302 ■ III: ROLE FUNCTIONS OF DOCTORAL ADVANCED NURSING PRACTICE
communicate in a way that gets heard. In some instances, the supervisor will
have a different educational background and discipline, thus requiring DNPs
to translate their message into language that their supervisors can easily com-
prehend.
Myth 5. The leader does not change: everything else does. As we have seen earlier, this
is not true. Leadership roles, inevitably, involve personal as well as professional
change.
Myth 6. Leaders should not show emotions at work. In many work settings, this myth
is beginning to change. However, women leaders in particular need to assess
their work context and determine how, when, and where it is safe to show emo-
tion. When it is not safe, they need to learn ways to contain and manage their
feelings at work.
Myth 7. New leaders should be well-situated and comfortable within 100 days. The fact
is that for many new leaders, it takes up to a year to truly understand the new
systems where they are working, the boundaries of their power, and the culture
and politics of their organization (Elsner & Farrands, 2012). For the DNP, the
challenge of becoming well-integrated into their work environment is both a
challenge for the individual DNP as for the profession itself, and this will take
time.These seven myths can be landmines waiting to explode if the new leader remains
unaware of and/or does not attend to them. Understanding them, hopefully, works to
debunk them before they take new leaders off course.
As leaders transition from one leadership position to another, they are bound to
encounter the challenges mentioned earlier. As the DNP position expands its field of
influence in the nursing profession, these challenges will be amplified. Increased lead-
ership consciousness and attention to the rich potential of each individual’s leadership
capacity will be even more critical.
■ LEADERSHIP CONSCIOUSNESS
The leadership role requires vision, analysis, decision making, conflict management,
action, influence, and the ability to inspire others, track impact, and give rewards.
These are skills that can be taught and learned in leadership training programs where
methods and techniques are practiced. Embodying these skills and carrying them
forth with leadership consciousness is the challenge of a great leader. Great leaders
are those who infuse the discrete tasks of leadership with their authentic selves—
their personal passion, unique presence, and particular way of moving through daily
life.
A leadership story is told about a man named Zusia. Originally, from the Hebrew
tradition, it now has many variations as a teaching tale and is adapted here as the
following:
Zusia was a highly regarded member of his community who decides to climb
his spiritual mountain and face his Gods. He goes with great fear and trem-
bling in spite of his community’s assurances that he, of all people, who has
given so much, should not be concerned. But Zusia knows better. When he
returns, he appears ashen and shaken to his core. His people inquire as to
what the Gods could have said to disturb him so. Zusia tells them, “The