To collaborate or not to collaborate? A question for leadership. (2005) Women as Medical Leaders: Opening Doors to Success. Leadership in the modern era will become less about always having the answers and power, and more about channelling and directing the ideas from a range of individuals to work toward the common goals. Interestingly, many of these are women I greatly admire and emulate. The best leaders I have had within medicine and in life more broadly are also the great listeners, collaborators and motivators. I also speak from my perspective in medicine, which is currently as the most junior part of my team. Rather, if all members work in partnership and are given the opportunity to contribute under the guidance and management of the leader, they are more likely to strive to perform better in their role, confident that others are doing likewise. It is never suggested that every suggestion be adopted or that respect for the role is in anyway diminished. Teams operate more smoothly and effectively when the “bosses” are approachable, explain their rational, listen and respond to suggestions and comments. Whatever the size or nature of the group, leadership is now recognised to be strengthened by the ability to relate to, motivate and listen to others. While I acknowledge that this sense of aloofness is still apparent in some areas, it should and must decline. Amongst my peers, it is rare to experience that degree of dismissal by the head of a unit. She recalled having little confidence to suggest alterations or improvements although she, in day to day dealings, was often better acquainted with her patients and their problems. A retired nurse recently recounted to me her experience as a student of pure terror of her matron. This is perhaps even more pertinent in medicine given the inherent team-based approach to practice and the necessity of strong, nurturing leadership and communication to develop the skills of team members. This method is, of course, not exclusively female, but rather it is suggested that as more women enter into a workforce, particularly into leadership roles, it is probable that there will be an improvement in collaborative management and a positive change in team dynamics. Some studies have shown they are more likely to be interactive and inclusive, focusing on what they and others can bring to the situation, rather than assuming traditional power roles. It is proposed that women are particularly adept at working in collaboration, probably due to social norms which have taught them to be excellent communicators. There has been a great deal of material published exploring styles of leadership, including the influence that gender may have. However, if consideration is given to the benefits of using ones position as a leader to draw on and co-ordinate the varied skills of the individuals, providing guidance and developing the abilities of other team members in the process, it is easy to see the benefits of a two-way communication for the individual, the leader and the team. Often sighted barriers to a more open and flexible style of leadership include the difficulty of altering ones personal vision for that of the team, or entrusting others with difficult tasks rather than completing all aspects themselves. However, it can be difficult to relinquish the traditional view of leadership. To ensure that any group, team or organisation is progressing and performing at its highest level, a leader must be able to extend beyond self interest, to understanding the group’s needs and working with them. Often, many members in a group have valid, educated views and aspirations. One of the great evolvements in the structure of management is that leadership and collaboration are no longer seen as contradictory.
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