Let's Not Forget About Management
Article Outline
A recent article in the Harvard Business Review included an intriguing statement that there are “too many leaders and not enough managers.” We have focused so intently in the past several years on developing leaders that my concern is that we in nursing are abandoning management development. This is not to suggest that leadership development is unimportant; rather, it is to stress that without skilled, well-prepared managers in the workplace, leaders cannot achieve superior execution of the organizational strategy. Donald Sull in the same articles states, “that middle managers have aspired to leadership, often disdaining the nuts and bolts of general management” and that business schools have dropped general management courses in favor of leadership offerings.1 In my experience with new managers, this phenomenon seems alive and well—most of them complain that they do not have the daily skills required to run a unit.
The essentials of management are a significant part of an emerging leader's role. Some would say that the two concepts of management and leadership are so intertwined that it is almost impossible to identify the differences. However, leadership and management are not the same. As a generalization, leaders do right things, while managers do things right. Can you imagine a department full of leaders without managers? Who will carry out the mission? Who will operationalize the strategy? Who will accomplish the tasks of management?
Nurses, of course, will continue to provide care at the bedside, but who will ensure that they have the resources and support necessary to carry out a high level of care? Peter Drucker2 stated it well: “If institutions are to function, management must perform.” He was clear that management is a discipline with an organized body of knowledge; in fact, his early books focused on the tasks of management.
Upon graduating with an MA in nursing administration without being taught how to do a staffing plan, I was frustrated to have to learn it on my own. Fortunately, as a new nursing director, I had some wonderful mentors from the American Organization of Nursing Executives (AONE) who taught me the basics; from there on, it was trial and error. AONE has evolved tremendously since then, when it provided initial education and a wonderful network, encouraging one-on-one mentorship.
Today, AONE has clearly defined the competencies required for nurse managers and has provided the opportunity for managers to gain the skills and succeed. Unfortunately, obtaining those skills to carry out the tasks are not readily available in many settings, particularly for new nurse managers. As important as it is to recognize that managers must also be leaders, they cannot assume that role without the necessary knowledge to be successful in their work. It is difficult to be a leader when one feels inadequate in carrying out daily responsibilities.
In spite of this, it is exciting to see the multiple avenues that organizations have pursued to produce and develop future leaders in nursing. This past spring, I had the wonderful experience of conducting a 3-day leadership seminar/retreat with my colleague, Dr. Pat Yoder-Wise, professor emeritus at Texas Tech. The excitement of working with nurses who will be receiving their doctorate of nursing practice this year cannot be overstated. Their commitment to the profession, patient, community, and self-development and the enhancement of leadership skills is spectacular. Participating in the Leadership Institute for newly graduated nurses, developed by Dr. Rose Sherman at Florida Atlantic University, has also been extremely rewarding. The privilege of reading and publishing many excellent leadership articles in this journal demonstrates the continued growth of leaders in nursing. The positive direction nursing leadership is taking in all walks of the profession has confirmed our progress. Still, we must be cognizant of the reality that “management is the organ of leadership.”2
References
PII: S1541-4612(10)00120-5
doi:10.1016/j.mnl.2010.05.005
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