LE LEADERSHIP DÉSTRUCTEUR/BOSSONOMICS DESTRUCTIVE LEADERSHIP

Canadian Operating Room Nursing Journal, Mar 2008 by Shewchuk, Muriel

Auteure : Muriel Shewchuk, infirmière autorisée, baccalauréat en sciences infirmières, CPN(C), est une experte-conseil en soins périopératoires. Elle a pris la retraite en 2005 suite à plus de 42 ans d'expérience en formation et en administration périopératoires. Muriel est une co-fondatrice, et est actuellement co-présidente, du réseau Canadian Operating Room Leaders (CORL) (www.operatingroomleaders.com ), une association affiliée à VAIISOC. Muriel représente le CORL sur le conseil de l'AIISOC.

SI VOUS PRENIEZ LE TEMPS D'ÉVALUER HONNETEMENT LA PERSONNALITÉ DE PATRON DE VOUS-MÊME ET DE VOS COLLÈGUES GESTIONNAIRES, QUELLE SERAIT VOTRE CONCLUSION?

« STAR », « SATISFAISANT », « LOIN DE PARFAIT », « INUTILE » ou encore pire?

À la table de souper, qu'est-ce que vos employés disent de vous? Combien de vos employés disent qu'ils haïssent leur emploi et leur patron aussi? La porte d'entrée claque-t-elle bien trop fort quand ils rentrent après le travail? Vos employés crient-ils après leurs enfants de frustration? Combien de larmes sont le résultat d'actions de vous et de vos collègues? Combien d'heures de sommeil perdues? L'absentéisme est-il le résultat d'un environnement de travail toxique?

Author: Muriel Shewchuk RN, B.ScN, CPN(C), is a Perioperative Nurse Consultant. She retired in 2005 following over 42 years of Perioperative Education and Administration. Muriel is a co-founder, and currently co-chair, of the Canadian Operating Room Leaders (CORL) Network (www.operating roomleaders.com). an Affiliate member of ORNAC. Muriel represents CORL on the ORNAC board.

BOSSONOMICS DESTRUCTIVE LEADERSHIP

IF YOU RATED YOURSELF AND THE MANAGEMENT COLLEAGUES YOU WORK WITH WHAT WOULD BE YOUR HONEST ASSESSMENT?

"STAR", "OKAY", "JERK", "USELESS"... or worse names?

What are you called at the dinner table of your employees? How many of your employees say "I hate my job and my boss"? How hard is the door slammed when your employee arrives home? Were the children screamed at? How much crying goes on at home because of you and your colleagues? How much do you contribute to the insomnia of your staff? How much absenteeism is related to your workplace's toxic environment?

INTRODUCTION

The sentiments above use shocking words that make some people cringe. Some readers are saying to themselves "No, that's not happening with my staff." Others are getting defensive that this author would suggest OR leaders are anything but perfect... or at least doing their best in a difficult environment." Others will say "That couldn't happen in nursing". Those rejecting the idea are wrong - for the sake of your employees, please read on!

It's true, "bossonomics" is not a word. But for the purpose of this article it seemed necessary to coin a new phrase. Bossosnomics may be defined as reflection of the impact had by, and outcomes created by, the person who is providing direction, establishing authority and control over employees.

The modern manager, director, or supervisor may want to be seen, and referred to, as the "leader". But in truth, the staff will always see that person as "the boss" The boss may be referred to in kindly manner or, at the other end of the spectrum, in very derogatory terms. So, is being the boss a bad thing? That all depends what category of bossonomics you fall into. Using the four choices at the introduction of the article, where would you place yourself? What about the other leadership personnel you are responsible for? This is not an exact science, just based on years and years of hearing employees voice the same type of opinions.

One would wonder how many of those "destructive leaders" believe they can only control if they are viewed as "tough and in control." Distancing themselves from employees with their feelings, demands and needs may be a coping mechanism. Low self esteem, insecurity, incompetence and lack of direction may also add to the negative behavior. There may also be a belief that not being liked by the employees is a sign of a good leader.

Bossonomics requires that you really look in the mirror for a critical review and to determine what your staff are really saying and how you are viewed. You also need to take a look at the other management team members - bad managers reflect on the boss and other colleagues. It does not end there - what about the staff? If the boss has blinders on to staff behaviour it can create a toxic environment that may be driving the keen, young staff - the staff of the future - away. A boss who is seen to do nothing about bad behaviour will not have the respect of the staff.

The challenge is for every leader to know him or herself, know their own management style, and to recognize its impact on everyone including on the boss' personal reputation. It is the staff that make the productive world go round - not the bosses. The bosses, however, have the potential to destroy work environments, and employees, for a very long time. The characteristics and impact of the destructive boss are being widely discussed in books, newspapers, blogs, web sites and, most importantly, in the kitchens, living rooms and bedrooms of the employees. Books with such a title as "Monster Manager" the website www.badbossology.com provide an introduction to the magnitude of the problem. Why is there such a large market for authors of books about the phenomenon of "bad bosses"? "Bad boss" activity unfortunately must be prevalent or no one would be reading about it - it is time to wake up, recognize and take action.