Some people in leadership positions are not true leaders themselves; they can be referred to as “pseudo leaders” because they have few leadership attributes and actively disrupt the cohesiveness of teams (Conners et al., 2007). A pseudo leader is disorganized, inconsistent, and lacks perseverance (Conners et al., 2007). Often, staff that are loud yet negative are promoted to leadership roles compared to quiet workers that are positive (Conners et al., 2007). Despite being apt to perform the duties in a healthy environment, historically these types of workers would rarely rise through the ranks of an organization (Conners et al., 2007). An organization should invest in members at all levels and recognize positive leaders who are better suited for leadership responsibilities (Scully, 2015). Conners et al. (2007) posits:
“Without an environment that fosters internal growth, the best talent may be virtually unnoticed or go elsewhere.”
Change is constant! This is especially true in healthcare. Healthcare teams are constantly evolving to improve their practice, understand how to provide patient care (including prevention, treatment, and rehabilitation), and implement new technologies. According to Yukl (2013) a strong leader should be change oriented. This involves advocating change, envisioning change, encouraging innovation, and facilitating collective learning (Yukl, 2013). Moreover, a leader's role is to make sense of change and communicate this to followers (Yukl, 2013). Dysfunctional relationships and unproductive environments can stem from a lack of authentic communication.
A workplace that does not promote creativity and collaboration is likely to cultivate a pseudo team. Video 1 shows how teams can be divided into pseudo teams and authentic teams (Conscious Leadership Group, 2017).
A Pseudo Team is More Likely to Experience
(Conscious Leadership Group, 2017):
1) Unresolved conflicts
2) Lack of engagement
3) Missed deadlines
4) Secret meetings
5) High turnover 6) Complaining
7) Low morale
Video 1. Pseudo vs. Authentic Teams (Conscious Leadership Group, 2017).
Conners, S., Dunn, R., Devine, K., & Osterman, C. (2007). Strategies for cultivating nursing leadership. Nurse Leader, 5(5), 26-32.
Conscious Leadership Group [The Conscious Leadership Group]. (2017, February 20). Pseudo vs. authentic teams [Video]. YouTube. https://www.youtube.com/watch?v=pXEbzq3eRKM
Scully, N.J. (2015). Leadership in nursing: The importance of recognising inherent values and attributes to secure a positive future for the profession. Collegian, 22: 439-444.
Yukl, S. (2013). Leadership in Organizations (8th ed.). England: Pearson Education Limited.
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