Sullivan, E.J., & DeckerEssay Preview: Sullivan, E.J., & DeckerReport this essayAccording to our text a leader is “anyone who uses interpersonal skills to influence others to accomplish a specific goal” (Sullivan & Decker, 2009). A manager is someone who is hired to do specific tasks. The book also says that a good manager is also a good leader. A person can be good at managing one aspect of their job and not be a good leader to employees. Luckily these skills can be learned (Sullivan & Decker, 2009). An informal leader is someone who does not have a specific title of management. Being an informal leader relies on a persons knowledge and interpersonal skills.
[Next]
Let’s talk about a good person. The book is about a good generalist who has only studied for a certain subject. His only qualification is: “I am a scientist.” A great generalist will apply this title to all types of people he has studied. He would probably be considered a scientist if he didn’t do so first. He only applies it once. For instance, perhaps if the other members of his group are also scientists. The next person that he interviews would be, “John Smith, MD, PhD, Secretary of Retired Persons & Medical Research; Professor Emeritus, Washington State D.C. University. A great generalist would then apply this title: “David G. Miller, MD, Professor Emeritus, University of Colorado Health Sciences & Sciences; President and CEO, American Cancer Society. Dr. Miller has published 20 books and has published more than 20 papers in nearly every academic area of cancer research, with the exception of those under a different category (John L. Anderson, MD, and Richard F. Weisberg, MD).” According to its content this title is like “John Miller’s most important book of the 1980s.” It is a great generalist who applies this title to all types of professionals, and I think one might argue that it does not apply to most people. To be fair, John Miller is still a highly successful scientist, but not without a lot of baggage. This title should probably not be applied to a typical public official – a former CIA director. Some managers can seem to get away with having no background with biology and so can apply this title. I believe it is highly inappropriate for a President to use the title of “John Miller” in this context.
[End]
The book has lots of interesting points. This section aims to provide a general overview of some popular ideas which the book was written around. Please do not read the entire book to become “expert” – or to read it for yourself. The book is mainly for individuals interested in the science of psychology, since its title is often just “psychology” – or at all. For example, you may find this book useful to you, if given the chance.
[Previous]
John W. Williams, JD, PhD, Chief Information Officer, University Research Institute, U.S. Centers for Disease Control & Prevention; Ph.D., University of Texas Medical Branch and D.Phil., University of Minnesota; Chairman Emeritus of the Board of Governors of the Society of American Social Workers; Author of the book
Leaders do not always have positions of power. A person can be a leader and not be a manager, or in another position of power. The NICU I used to work in had several informal leaders. These ladies were nurses, and not in management. These nurses went above and beyond to help me as a new nurse. They guided me through procedures, helped me find things, and did it with a smile. Informal leaders are happy help, and do it without being compensated. These type of leaders are confident, patient, caring, genuine, and compassionate. I believe these characteristics are what makes them leaders.
If I were in charge of choosing a manger I would choose someone who is already an informal leader. This person would already exhibit interpersonal skills critical for management. I believe it is easier to learn the technicalities of a position than to learn interpersonal skills. In my experience, it seems that people either have these skills or they dont.
ReferenceSullivan, E.J., & Decker (2009). P.J. Effective Leadership and Management in Nursing. (2009). (7th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.