Changing structure and reorganization within the (Canadian) healthcare system due to higher demographic demand, increased costs and the ongoing shortage of doctors and nurses, create a unique environment of leadership even for entry-level nurses (Brancato, 2007). Nursing professionals are the vanguards of modern healthcare delivery, managing each domain, directing and educating the public on disease prevention and knowledge regarding alternative community healthcare resources. In order to make the most of this professional capacity, nurses need to grow and mature, not only in their practice, but in an innate sense of feeling empowered to evoke change by generating a positive influence, not only in the lives of their patients, but in the climate of national healthcare. Nurses who have developed a healthy autonomy in the working environment, “…participate in activities and decision making that supports an equitable sharing of power, as well as demonstrating improvement of quality and cost effectiveness of healthcare delivery” (Brancato, 2007). By comparison, the nurse who is powerless is an underdeveloped and ineffective resource in any healthcare domain (2007). However, the archaic posture of male domination in professional circles, in addition to what is described as a Florence Nightingale apprenticeship approach to education, “…tends to produce nurses who do as they are told, adding to a stereotype and submissive status of the traditional, and yet so-called professional female role” (2007).
How does the nurse development empowerment in order to become a leader in the workplace?
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