical Paper #1 – Strengths Based Leadership
Your first analytical paper is based on the Strengths Based Leadership book. For the analytical essay,
you will be examining the thesis of developing effective leadership for health informatics. The
essay will also examine what you have learned about yourself as a leader/potential leader.
Begin by reading the first 95 pages in the textbook. Then, take the Strengthsfinder 2.0 test that you
will access through the unique access code provided in the back of your book. The test takes about
35 minutes. Your essay is to be no less than three pages and no more than five pages (doublespaced, one-inch margins, font Times Roman 12). Do not use outside references. If you use the
book simply as your guide, you do not need to reference it.
If you still have it, review analytical reports in your BHIS 503 textbook. You may also want to view
this video : https://www.youtube.com/watch?v=OSVEsZjGf30.
We are looking for your essay to delve deeply into questions like “how” and “why”. We want
you to explain and interpret the results of your test – how does this inform you for your future
work as a health informatics leader? We are looking for you to present your viewpoint and
support it with the results of the test. Discuss the central ideas and takeaway points that emerged
from the results. Examine your five strengths and consider why you have each of those strengths or
tell us why you are surprised you have those strengths. Also explain how your current work
maximizes use of those strengths and/or how you could work to maximize those strengths. There is
a possibility that you cannot utilize all your strengths at work; what recommendations would you
make to address this situation.
We do not want you to report on what the book says. Instead, now that you have read the book
and taken the strength finders assessment, tell us how this information has informed your view of
yourself and how this information can be useful to your work as a health informatics leader. Tell us
how you are going to use the knowledge you have gained from the StengthsFinder test. Will you
share this information with anyone, and what is your plan of action?
Select the points in the subcategories (trust, compassion, stability, hope) that best fit you and your
current place of work. If a subcategory does not fit you–but your place of work needs to address
this area– discuss what your place of work needs and steps you can take to position yourself to be
effective and benefit from these subcategory concepts. You are not required to write on every
subcategory. In other words, take an analytical view of you in the workplace while looking through
the lens of your strengths.
Post the paper by the deadline in the unit called Papers under Paper#1. You will be graded on:
•
•
•
Depth of analysis and application of Strength Finder results and concepts (50%, 5 points)
Organization and logical flow of ideas and structure of information (35%, 3.5 points)
Grammar/mechanics/usage (15%, 1.5 points)
Late papers will receive point deductions of 1 point per day past the due date.
Analytical Papers
Analytical Papers
You have two papers due. Both of them are analytic essays.
An analytical essay is more than just a synopsis of the issue or subject (reporting). An analytical essay
deeply examines a single topic to reveal conclusions that prove or support the thesis of the author. It
includes your interpretation and provides insights. Your goal is to have enough analysis and examples
that the strength of your argument is clear to readers.
A good analytical essay includes:
•
A thesis that states your main point – a reader should be able to read just your thesis and
understand what the entire essay is about and what you’ll be analyzing
• Analysis that relates back to your thesis and supports it
• Examples to support your analysis and allow a more in-depth look at the issue
Follow this outline:
•
•
Introduction – brief background and your thesis statement
Body – several paragraphs each covering a different point of analysis and evidence to support
the analysis. Include sub headers in the body to structure and organize your information and help
readers to follow the logical flow of your analysis
• Conclusion – paraphrase of thesis, summary of key points of analysis. The conclusion is
supposed to summarize… and drive home…the main points of the argument in the paper. A
conclusion does not introduce new material/information.
• References
Check the calendar for deadlines.
Paper #1 is based on the Strengths Based Leadership book. Analytical Paper
#1_StrengthsFinder_2024.pdf Analytical Paper #1_StrengthsFinder_2024.pdf – Alternative Formats
Paper #2 is based on a current healthcare leader. Analytical Paper#2_Healthcare
Leaders_2024.pdf Analytical Paper#2_Healthcare Leaders_2024.pdf – Alternative Formats
•
You may choose a leader from the list attached here.
Healthcare Leaders_2023.pdf Healthcare Leaders_2023.pdf – Alternative Formats
Support your rationale for choosing this leader, and tie concepts you’ve researched to the concepts
we have learned in class. A suggestion is to choose your leader at the start of the course and then,
after completing a unit, apply what you learned to the paper. By the end of the course, your paper
will be almost finished.
Discussion Starter Questions
Discussion Starter Questions
1. REQUIRED – Post a 300 word definition and description of leadership. (Everyone must
answer this). Each student should have a separate thread, with your name in the subject
line. What similarities exist? How is your definition different?
2. How does leadership impact you professionally? Personally?
3. What is different about leadership in healthcare than in other industries?
4. Are you able to distinguish leaders versus managers in your workplace? How?
5. This week leadership was described as noncoercive influence. For what reasons might followers
be motivated to respond to a leadership initiative? List as many as you can. Can you give a
personal example?
Unit 1 – Application Self-Reflection
This exercise focuses on the application of leadership knowledge and concepts. Click on this link to submit
your answer.
Reflect on the work you did this week and provide a couple of sentences answering the following questions:
1.
Who is the most powerful person you know? What bases of power does he/she use?
2.
How do the leadership concepts covered in this unit apply to your own work or the leadership in your
organization?
(Note: this week we looked at foundational concepts on leadership)
Healthcare Leaders
You may check this list to identify a leader from a top healthcare organization:
https://www.beckershospitalreview.com/lists/113-great-leaders-in-healthcare-2023.html
I have listed some others below.
1.
2.
3.
4.
Chiquita Brooks-LaSure, Administrator of the Centers for Medicare & Medicaid
Micky Tripathi, National Coordinator for Health IT
Gianrico Farrugia, MD, CEO Mayo Clinic
Ezekiel Emanuel, Vice Provost for Global Initiatives at University of Pennsylvania, chair of the
Department of Medical Ethics and Health Policy
5. Judith Faulkner, Founder and CEO Epic Systems Corp.
6. John Halamka, President of Mayo Clinic Platform (digital health)
7. Jaewon Ryu, President and CEO Geisinger Health
8. Michael Dowling, CEO Northwell Health
9. Tim Cook, CEO Apple
10. Mark Bertonlini, Chairman and CEO Aetna
11. Andy Jassy, President and CEO Amazon
12. Karen Lynch, President and CEO CVS Health
13. Xavier Becerra, Secretary HHS
14. Jim Skogsbergh, President and CEO Advocate Aurora Health
15. Gail Boudreauz, President and CEO Anthem
16. Emma Walmsley, CEO GlaxoSmithKline
17. Ernest Grant, President American Nurses Association
18. Eric Topol, Founder and Director Scripps Research Translational Institute, Professor of Molecular
Medicine
19. Penny Wheeler, President and CEO Allina Health
20. Farzad Mostashari, Co-founder and CEO Aledade
21. Brent James, MD MStat
22. Vivek Murthy, US Surgeon General
Journal of Nursing Management, 2011, 19, 517–521
The hidden treasure in nursing leadership: informal leaders
MARTY DOWNEY P h D , R N 1, SUSAN PARSLOW P h D , R N 1 and MARCIA SMART P h D , M B A 2
Associate Professor of Nursing, Boise State University, Boise, ID and 2Leadership Strategist, Smart Leadership
Solutions, Boise, ID, USA
1
Correspondence
Marty Downey
Boise State University
1910 University Drive
Boise
ID 83725-1840
USA
E-mail: [email protected]
(2011) Journal of Nursing Management 19, 517–
521
The hidden treasure in nursing leadership: informal leaders
DOWNEY M., PARSLOW S. & SMART M.
Aim The goal of the present article was to generate awareness of characteristics of
informal leaders in healthcare with the emphasis on nurses in acute care settings.
There is limited research or literature regarding informal leaders in nursing and how
they positively impact nursing management, the organization and, ultimately,
patient care. Identification of nurses with leadership characteristics is important so
that leadership development and mentoring can occur within the nursing profession.
Background More than ever, nursing needs energetic, committed and dedicated
leaders to meet the challenges of the healthcare climate and the nursing shortage.
This requires nurse leaders to consider all avenues to ensure the ongoing profitability and viability of their healthcare facility.
Key issues This paper discusses clinical nurses as informal leaders; characteristics of
the informal nurse leader, the role they play, how they impact their unit and how
they shape the organization.
Implication for nursing management Informal nurse leaders are an underutilized
asset in health care. If identified early, these nurses can be developed and empowered to impact unit performance, efficiency and environmental culture in a positive
manner.
Keywords: informal leaders, informal nurse leaders, informal leadership, leadership in
healthcare, nursing management, nursing leadership
Accepted for publication: 18 February 2011
Informal leaders
In todayÕs complex, dynamic healthcare management
environment, it is imperative that nurse managers take a
more focused look at nursing leadership within the
arena of direct patient care in their organizations.
The current and evolving nursing shortage, as well as
the uncertainty of the healthcare climate, is creating
significant challenges to contemporary nurse management and leadership. The goal of the present article was
to generate awareness of characteristics of informal
DOI: 10.1111/j.1365-2834.2011.01253.x
ª 2011 The Authors. Journal compilation ª 2011 Blackwell Publishing Ltd
leaders in health care with the emphasis on nurses in
acute care settings. To discuss this phenomenon,
informal interviews took place with nurse managers in
two large urban medical centres in the United States
mountain west.
Now, more than ever, nursing needs energetic, committed and dedicated leaders to meet the challenges of
the healthcare climate and the nursing shortage. This
article presents a very important, timely and alternative
perspective to assist nurse managers dealing with current challenges.
517
M. Downey et al.
Shortell and Kaluzny (2000) describe Leadership as a
process through which an individual attempts to
intentionally influence others to accomplish a goal. A
great deal has been written about nursing leadership,
ranging from its impact on the nursing shortage, job
satisfaction, retention and turnover to patient safety
and outcomes. Others have focused on nursing leadership competencies and behaviours as well as pathways
to leadership positions and education requirements. The
literature and research generally focuses on formal
leadership (Cummings et al. 2008). However, there is
very little, if any, literature or research regarding
informal leaders in nursing and how they might positively impact nursing management, the organization
and ultimately, patient care. It is vital to the future of
the nursing profession that those with leadership characteristics are identified for development and mentoring
to occur.
There is no question that positive nursing leadership
is a critical component of a successful health care
organization. On the other hand, what about the
informal leader and their impact on the organization?
This question is the focus of the present investigation.
In a landmark study on leadership, Dr Marcia Smart
(2005) researched an evolving phenomenon called
ÔInformal LeadershipÕ. Outside the boundaries of formal
authority is a phenomenon, in which leadership is driven by a network of people who make things happen
primarily through subtle power and influence.
Approximately 80–90% of a typical health-care organization is non-management, and within this large
group are individuals who have the power and influence
to impact the level and quality of patient care at the
bedside (Lee & Cummings 2008). Anticipating the demands for future nurse leaders, nurse managers should
consider identifying these individuals and begin defining
the roles they play in leadership. Additionally, nurse
leaders and managers should strive to understand how
informal nurse leaders gain their power and influence
and focus on the ways they can be mentored and supported.
Informal nurse leaders a hidden treasure
Smart (2005) stated that within most organizations
there lies a behind-the-scenes ÔshadowÕ organization
made up of people and informal networks of people.
The leadership phenomenon within this network of
people and its cohorts is referred to as Ôinformal leadershipÕ. At the heart of the informal network is the
informal nurse leader (INL).
518
Officially, every facility and unit has a formal organizational chart that delineates responsibilities and
identifies the chain of command. However, the manner
in which work is truly accomplished often follows an
undocumented and unacknowledged path, guided by
these individuals, the informal leaders, who are both
heavily relied upon and often taken for granted.
Informal leaders are individuals without formal title
or authority who serve as advocates for the business,
and heighten the contributions of others as well as their
own primarily through influence, relationship-building,
knowledge and expertise (Smart 2010).
Informal nurse leaders are ubiquitous, once they are
discovered. They represent an overlooked resource that
could be developed and supported to great advantage
by any manager savvy enough to take the time to
understand who they are, the roles they play and how
they function. Informal leaders rarely have the kind of
explicit qualifications that can be easily documented or
communicated, much less evaluated (Katzenbach &
Khan 2010). However, nurse managers equipped with
this understanding can appropriately identify, support,
reward and develop informal leaders.
How to identify informal leaders
Identifying informal leaders may appear to be a simple
process. It is often assumed that the person who is out
front, speaks up more often or seems to have the most
overt relationship with management would be an
informal leader. This assumption may not necessarily be
the case. In discussions with acute care nurse managers,
it was agreed upon that a critical distinction of informal
leadership is ÔinfluenceÕ. Smart (2010) defines influence
as the power to affect other peopleÕs thinking and/or
actions. Nurse managers can identify the influence of
informal leaders in the acute care setting primarily
through observation. Having an understanding of the
factors that contribute to nursing leadership is fundamental to ensuring a future supply of nurse leaders who
can positively influence outcomes for health care providers and patients (Cummings et al. 2008).
Informal leaders generally do not have formal titles as
defined by the organization. The following are traits of
informal nurse leaders identified by the nurse managers:
• expert nurses who want to share their knowledge;
• nurses whose names are often mentioned to lead
teams or volunteer;
• recognized leaders amongst their peers – staff generally migrate towards them;
ª 2011 The Authors. Journal compilation ª 2011 Blackwell Publishing Ltd, Journal of Nursing Management, 19, 517–521
Informal leaders
• nurses who elevate the whole team – ÔPulls everyone
togetherÕ; and
• nurses who have credibility and good track records
with both peers and management – the high performers.
These factors and attributes align with (Smart 2005)
criteria for identifying informal leaders.
How informal leaders stand out amongst their
peers
The nurse managers interviewed for the present investigation stated that nurses who are informal leaders
have a strong work ethic (Grabowski & Logan 2009).
These nurses rarely have attendance problems, are
committed to patients, have integrity and always look
at the unit as a whole. One nurse leader stated that
informal nurse leaders have a sense of the Ôheartbeat of
the unitÕ and take an interest in making it better. These
leaders are strategic thinkers constantly absorbing and
analysing information and helping the team make better
decisions (Rath & Conchie 2008). With that broad
viewpoint, they can easily spot a coworker needing help
and are willing to help resolve the situation (Grabowski
& Logan 2009).
How informal leaders lead
Informal nurse leaders have varying forms of power.
WebsterÕs Dictionary (2009) defines power as the ability
to do, act; strength; having great influence. In physics,
power is defined as the potential or capacity for action,
a mobilizing force that overcomes resisting forces. In
human behaviour, power is the underlying force of all
social exchange (Bass 1990). In health care organizations, as in other organizations, power can be seen as
the ability to take actions and initiate interactions. It is
the capacity to ensure the outcomes one wishes and to
prevent those one does not desire.
Nurse managers and leaders might take a moment
and consider their own unit or organization. They
might think of a nurse who has not been officially
vested with formal status, but has attained a position of
power and influence, is able to mobilize the people
around them to act even though they have not been
officially designated as leaders. Seek the nurse who is
adept at using his or her influence to establish team
norms and values, and coordinate group efforts. A
nurse with these qualities is the informal leader. Their
power and influence is based on being effective communicators, building and sustaining strong relation-
ships, and always having a good ÔreadÕ on how the
organization works (Smart 2010).
More qualities found in informal nurse leaders
Informal leaders want to be involved in discussions and
in shaping the direction of the unit or organization.
They are seen as standing up, speaking out, actively
listening and creating a safe comfortable environment
for others. These nurses are the leaders of the informal
and social networks. Informal networks are especially
important in knowledge-intensive sectors where people
use personal relationships to find information to do
their jobs (Cross et al. 2002).
The nurse managers stated that they hold informal
leaders in high regard because, when they consult with
them or make a request, the nurse manager is confident
the INL will follow through with the task at hand. Staff
and peers also gravitate towards informal leaders as
non-management because they are knowledgeable,
exude confidence and are trustworthy (Grabowski &
Logan 2009). Informal leaders are always willing to
help and are generally friendly and open allowing peers
to confide in them. INLs lead through relationship
building which is the essential glue that holds a team
together (Rath & Conchie 2008). For example, if a staff
nurse is new on the patient care unit and has a question,
the new nurses tend to feel more comfortable
approaching the nurse who is open and willing to share
information for the answer (Grabowski & Logan
2009).
How informal leaders view themselves
Informal leaders do not view themselves as special or
even as leaders necessarily. They think of themselves as
nurses doing their job. They come to work because it is
their ÔcallingÕ. They have a sense of Ôownership of the
unitÕ and they feel responsible for outcomes of patient
care (Grabowski & Logan 2009). Smart (2005) found
that a trademark of an informal leader is a sense of
humility. They are humble and do not Ôblow their own
hornÕ – trying to take credit; they simply focus on getting the job done.
Informal leaders may accept acknowledgement or
rewards for their accomplishments; however, many
oppose any formal title or visible recognition. While
they often get recognition for their service that is not the
objective of serving. Their giving and service is what
they contribute rather than what they are receiving
(Sanborn 2006). Informal leaders feel strongly that a
ª 2011 The Authors. Journal compilation ª 2011 Blackwell Publishing Ltd, Journal of Nursing Management, 19, 517–521
519
M. Downey et al.
formal title would change the dynamics of how they
operate. A title might inhibit their ability to work quietly behind the scenes and could impact their ability to
create a trusting environment.
How to support informal leaders
Support of INLs begins with understanding how they
approach their professional and organizational role. For
example, when informal nurse leaders learn about a
change in the organization they mobilize resources and
can help integrate the change and enlist the support
of the staff. Nurse managers can capitalize on this
behaviour by remembering that these nurses are in the
trenches, they have the pulse of the unit, have a network
of resources and are privy to information about which
the manager may not know. However, it is important to
avoid asking them to betray confidences. One of characteristics of the informal leader is their ability to create
a safe environment for others (Smart 2010).
The current economic situation is creating an environment where we manage and live on tight schedules
and tighter budgets. Time is the biggest challenge for
nurses within the context of delivery of effective patient
care. Bedside nursing takes nearly 100% of nursesÕ time
and energy. One of the top characteristics identified in
nurse satisfaction studies is having good nursing leadership (Chambers & Mazzei 2008). Because the informal leader is fully committed to both the patient and the
unit they are often asked to work extra. Managers
should be mindful not to overuse their informal leaders.
To prevent burnout, managers should carefully choose
projects for their informal leaders [American Association of Critical-Care Nurses (AACN) (2009)].
Nurse managers have the ability to assist informal
leaders in creating a positive and motivating environment. This can be done by encouragement and support
to create informal task forces to look at problematic
issues; give them opportunities to show how they help
solve current problems. Engaging nurses with diverse
backgrounds creates synergy and a greater commitment
to goals (Tornabeni & Miller 2008). Motivate the INLs
to get excited about the issues at hand as they are creative thinkers, and also look at creating a more formalized
way to tap into their knowledge and willingness to serve.
In instances of complaints regarding staff–patientrelationships, low morale in nursing units or patientcare complaints, nurse managers can leverage the
activist which is a vital quality of informal leaders.
Remember, informal leaders are typically your advocates and are vested in the success of the unit. Their
power and influence is translated into nurse leaders who
520
are cheerleaders, motivators and problem solvers of the
unit (Grabowski & Logan 2009).
Informal leaders need to know that their positive
attitude and creative contributions are of great value to
you and the unit. Let them know that they are a motivating force in the unit and that their efforts are making
a difference. Simple day-to-day recognition efforts can
be one of the most highly valued forms of rewarding
your nurses (Chambers & Mazzei 2008). Retreats or
gift cards may be simple means of encouragement.
After discovering the INL, the nurse managers and
leaders may find the best means to support the INL is
through mentorship. Mentoring the INL begins by
understanding the qualities discussed previously. Formal or informal mentorship programmes might be
developed to encourage the INL to continue their role.
Benefits of informal leaders to health care
management
The benefits of informal leaders to formal leaders and
organizations are numerous. Giving staff the freedom to
innovate and learn from their mistakes is at the heart of
good healthcare services (Clark 2008). Informal nurse
leaders have an impact on the quality of services as well
as the level of patient and staff satisfaction (Domm
et al. 2007). They influence the culture through their
overall enthusiastic involvement, freely sharing their
knowledge and expertise, team orientation and genuine
caring approach towards patients, staff.
As one nurse manager stated, managing informal
leader nurses is ÔpainlessÕ because they complete whatever is asked of them. Informal leaders are high performers who are experts at doing more with less,
effectively using limited resources to their maximum
(Smart 2010). Because they always keep the broader
picture of the unit in mind, they can usually anticipate
the needs of other staff, physicians and patients. Informal leader nurses tend to feel a strong sense of ownership and responsibility for the outcomes of the unit.
Most notably, they embrace the profession of nursing
(Grabowski & Logan 2009).
Conclusion
ÔInformal leadership is about heartÕ
Informal leaders are an essential component to meet the
current challenges of todayÕs health care environment. In
discussing nurses as informal leaders we have identified
who they are, the roles they play, how they impact the unit
and how they shape the organization. Collaboration, trust
ª 2011 The Authors. Journal compilation ª 2011 Blackwell Publishing Ltd, Journal of Nursing Management, 19, 517–521
Informal leaders
and a high level of management support would definitely
contribute to nurses abilities to exercise informal leadership (Resha 2006). Informal nurse leaders are an underutilized asset in health care. These nurses can be
developed and empowered to impact unit performance,
efficiency and culture in a positive manner. When properly mentored, nurse leaders will find the informal nurse
leader is truly a Ôhidden treasureÕ.
References
American Association of Critical-Care Nurses (2009) Chapters:
practicing mind and heart habits to strengthen leadership skills.
Publication of AACN: Bold Voices 1 (1), 5.
Bass B.M. (1990) Bass & StodgillÕs Handbook of Leadership:
Theory, Research, and Managerial Applications, 3rd edn. The
Free Press, New York, NY.
Chambers P. & Mazzei L. (2008) ThereÕs a hole in the bucket:
nursing retention strategies used in a large Canadian call center.
American Academy of Ambulatory Care Nursing 30 (4), 7–10.
Clark L. (2008) Leading by example. Nursing Management
15 (6), 13–15.
Cross R., Nohria N. & Parker A. (2002) Six myths about informal networks—and how to overcome them. MIT Sloan
Management Review 43, 67.
Cummings G., Lee H., MacGregor T., Wong C., Paul L. &
Stafford E. (2008) Factors contributing to nursing leadership:
a systematic review. Journal of Health Services Research
& Policy 13 (4), 240–248.
Domm E., Smadu M. & Eisler K. (2007) Developing high-quality
healthcare workplaces: facilitators and barriers. The Canadian
Nurse 103 (9), 11–12.
Grabowski S. & Logan D. (2009) Personal communications.
Boise, ID. July, 2009.
Katzenbach J. & Khan Z. (2010) Leading Outside The Lines:
How To Mobilze the Informal Organization, Energize Your
Team, and Get Better Results. Jossey-Bass, San Francisco, CA.
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