LeadershipLeadership - practices and - practices and

principlesprinciplesIan Govier Ian Govier

(Facilitator)(Facilitator)

Senior Nurse Advisor Clinical Leadership Development Programme

Welcome from Welcome from Sara JonesSara Jones

Director of Unscheduled Care / Nurse Director

Welsh Ambulance TrustWelsh Ambulance Trust

opportunitynowhereopportunitynowhere

Aim of the ProgrammeAim of the Programme

To assist the clinical To assist the clinical leadership development leadership development

of of Senior Nurse Advisors Senior Nurse Advisors at NHS Direct Wales at NHS Direct Wales

Programme Objectives

The Programme will assist participants to develop their clinical leadership potential through:

• Active participation in clinical leadership workshops and related activities;

• Identifying and critically examining the key characteristics, attitudes and behaviours associated with effective clinical leadership;

•Taking action to successfully lead the Nurse Advisor team and thereby enhance the performance and quality of health care provision provided by NHS Direct Wales.

Introductory Days x 2

Clinical Leadership an introduction to practices and principles July 25th & 26th

Module 1

Clinical Leadership developing & sustaining effective teamsSeptember 5th

Clinical Leadership exploring organisational influencesSeptember 6th

Module 2

Clinical Leadership leading and implementing complex changeOctober 24th

Clinical Leadership managing performanceOctober 25th

& improving patient care

Senior Nurse Advisor Clinical Leadership Development Programme

Participant Participant Aims & Aims &

ExpectationsExpectations

What do I want to achieve as a

result of this programme?

What am I bringing to this programme?

What is one thing you don’t know about me?

How might I sabotage my

learning / development?

Name & Role

What are some What are some of your current of your current

challenges?challenges?

LeadershipLeadership- practices and principles- practices and principles

Let’s look at Let’s look at LeadershipLeadership

Let’s Let’s consider consider

some some leaders!leaders!

Leadership: The MythsLeadership: The Myths

It’s rareIt’s rare

It’s found It’s found mainly mainly at the top at the top

It’s about It’s about being being

superhumansuperhuman

Message Board Message Board Nov 22Nov 22ndnd 2005 2005

Hey, where is everybody? Don't we need Hey, where is everybody? Don't we need nursing leaders? Someone to round the nursing leaders? Someone to round the troops and lead us in a certain direction! troops and lead us in a certain direction!

Oh, yeah, nursing doesn't have a direction... Oh, yeah, nursing doesn't have a direction... why doesn't anyone care about that? Let's why doesn't anyone care about that? Let's just keep nursing the same way it is now just keep nursing the same way it is now because I don't see leaders or anyone because I don't see leaders or anyone

talking about nursing leaders anywhere! Lets talking about nursing leaders anywhere! Lets just complain about this profession until the just complain about this profession until the

cows come home I guess.cows come home I guess.

““Lots of ordinary nurses are leaders Lots of ordinary nurses are leaders – it is in the very nature of the job. – it is in the very nature of the job.

Good care involves winning your Good care involves winning your patient’s confidence, convincing patient’s confidence, convincing them to keep to their treatment them to keep to their treatment

regimes and inspiring them to regimes and inspiring them to battle their way back to health”battle their way back to health”

(Crouch, 2002)

Who are the leaders?Who are the leaders?

Leadership & Leadership & Management Management

PrinciplesPrinciples

The Leadership / Management The Leadership / Management Dilemma!Dilemma!

LeadershipLeadership & & ManagementManagement

…essential yet different!

• Managers maintain paths Managers maintain paths

• Administrators tidy pathsAdministrators tidy paths

LEADERS MAKE PATHS!LEADERS MAKE PATHS!

Management is efficiency Management is efficiency in climbing the ladder… in climbing the ladder…

……leadership determines leadership determines whether the ladder is leaning whether the ladder is leaning

against the right wall. against the right wall.

Management Management (transactional leadership)(transactional leadership)

is essential!is essential!

Managers and LeadersManagers and Leaders

ManagementManagement(Order & Consistency)(Order & Consistency)

Leadership Leadership (Change & Movement)(Change & Movement)

(Kotter, 1990)

ManagementManagement(Order & Consistency)(Order & Consistency)

Planning / BudgetingPlanning / BudgetingEstablish agendasEstablish agendas

Set time tablesSet time tables

Allocate resourcesAllocate resources

(Kotter, 1990)

Organising / StaffingOrganising / StaffingProvide structureProvide structure

Make job placementsMake job placements

Establish rules & proceduresEstablish rules & procedures

Controlling / Problem SolvingControlling / Problem SolvingDevelop incentivesDevelop incentives

Generate creative solutionsGenerate creative solutions

Take corrective actionTake corrective action

Leadership Leadership (Change & Movement)(Change & Movement)

Establishing DirectionEstablishing DirectionCreate a visionCreate a vision

Clarify big pictureClarify big picture

Set strategiesSet strategies

(Kotter, 1990)

Aligning PeopleAligning PeopleCommunicate goalsCommunicate goals

Seek commitmentSeek commitment

Build teams & coalitionsBuild teams & coalitions

Motivating & InspiringMotivating & InspiringInspire & energiseInspire & energise

Empower subordinatesEmpower subordinates

Satisfy unmet needsSatisfy unmet needs

Managers and LeadersManagers and Leaders• Are transactionalAre transactional• Seek to operate & Seek to operate &

maintain current systemsmaintain current systems• Accept given objectives Accept given objectives

& meanings & meanings• Control & monitorControl & monitor• Trade on exchange Trade on exchange

relationshipsrelationships• Have a short term focusHave a short term focus• Focus on detail Focus on detail

& procedure & procedure

• Are transformativeAre transformative• Seek to challenge Seek to challenge

& change systems & change systems• Create new visions Create new visions

& meanings & meanings• Seek to inspire & Seek to inspire &

transcendtranscend• Have a long term focusHave a long term focus• Focus on the strategic Focus on the strategic

bigger picturebigger picture

(Storey, 2004)

A Leadership StoryA Leadership Story A group of workers and their managers are set A group of workers and their managers are set

a task of clearing a road through a dense jungle a task of clearing a road through a dense jungle on a remote island to get to the coast where an on a remote island to get to the coast where an

estuary provides a perfect site for a port. estuary provides a perfect site for a port.

The managers organise the labour into efficient units The managers organise the labour into efficient units and monitor the distribution and use of capital and monitor the distribution and use of capital

assets – progress is excellent. The managers continue assets – progress is excellent. The managers continue to monitor and evaluate progress, making adjustments to monitor and evaluate progress, making adjustments

along the way to ensure the progress is maintained along the way to ensure the progress is maintained and efficiency increased wherever possible. and efficiency increased wherever possible.

Then, one day amidst all the hustle and bustle Then, one day amidst all the hustle and bustle

and activity, one person climbs up a nearby tree. and activity, one person climbs up a nearby tree. The person surveys the scene from the top of the The person surveys the scene from the top of the

tree and shouts down to the assembled crowd: tree and shouts down to the assembled crowd:

““Management is doing things right, Management is doing things right, leadership is doing the right things” leadership is doing the right things”

(Warren Bennis & Peter Drucker)(Warren Bennis & Peter Drucker)

““Wrong Wrong

Way!”Way!”

Seeing the Seeing the

bigger picturebigger picture

Seeing the Seeing the

bigger picturebigger picture

Z

An elephant is like a fan

An elephant is like a wall

An elephant is like a spear

An elephant is like a tree

An elephant is like a snake

An elephant is like a

rope

Theories & Theories & Concepts of Concepts of

LeadershipLeadership

Concepts of LeadershipConcepts of Leadership• Leadership is the ability to direct a group Leadership is the ability to direct a group

of people in realising a common goalof people in realising a common goal

• This is done by people applying This is done by people applying their leadership attributestheir leadership attributes

• Leaders create commitment and enthusiasm Leaders create commitment and enthusiasm amongst followers to achieve goalsamongst followers to achieve goals

• Leadership is achieved through interaction Leadership is achieved through interaction between leader, follower and environmentbetween leader, follower and environment

Leadership ResearchLeadership Research

• 1930s – 1950s1930s – 1950s focus onfocus on PersonalityPersonality

• 1960s: focus on 1960s: focus on BehaviourBehaviour

• 1970s1970s: : focus onfocus on Situational Situational variablesvariables

• 1980s1980s: : emergence of theemergence of the ‘ ‘New Paradigm’New Paradigm’

Common Leadership TheoriesCommon Leadership Theories

‘‘Great Man’Great Man’

Wanted!Wanted!

A born leader. A born leader. Must have superior intellect, Must have superior intellect, be outgoing and under 40. be outgoing and under 40.

Ability to walk on water Ability to walk on water a distinct advantage!a distinct advantage!

Common Leadership TheoriesCommon Leadership Theories

TraitTrait

Let’s identify traits Let’s identify traits associated with associated with effective leaderseffective leaders

Group Work

Common Leadership TheoriesCommon Leadership Theories

Situational / ContingencySituational / Contingency

Hersey's and Blanchard's Situational Leadership® Model

Telling & Selling Telling & Selling

(Boss-centred Leadership)(Boss-centred Leadership)

Participating & Delegating Participating & Delegating (Staff-centred Leadership)(Staff-centred Leadership)

(Tannenbaum & Schmidt, 1958)

Boss-centred LeadershipBoss-centred Leadership

Staff-centred LeadershipStaff-centred Leadership

(Tannenbaum & Schmidt, 1958)

Tells DecidesSells Consults & sells

Consults & delegates

Consults & decides

Delegates

                                                                                                        

Let’s Let’s Nail It!Nail It!

The The ‘New Paradigm’‘New Paradigm’ Models of LeadershipModels of Leadership

VisionaryVisionary

CharismaticCharismatic

Transformational Transformational

Common Leadership TheoriesCommon Leadership Theories

Interactional: Interactional: Transactional Transactional

TransformationalTransformational

Transformational Transformational LeadershipLeadership

An approach to leadership which An approach to leadership which seeks to bring about success and seeks to bring about success and sustainable growth within groups sustainable growth within groups

through a change within the through a change within the consciousness of participantsconsciousness of participants

Leadership and Leadership and Performance OutcomesPerformance Outcomes

Transformational Leadership has a significantly Transformational Leadership has a significantly greater impact than Transactional Leadership on:greater impact than Transactional Leadership on:

StaffStaff

TeamsTeams

OrganisationsOrganisations

Source: Bass, B.M. (1998) Transformational Leadership: Military, Industrial & Educational Impact. London:Lawrence Erlbaum

Transformational Leaders have:Transformational Leaders have:Staff who:Staff who:

• have higher levels of satisfaction, motivation, and performance have higher levels of satisfaction, motivation, and performance • have lower levels of stress & burnouthave lower levels of stress & burnout

Teams that….Teams that….

• are more innovative, collaborative and effectiveare more innovative, collaborative and effective

Organisations which…Organisations which…• respond more quickly and productively to changerespond more quickly and productively to change• are more effectiveare more effective• have healthier, more humane cultureshave healthier, more humane cultures

(Bass,1998)

Qualities of Leaders Qualities of Leaders desired by NHS Staffdesired by NHS Staff

• Genuine concern for othersGenuine concern for others• Inspirational communicator, networker and achieverInspirational communicator, networker and achiever• Empowering others to leadEmpowering others to lead• TransparencyTransparency• Accessibility, approachability and flexibilityAccessibility, approachability and flexibility• Decisiveness, determination, readiness to take risksDecisiveness, determination, readiness to take risks• Ability to draw people together with shared visionAbility to draw people together with shared vision• CharismaCharisma• Encouraging challenges to the status quoEncouraging challenges to the status quo• Supporting a development cultureSupporting a development culture• Ability to analyse and think creativelyAbility to analyse and think creatively• Manage change sensitively and skilfullyManage change sensitively and skilfully

(Alimo-Metcalfe, 2000)(Alimo-Metcalfe, 2000)

Transformational LeadershipTransformational Leadership

Leading SelfLeading Self

Leading OthersLeading Others

Leading the OrganisationLeading the Organisation

(Alimo-Metcalfe & Alimo-Metcalfe, 2006)

Leading SelfLeading Self

(Personal Qualities)(Personal Qualities)

Being TransparentBeing Transparent

Acting with IntegrityActing with Integrity

Being DecisiveBeing Decisive

Inspiring OthersInspiring Others

Resolving Complex ProblemsResolving Complex Problems

Leading OthersLeading Others

Showing Genuine ConcernShowing Genuine Concern

EnablingEnabling

Being AccessibleBeing Accessible

Encouraging ChangeEncouraging Change

Leading the OrganisationLeading the Organisation

Networking & AchievingNetworking & Achieving

Focusing Team EffortFocusing Team Effort

Building Shared VisionBuilding Shared Vision

Supporting a Developmental CultureSupporting a Developmental Culture

Facilitating Change SensitivelyFacilitating Change Sensitively

(Kouzes and Posner, 2002)(Kouzes and Posner, 2002)

Transformational LeadersTransformational Leaders

What am I doing What am I doing to become a to become a transformational transformational

leader?leader?

Final Final

ThoughtsThoughts

The ConstantsThe Constants

ChangeChange PrinciplesPrinciples ChoiceChoice

(Covey, 2006)

What am I What am I going to do going to do differently differently

after today?after today?

If we always do If we always do what we’ve what we’ve

always done… always done… …we’ll always …we’ll always get what we’ve get what we’ve

always gotalways got

The The ‘Trim Tab’‘Trim Tab’ effect effect

‘‘Trim Tab’Trim Tab’

HMS HMS

Be a TRIM TABBER!Be a TRIM TABBER!

and and finally…finally…

The world is moved along, not only The world is moved along, not only by the mighty shoves of its heroes, by the mighty shoves of its heroes, but also by the aggregate of tiny but also by the aggregate of tiny

pushes of each honest worker. pushes of each honest worker. Helen Keller

We do not lead by being We do not lead by being corporate, professional corporate, professional or institutional… or institutional…

……we lead by we lead by being being

humanhuman

Great leaders … are people with enormous Great leaders … are people with enormous self-knowledge. They have self-insight and self-knowledge. They have self-insight and

self-respect balanced by scepticism … self-respect balanced by scepticism … sceptics who understand their own masks sceptics who understand their own masks

as well as the masks of life, and this as well as the masks of life, and this understanding makes them humble. They understanding makes them humble. They see the humanity in others and deal with see the humanity in others and deal with them in compassionate yet realistic ways. them in compassionate yet realistic ways.

This duality makes for a wonderful leader.This duality makes for a wonderful leader.

(McKee, 2003)

And finally…And finally…

we’ll probably we’ll probably

do nothing about it!do nothing about it!

If we do nothing If we do nothing about it in 24 hours… about it in 24 hours…

Thank YouThank You

DiolchDiolchWebsite: www.ctrtraining.co.ukWebsite: www.ctrtraining.co.uk

http://www.ctrtraining.co.uk/resources.phphttp://www.ctrtraining.co.uk/resources.php

Please grant me Please grant me the serenity to the serenity to

prioritise the things prioritise the things I cannot delegate, I cannot delegate, the courage to say the courage to say

no when I need to no when I need to & the wisdom to know & the wisdom to know

when to go home!when to go home!

The Manager’s / Leader’s PrayerThe Manager’s / Leader’s Prayer