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LEADERSHIP- STARTING FROM SQUARE ONE Deborah Gash, MS, RN, PHCNS-BC Director of Nursing, MCOHS.

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Presentation on theme: "LEADERSHIP- STARTING FROM SQUARE ONE Deborah Gash, MS, RN, PHCNS-BC Director of Nursing, MCOHS."— Presentation transcript:

1 LEADERSHIP- STARTING FROM SQUARE ONE Deborah Gash, MS, RN, PHCNS-BC Director of Nursing, MCOHS

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6 1. Think of leaders you have worked with. -What were traits of ineffective leaders? -What were traits of effective leaders? Homework

7 2. Think about leaders that you have worked with and how their behaviors affected the working environment. -What were traits/qualities that negatively impacted the work environment? -What were traits/qualities that positively impacted the work environment? Homework

8  commitment to excellence  passion about their work  clear vision and strategic focus  trustworthiness  respectfulness  accessibility  empathy and caring  commitment to coaching and developing their staff. Key Leadership Qualities Followers Expect

9 Autocratic leaders  make decisions without consulting their team members Leadership Styles

10 Democratic leaders  make the final decisions, but they include team members in the decision- making process. Leadership Styles

11 Laissez-faire leaders  give their team members a lot of freedom in how they do their work, and how they set their deadlines Leadership Styles

12 Assumption: workers are motivated by rewards and discipline.  Tasks are accomplished through a system of rewards and punishments.  No strategy, just smooth working  leader has complete authority over the staff.  Employees must comply and follow directives.  Punishments include progressive discipline, including termination. Transactional leadership

13  Although the transactional style of leadership may lead to compliant workers who obey directives, it can thwart independent thinking and creativity in more skilled employees. Transactional leadership

14 content/uploads/public/What_is_Transformational_Le adership.wmv Styles of leadership:

15 Assumption: leaders and followers help each other to advance to a higher level of morale and motivation. Four Elements:  Idealized Influence  Inspirational Motivation  Intellectual Stimulation  Individual Consideration Transformational Leadership

16 Idealized Influence  Sometimes called charisma, this reflects a leader's ability to inspire high standards and serve as a role model for outstanding professional practice. Transformational Leadership

17 Inspirational Motivation  Refers to the leader's ability to communicate a vision others can understand and help develop. Transformational Leadership

18 Intellectual Stimulation  This is provided by a leader who asks for and values staff input, challenges followers to develop creative and innovative solutions, and continually seeks ways to provide growth and development opportunities Transformational Leadership

19 Individual Consideration  This concept refers to the leader's commitment to coaching and mentoring, as well as awareness of and concern for the individual needs of nursing staff. Transformational Leadership

20 https://www.youtube.com/watch?v=sBkqiqfEnzE Transformational Leadership

21 Evidence-based research suggests transformational leadership:  enhances nurse satisfaction  promotes a positive work environment  reduces staff turnover Transformational Leadership

22 How do you get there???? Transformational Leadership

23 Vision is central to any transformational leader's goal for the reason that before anyone can follow a leader they need to have an idea of where they are going and why Transformational Leadership

24 Framing is used by the transformational leader to provide followers with a game plan in highly-measureable terms for how they will accomplish their tasks, which will aid in the achievement of some organizational goal. Transformational Leadership

25 Need:  Frequent Communication  Trustworthiness  Accountability for Assignments  Support for Leadership Decisions Transformational Leadership

26  Encouragement  Seeking Feedback From Followers 1. What should I keep doing as a leader? 2. What should I do more of? 3. What should I do less of? 4. What should I stop doing? Transformational Leadership

27 Goals:  promoting teamwork among staff  encouraging positive self-esteem  motivating staff to function at a high level of performance  empowering staff to become more involved in the development and implementation of policies and procedures Transformational Leadership

28 Encourages the use of evidence- based practice and addressing the "why" and "how" of specific clinical actions Transformational Leadership

29 Transformational leadership qualities promote a healthy environment for employees and staff, which will produce improved staff satisfaction, retention, and patient satisfaction. Transformational Leadership

30  Nurse managers who are effective communicators routinely meet with nursing staff so that complaints, concerns, recommendations, or general comments may be discussed.  The nurse manager who communicates effectively allow staff members to voice their concerns and have respect for their employees by taking the time to carefully listen to them. Transformational Leadership

31  Preceptorship and mentorship of others is a core value.  Requires vision, influence, clinical knowledge, and a strong expertise relating to professional nursing practice. Transformational Leadership

32 SELF ASSESSMENT QUIZ: 1. I would never require a follower to do something that I would not do myself. 2. My followers would say they know what I stand for. 3. Inspiring others has always come easy to me. 4. My followers would say that I am attentive to their needs and concerns. Transformational Leadership

33 5. My followers have told me that my enthusiasm and positive energy is infectious. 6. Even though I could easily do a task myself, I delegate it to expand my followers skills. 7. Team creativity and innovation are the keys to success. 8. I encourage my followers to question their most basic way of thinking. Transformational Leadership

34 Leadership is a journey of self-development. It is important to turn your areas of weakness around. An even stronger test would be to ask members of your team how they would rate you on each of the eight statements. Transformational Leadership

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36 Small group work: 15 minutes Presentations: 5 minutes. Exercise

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43  Consider desired outcomes and what must occur in order to achieve them.  Break down the work into its necessary functions and tasks.  Apply goals and standards to determine work priorities.  For example, is the work driven by time, quality or price? Identify the work that needs to be done.

44  When examining an existing operation, look for work that no longer has the value it once did; change it or end it.  Analyze the number of decision layers, is there unnecessary bureaucracy?  Don’t worry about ‘the way it has always been’. Be willing to change. Identify the work that needs to be done.

45  Clarify each individual’s responsibility and authority within the scope of their role. Ensure that expectations are clearly understood.  Make sure employees have someone to ‘answer to’, not only for accountability, but also for guidance and leadership. Establish clear lines of communication, authority, and accountability.

46  Let the front line handle the details as long as progress is made toward goals. Clarify authorities and accountabilities if not.  Verify that the organizational structure supports effective communication. Establish clear lines of communication, authority, and accountability.

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53  Express confidence in yourself and in the abilities of others.  Show an interest in the ideas of others.  Help others to find their ‘niche’-a role in which they are doing something they are passionate about. Spread excitement and enthusiasm in others.

54  Demonstrate a passion for your job.  ‘Rally the troops’ and be an eternal optimist and cheerleader.  Help others to understand how they make a difference to their fellow employees, to the bottom line and to the customer experience. Spread excitement and enthusiasm in others.

55 1. Beauty and the Beast: don’t force love; earn it 2. Aladdin: just be yourself 3. The Lion King: it’s your kingdom; if you don’t fight for it, who will? LESSONS IN LEADERSHIP FROM DISNEY MOVIES

56 4. Toy Story: you’re not a space ranger… and that’s okay 5. Hercules: being a hero isn’t about celebrity; it’s about sacrifice 6. Mulan: being true to yourself is the greatest gift you can give to others LESSONS IN LEADERSHIP FROM DISNEY MOVIES

57 7. Dinosaur: the strong are morally responsible for the weak 8. The Emperor’s New Groove: it’s not about you 9. Monsters Inc.: innovation powers your world LESSONS IN LEADERSHIP FROM DISNEY MOVIES

58 10. Finding Nemo: nothing can stop you from finding what is most precious to you 11. The Incredibles: don’t let the mediocre silence your awesomeness 12. Tangled: to make your dreams come true, you’ve got to leave your tower LESSONS IN LEADERSHIP FROM DISNEY MOVIES

59  Research leadership information  Create a work plan  Implement small changes first…..  Plan to make misteaks mistakes, and learn from them  Don’t do it in a silo! Work with your team and colleagues. NOW WHAT?

60 “A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.” Lao Tzu

61  What Followers Want in Their Nurse Leaders By Rose O. Sherman, EdD, RN, NEA-BC, FAAN, Am Nurs Today. 2012;7(9)   content/uploads/public/What_is_Transformational_Leadership.wmv content/uploads/public/What_is_Transformational_Leadership.wmv  Nursing Management: September Volume 42 - Issue 9 - p 44–50September Volume 42 - Issue 9 - p 44–50  Creating Magic, 10 Common Sense Leadership Strategies from a Life at Disney by Lee Cockerell Bibliography


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