2. I NFORMAL L EADERSHIP : L EADING FROM WHERE YOU ARE Jennifer O’Leary, BSc, MA, MLT

3. L EARNING O BJECTIVES Learners will explore : Common characteristics of leaders Motivations for applying leadership attributes Possibilities for informal leadership in their own contexts A framework for developing their leadership competency

4. W HAT IS L EADERSHIP ? “a process through which an individual attempts to intentionally influence others to accomplish a goal” (Shortell & Kaluzny as cited in Downey et al., 2011) “the art of mobilizing others to want to struggle for shared aspirations” (Kouzes & Posner, 2012) the sharing of power to serve the needs of others so as to leave them “healthier, wiser, freer, more autonomous” (Greenleaf, Servant Leadership, n.d.)

5. A CTIVITY : L EADERSHIP CHARACTERISTICS Think about a person in your own life that you admired and respected as a leader and who you willingly followed Woman Face Photo Montage by Geralt/ license CC0 Public Domain

6. D ISCUSSION & REPORTING Discuss with someone seated near you: Who was this person? What characteristics did this person possess that made you want to follow them or perform at your best? Text: JOLCAPA to 780-800-5606 Text a characteristic or characteristics you identify NOTE: you could incur charges if out of your area or limited in texts per month. If you have unlimited texting plan – you will be fine! Your number is private and you will not receive any spam.

7. C HARACTERISTICS OF ADMIRED LEADERS (Kouzes & Posner, 2012) Honest Forward- looking InspiringCompetent

8. I NFORMAL L EADERS Small “l” leaders Outside formal authority Subtle power and influence Undocumented network How to spot these informal leaders? Professionals who want to share knowledge Those whose names come up to lead initiatives People who other staff gravitate towards Collaborators who can bring the team together High performing individuals recognized for their abilities (Downey et. al, 2011)

9. I NFORMAL L EADERS Influence through relationship-building, knowledge and expertise Communicate effectively Display excellent interpersonal skills Bring people together Coordinate efforts Negotiate team norms Think strategically - systems based practice Embody professionalism (Downey et. al, 2011; Huckabee & Warner, 2008)

10. W HERE CAN YOU LEAD ? Self Clinic Hospital Practice Government Professional Association Training Programs Organization Profession Health Care System

11. 3 Image Attribution 1. CAPA Competency profile 2. CAPA Competency profile excerpt generated by Wordle 3. The Michener Institute 4. Medician images by audio-luci-store.com from Flickr (no changes)Medician images by audio-luci-store.com 4 4 1 2

12. F OUNDATIONS FOR L EADERSHIP IN THE PA R OLE Self: Professional development Practice: CAPA Competency Profile Collaborator: “Leadership based on patient needs” (p.13) Health Advocate: “As Health Advocates, physician assistants responsibly use their expertise and influence to advance the health and well being of individual patients, communities, and populations” (p. 17) Organization: Mentorship Profession: Advocacy for the PA Role in the Healthcare System the sharing of power to serve the needs of others so as to leave them “healthier, wiser, freer, more autonomous”

13. S ERVANT L EADERSHIP FOR P HYSICIAN A SSISTANT TRAINEES (H UCKABEE & W HEELER, 2008 & 2011) Alignment of servant leadership with PA role People with servant leadership characteristics are attracted to the PA profession 5 key attributes of servant leaders: Altruistic calling Emotional healing Wisdom Persuasive Mapping Organizational Stewardship Enhanced through teaching strategies Leadership can be learned Obligation for educators to develop leadership skills

14. H OW MIGHT YOU DEVELOP YOUR LEADERSHIP COMPETENCY ? Kouzes & Posner’s 5 Practices of Exemplary Leadership (2012) 1.Model the Way 2.Inspire a Shared Vision 3.Challenge the Process 4.Enable Others to Act 5.Encourage the Heart Enlist others in a common vision by communicating shared aspirations Set an example by aligning your actions to shared values Show appreciation by recognizing others’ excellence Create new opportunities by seizing innovative ways to improve Foster collaboration by building trusting relationships

15. W HAT I HOPE YOU ARE LEAVING WITH : Appreciation for the power of informal leaders Awareness of the professional grounding for developing your leadership competency Recognition of some of leadership characteristics that you can cultivate or strengthen Curiosity to learn more about how you can be an effective leader in your PA role and beyond

16. R EFERENCES USED TO INFORM THIS PRESENTATION Downey, M., Parslow, S., & Smart, M. (2011). The hidden treasure in nursing leadership: informal leaders. Journal of Nursing Management, 19 (4), 517-521. doi:10.1111/j.1365-2834.2011.01253.x Greenleaf Center for Servant Leadership. (n.d.) What is servant leadership? Retrieved from https://greenleaf.org/what-is-servant-leadership/ Huckabee, M. J., & Wheeler, D. W. (2008). Defining leadership training for physician assistant education. Journal of Physician Assistant Education, 19 (10), 24-28. Huckabee, M. J., & Wheeler, D. W. (2011). Physician assistants as servant leaders: Meeting the needs of the underserved populations. Journal of Physician Assistant Education, 22 (4), 6-14. Kouzes, J. M., & Posner, B. Z. (2012). The leadership challenge: How to make extraordinary things happen in organizations. San Francisco: Jossey-Bass. For further Leadership Resources including books, articles, websites and multimedia, please go to: http://tinyurl.com/QD5PYZPhttp://tinyurl.com/