320 ■ ROLE FUNCTIONS OF DOCTORAL ADVANCED NURSING PRACTICE
leadership consciousness. Sometimes, this is an intuitive skill that some leaders possess.
For others, it may need to be taught. An executive coach may be a wise choice to help
support the leader’s development and success in this area.
■ TRANSITIONING INTO LEADERSHIP ROLES
As Weinstock and Glasgow note, it can be lonely in a new role or even a greater feel-
ing of loneliness as one climbs the ladder of leadership. As new doctorally prepared
nurses enter and transition into the complex and uncertain health care environment,
confidence and competency may be challenged. Former colleagues may perceive you
differently and even behave “out of character,” given your new role. The new leader
needs to establish boundaries while attempting to maintain positive, strong relation-
ships with colleagues. My personal experience of transitioning into multiple new roles
has provided me the ability to see the value of shared leadership and staff empower-
ment. However, learning to be a transformational leader who empowers front-line staff
to make decisions requires “vision, influence, clinical knowledge, and a strong exper-
tise relating to professional nursing practice” (American Nurses Credentialing Center
[ANCC], 2014).
Building teams, creating trust, and dispelling the leadership myths that Glasgow
and Weinstein address will all take time, commitment and perseverance on the leader’s
part. Most importantly, the leader must be willingly to delegate and relinquish some
tasks and responsibilities. For a new doctorally prepared nurse, this transition may be
difficult. From personal experience, moving into my chief nursing officer role a decade
ago, I can certainly relate to these challenges. I believe one of the most crucial success
factors was my executive coach.
■ SELF-AWARENESS
Emotional intelligence is an attribute that is critically important to leaders (Akerjordt
& Serverinsson, 2008). As Weinstock and Glasgow discuss, the development of one’s
interpersonal intelligence may improve as the result of executive coaching. Coaching
empowers individuals to make positive changes in their professional and personal life,
while promoting the goals of the organization (Byrne, 2007). On a personal note, I recall
sharing my “360” with my executive coach. My coach was supportive yet forthright in
identifying my own areas of professional development. Each leader has strengths and
opportunities. Sometimes, it may be difficult to see our own opportunities. However, if
a leader has an executive coach whom they feel comfortable sharing their “360-degree”-
assessment, self-awareness and authenticity will be enhanced.
■ VALUE OF AN EXECUTIVE COACH
As the Doctor of Nurse Practice (DNP) graduate transitions to leadership roles in this
complex and transforming environment, the literature supports that an executive coach
will only enhance both their professional and personal growth as a leader. My executive
coach has been invaluable to me throughout the last decade. Emphasis has been placed
on many of the concepts described by Weinstock and Glasgow to support my own de-
velopment. Understanding and relating to one’s leadership consciousness cannot be