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Volume 5, Issue 8(Suppl)

J Nurs Care 2016

ISSN: 2167-1168 JNC, an open access journal

Page 33

Notes:

Euro Nursing 2016

October 17-19, 2016

conferenceseries

.com

15

th

Euro Nursing & Medicare Summit

October 17-19, 2016 Rome, Italy

Authentic leadership: Implications for effective mentoring

Venise Bryan

and

Salvatore Sal Mendaglio

University of Calgary, Canada

S

ince the inception of nursing from the Nightingale era, nursing has been guided by the principles of mentorship. Mentorship

involves an experienced nurse providing support and guidance like a coach to a novice nurse to develop competencies,

networking skills, confidence and career opportunities (Ferguson, 2011). Effective mentoring is commonly described in

terms of traits of the mentor such as being approachable, charismatic, and supportive (Fischer

et al.,

2015). However, there

is evidence of movement away from a trait-based approach to focus on the person by the mentor (Wong and Cummings,

2009). This session will discuss a theory that has at its core “the self ”, namely, authentic leadership. Authentic leadership

draws upon positive psychological capacities and ethical climates to bring about greater self-awareness and self-development

through balanced processing of information and relational transparency on the part of leaders working with followers (Rego,

Sousa, Marques and Cunha, 2012). Mentorship and leadership in caring professions have been guided by leadership theories.

Their focus, however, tends to be on the behaviors and attributes of the leader, while ignoring the person (self). Authentic

leadership addresses this great deficiency by promoting self-awareness and self-development. Nursing is relational focus, as

such, practicing authentic leadership assists in knowing oneself, and the leader is mindful of others as they help them to know

their self and personally develop. Applying authentic leadership in nursing improves nurses’ wellbeing, job satisfaction, and

learning. Authentic leadership has far reaching implications for recruitment, retention and effective organizational financial

performance.

Biogr

a

phy

Venise Bryan has completed her Master of Science in Nursing Education from the University of the West Indies in 2011. Currently she is pursuing her PhD in

Educational Leadership from the University of Calgary. She has been a Faculty Member at the University of the West Indies School of Nursing and at the University

of Calgary. Her area of interest is in Nursing Education with special interest in interpersonal relations from a teaching and learning context and authentic leadership.

She is involved in mission groups that take healthcare to people living in various countries in Africa and the Caribbean.

bryanvenise@yahoo.com

Venise Bryan et al., J Nurs Care 2016, 5:8(Suppl)

http://dx.doi.org/10.4172/2167-1168.C1.031