Leadership - theories and concepts Ian Govier (Facilitator) RCN Clinical Leadership Programme Bro Morgannwg NHS Trust

opportunitynowhere

Getting to know each other (a little better)

When I was a child I wanted to….When I was a child I wanted to…. I came into the health service because:I came into the health service because: If I wasn’t working in my current position, I’d like to:If I wasn’t working in my current position, I’d like to: When I retire, I plan to:When I retire, I plan to:

What do I want to achieve or change as a result of today’s workshop?

What are some of your current challenges? ?

Leadership - practices and principles

Since the inception of the NHS, more than 50 NHS public inquiries have been conducted to address catastrophic failures in patient care. The same 5 common themes emerge from each inquiry. Walshe & Higgins (2002) Disempowerment of staff and patients IsolationIsolation Poor communication Inadequate leadership / management Failure of systems and processes

Let’s look at Leadership

Let’s consider some leaders!

Leadership: The Myths It’s rare It’s found mainly at the top It’s about being superhuman

“Lots of ordinary nurses are leaders – it is in the very nature of the job. Good care involves winning your patient’s confidence, convincing them to keep to their treatment regimes and inspiring them to battle their way back to health” (Crouch, 2002) Who are the leaders?

“Best Boss Worst Boss” Worst Boss” GW

Time for a Break

Leadership & Management Principles Leadership & Management Principles

The Leadership / Management Dilemma!

Leadership & Management …essential yet different!

Managers maintain paths Managers maintain paths Administrators tidy paths Administrators tidy paths LEADERS MAKE PATHS!

Management is efficiency in climbing the ladder… …leadership determines whether the ladder is leaning against the right wall.

Management (transactional leadership) is essential!

Managers and Leaders Management (Order & Consistency) Leadership (Change & Movement) (Kotter, 1990)

Management (Order & Consistency) Planning / Budgeting Establish agendas Set time tables Allocate resources (Kotter, 1990) Organising / Staffing Provide structure Make job placements Establish rules & procedures Controlling / Problem Solving Develop incentives Generate creative solutions Take corrective action

Leadership (Change & Movement) Establishing Direction Create a vision Clarify big picture Set strategies (Kotter, 1990) Aligning People Communicate goals Seek commitment Build teams & coalitions Motivating & Inspiring Inspire & energise Empower subordinates Satisfy unmet needs

Managers and Leaders Are transactionalAre transactional Seek to operate & maintain current systemsSeek to operate & maintain current systems Accept given objectives & meaningsAccept given objectives & meanings Control & monitorControl & monitor Trade on exchange relationshipsTrade on exchange relationships Have a short term focusHave a short term focus Focus on detail & procedureFocus on detail & procedure Are transformativeAre transformative Seek to challenge & change systemsSeek to challenge & change systems Create new visions & meaningsCreate new visions & meanings Seek to inspire & transcendSeek to inspire & transcend Have a long term focusHave a long term focus Focus on the strategic bigger pictureFocus on the strategic bigger picture (Storey, 2004)

A Leadership Story A group of workers and their managers are set a task of clearing a road through a dense jungle on a remote island to get to the coast where an estuary provides a perfect site for a port. A group of workers and their managers are set a task of clearing a road through a dense jungle on a remote island to get to the coast where an estuary provides a perfect site for a port. The managers organise the labour into efficient units and monitor the distribution and use of capital assets – progress is excellent. The managers continue to monitor and evaluate progress, making adjustments along the way to ensure the progress is maintained and efficiency increased wherever possible. The managers organise the labour into efficient units and monitor the distribution and use of capital assets – progress is excellent. The managers continue to monitor and evaluate progress, making adjustments along the way to ensure the progress is maintained and efficiency increased wherever possible. Then, one day amidst all the hustle and bustle and activity, one person climbs up a nearby tree. The person surveys the scene from the top of the tree and shouts down to the assembled crowd: Then, one day amidst all the hustle and bustle and activity, one person climbs up a nearby tree. The person surveys the scene from the top of the tree and shouts down to the assembled crowd:

“Management is doing things right, leadership is doing the right things” (Warren Bennis & Peter Drucker) (Warren Bennis & Peter Drucker) “Wrong Way!”

Seeing the bigger 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

Lunch Time

Theories & Concepts of Leadership

Concepts of Leadership Leadership is the ability to direct a group of people in realising a common goalLeadership is the ability to direct a group of people in realising a common goal This is done by people applying their leadership attributes This is done by people applying their leadership attributes Leaders create commitment and enthusiasm amongst followers to achieve goals Leaders create commitment and enthusiasm amongst followers to achieve goals Leadership is achieved through interaction between leader, follower and environment Leadership is achieved through interaction between leader, follower and environment

Leadership Research 1930s – 1950s focus on Personality1930s – 1950s focus on Personality 1960s: focus on Behaviour1960s: focus on Behaviour 1970s: focus on Situational variables1970s: focus on Situational variables 1980s: emergence of the ‘New Paradigm’1980s: emergence of the ‘New Paradigm’

Common Leadership Theories ‘Great Man’

Wanted! A born leader. Must have superior intellect, be outgoing and under 40. Ability to walk on water a distinct advantage!

Common Leadership Theories Trait

Characteristics of effective leadership? Q’aire

Common Leadership Theories Situational / Contingency

Hersey's and Blanchard's Situational Leadership ® Model

Telling & Selling (Boss-centred Leadership) Participating & Delegating (Staff-centred Leadership) (Tannenbaum & Schmidt, 1958)

Boss-centred Leadership Staff-centred Leadership (Tannenbaum & Schmidt, 1958) TellsDecidesSellsConsults & sells Consults & delegates Consults & decides Delegates

Let’s Nail It!

The ‘New Paradigm’ Models of Leadership VisionaryCharismatic Transformational

Common Leadership Theories Interactional: Transactional Transactional Transformational Transformational

Transformational Leadership An approach to leadership which seeks to bring about success and sustainable growth within groups through a change within the consciousness of participants

Leadership and Performance Outcomes Transformational Leadership has a significantly greater impact than Transactional Leadership on: Staff StaffTeamsOrganisations Source: Bass, B.M. (1998) Transformational Leadership: Military, Industrial & Educational Impact. London:Lawrence Erlbaum

Transformational Leaders have: Transformational Leaders have: Staff who: have higher levels of satisfaction, motivation, and performancehave higher levels of satisfaction, motivation, and performance have lower levels of stress & burnouthave lower levels of stress & burnout Teams that…. are more innovative, collaborative and effective are more innovative, collaborative and effective 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 desired 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)

Time for a Break

Transformational Leadership Leading Self Leading Self Leading Others Leading the Organisation (Alimo-Metcalfe & Alimo-Metcalfe, 2006)

Leading Self (Personal Qualities) Being Transparent Acting with Integrity Being Decisive Inspiring Others Resolving Complex Problems

Leading Others Showing Genuine Concern Enabling Being Accessible Encouraging Change

Leading the Organisation Networking & Achieving Focusing Team Effort Building Shared Vision Supporting a Developmental Culture Facilitating Change Sensitively

Exemplary Leaders Challenge Inspire Model Enable Encourage (Kouzes and Posner, 2002) (Kouzes and Posner, 2002)

Final Thoughts Final Thoughts

The Constants Change Change Principles Principles Choice Choice (Covey, 2006)

What am I doing to become a transformational leader?

What am I (are we) going to do differently after today?

we’ll probably do nothing about it! If we do nothing about it in 24 hours…

If we always do what we’ve always done… …we’ll always get what we’ve always got!

The ‘Trim Tab’ effect

‘Trim Tab’ HMS Bro Morgannwg

Be a TRIM TABBER!

The world is moved along, not only by the mighty shoves of its heroes, but also by the aggregate of tiny pushes of each honest worker. Helen Keller

and finally…

Great leaders … are people with enormous self-knowledge. They have self-insight and self-respect balanced by scepticism … sceptics who understand their own masks as well as the masks of life, and this understanding makes them humble. They see the humanity in others and deal with them in compassionate yet realistic ways. This duality makes for a wonderful leader. (McKee, 2003)

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

Thank You Diolch Website: