Models in administration and the dean's exercise of power and leadership

As a result of the investigation into theories of leadership in today's society, it is probably safe to assume that any one of the models presented does not exist in pure form. Rather, the principles of one system predominate with a reflection of other systems becoming apparent in a given situation. In an institution where governance can best be classified as following the traditional model, the ability of the dean to arrive at immediate decisions in the day-to-day activities or to institute minor changes promptly is seriously hampered. Emergency situations which tend to arise in a department of nursing, especially in conjunction with the practice component, become exceedingly stressful. Independent action is stifled and unless the chief officer is cognizant of the nature of nursing, the potential for a high degree of professionalism is thwarted. The human relations model ameliorates some of these effects by promoting a degree of communication horizontally and by placing the immediate superior officer in a role which contributes to this communication process. The ingredient that is missing is the free exchange vertically which often translates into lack of support from the higher echelon. The dean's position lacks credibility; hence, the sense of power is lacking and effective leadership suffers. The human resources model best promotes a unified effort toward excellence in nursing for students and faculty alike by encouraging the continued development of all persons within the department.(ABSTRACT TRUNCATED AT 250 WORDS)