Is a Leader Only a Leader When Paid? Arlene H. Morris and Debbie R. Faulk S. M., a midlevel administrator in a medical home, has been quite active in the state nurses association since moving to the state 10 years ago. S. M. was recently elected to the office of president-elect (a 2-year term followed by 2 years in the president role). Although S. M. perceives election as an honor and an expression of other members confidence in her leadership abilities, she wondered what preparation would be needed and how much time would be involved in this professional volunteer service. Additionally, it was a surprise when the higher-level administrators did not look favorably on her election. In fact, a few asked S. M. to describe how the state nurses association was or was not functioning as a labor union and how the officer role would influence her role as midlevel administrator. Although she was surprised at the administrations response, S. M. met with her supervisor to discuss the mission and vision of the state nurses association, focusing on promoting excellence in nursing practice across all settings of care and advocating both for nurses within the healthcare delivery system and for quality and safe health care for the state population. The chief executive officer (CEO) later met with S. M. and asked her to specify what the role would entail and how it would impact her work role. S. M. thought of a past state association president who encouraged her to run for office and who was a role model and mentor for her. The past president often spoke of transformational leadership theory, and from what S. M. had encountered, it was the best example of this theory in action. S. M. responded to the CEO by relaying her hopes of developing her own leadership skills and influencing the quality and safety of nursing in the healthcare delivery system within the state and across the nation. The CEO emphasized that the volunteer activities must not interfere with S. M.s job responsibilities in any way. S. M. left the meeting puzzled and discouraged, wondering why the CEO did not see her election as a way for S. M. to increase her leadership competencies and a wonderful opportunity to advance professional nursing practice within the state.
Case Study Questions:
3. What theory (or theories) of leadership would be helpful for S. M. as she assumes a leadership role in a voluntary professional membership association?
6. Describe how S. M.s leadership role in the state nurses association would potentially benefit her performance in her midlevel management role.
7. What business skills, management abilities to work with state nursing association employees and volunteers, and knowledge of the healthcare delivery system are needed? How can S. M. develop the necessary knowledge, skills, and abilities?
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