The most effective leaders are highly motivated. Yes, motivation can be affected by outside circumstances and encouragement, but true motivation comes from within.

Good leaders recognize what motivates and drives them not only in their professional but also in their personal lives and have discovered that mastering personal leadership is an essential ingredient in leading others. A successful leader is skilled at creating a common vision that others can believe in and help build. Good leadership also demands the willingness to accept and embrace change.

Motivation is an important attribute for successful leadership. Realizing that motivation comes from within, a leader must encourage people to do their best. Clarifying goals and priorities can accomplish this task. A leader also must lead by example. Being honest, accountable, and approachable is a must (Klein, 2004). Providing inspiration and praise to those who contribute to the common goals of an organization is also essential (Chrysalis, 2003).

A good leader creates a vision for the future that members can understand, believe, and participate in achieving. Successful leaders always act honestly (Chaput, 2002). In a group of nurses, this trait is not lacking. A November 2003 Gallup poll survey on honesty and ethics for 23 various professions revealed that nurses rank highest (Gallup, 2003). Nurses have topped the list, which includes doctors, lawyers, firefighters, pharmacists, and congressmen, for 4 of the past 5 years. Many professional studies rank honesty as the most important quality in a leader.

Excellent communication skills, which include articulation and the art of listening, are essential for a leader when developing a vision for the future. The pathway to achieving that vision must be clear. Recognizing expertise and initiative, delegating responsibilities, and rewarding contributions are all part of making people want to be a part of a common vision.

To achieve success and build a healthy and credible organization, leadership must be willing to change and improve everything that will make the organization more effective (Chrysalis, 2003). In an organization such as ours, the executive board has a high rate of turnover. With a constant board for the past 2 years, we have been able to keep our "eye on the mark." The transition from one management firm to another has required diligence and patience. Within our organization, we must cultivate leaders who have their "eye on the mark," and this effort will facilitate the changes that are needed to guarantee the continued success of the ASPSN.

I encourage every member of ASPSN to get involved and to volunteer within our organization. There are many ways to get involved, from attending local chapter meetings to running for a National Office. I have been rewarded for volunteering within ASPSN by partaking of countless educational opportunities, networking with colleagues, and building the strongest friendships of my life. Go ahead, get motivated!!^IQ

Barbara Weber, RN, CPSN

President

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