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Copyright © 2014 Wolters Kluwer Health | Lippincott Williams & Wilkins Chapter 3 Developing Effective Leaders to Meet 21st Century Health Care Challenges.

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Presentation on theme: "Copyright © 2014 Wolters Kluwer Health | Lippincott Williams & Wilkins Chapter 3 Developing Effective Leaders to Meet 21st Century Health Care Challenges."— Presentation transcript:

1 Copyright © 2014 Wolters Kluwer Health | Lippincott Williams & Wilkins Chapter 3 Developing Effective Leaders to Meet 21st Century Health Care Challenges

2 Copyright © 2014 Wolters Kluwer Health | Lippincott Williams & Wilkins Today’s Health Care System in critical condition Half of hospitals functioning in deficits Care received: only 55% of what should be given Severe shortage of health professionals Changing morbidities

3 Copyright © 2014 Wolters Kluwer Health | Lippincott Williams & Wilkins 21st-Century Leadership Challenges Expectations for increased productivity within budget constraints –Resource stewardship + nursing product of safe quality care –Challenge for nurse leaders: advocating, attaining, and maintaining balance –Connectedness of nurse engagement, productivity, and retention with caring and quality outcomes Evidence-based practice in institutions –Creation of EBP cultures; spirit of inquiry –EBP role models

4 Copyright © 2014 Wolters Kluwer Health | Lippincott Williams & Wilkins 21st-Century Leadership Challenges (cont.) Leadership succession and mentoring –Creation of internal leadership pipeline for promotion of internal candidates –Organizational result: effective resource stewardship; ongoing focus on strategic mission achievement –Mentoring and empowering of young nurse leaders (intentional and informal)

5 Copyright © 2014 Wolters Kluwer Health | Lippincott Williams & Wilkins Question Is the following statement true or false? The majority of hospitals today have appropriate budgets to provide the necessary care.

6 Copyright © 2014 Wolters Kluwer Health | Lippincott Williams & Wilkins Answer False. Approximately, half of the hospitals in the United States are functioning in deficits.

7 Copyright © 2014 Wolters Kluwer Health | Lippincott Williams & Wilkins 21st-Century Leadership Challenges (cont.) Teamwork and effective communication –Effective communication: a marker of safe and highly reliable care –Use of effective communication by leaders; role model skills; administrative structures to support and require effective communication and teamwork –Ability to manage/confront conflicts arising out of poor communication

8 Copyright © 2014 Wolters Kluwer Health | Lippincott Williams & Wilkins 21st-Century Leadership Challenges (cont.) Transdisciplinary health care –Interprofessional decision making and trust; interprofessional collaboration Nursing influencing decision making –Active contributors to key discussions and decision making influencing science and delivery of health care –Proactive positioning of nurses at organizational and health policy tables Workplace wellness

9 Copyright © 2014 Wolters Kluwer Health | Lippincott Williams & Wilkins 21st-Century Leadership Challenges (cont.) Balance of technology and interpersonal relationships –Importance of role and place of technology as integrated component of health care in the future –Non-linear and team-based nature of health care work, complexity of life, and requirement of safe, timely, efficient, effective, equitable patient-centered care via human interactions and relationships Innovation and change –Incorporation into own leadership practices –Active participation, role modeling, mentorship

10 Copyright © 2014 Wolters Kluwer Health | Lippincott Williams & Wilkins Characteristics of Effective Leaders Vision and ability to inspire a team vision/dream Passion for patient care and making a difference Transparency, honesty, integrity, trust Effective communication skills Ability to lead/not micromanage Team, not “I,” oriented Risk taking

11 Copyright © 2014 Wolters Kluwer Health | Lippincott Williams & Wilkins Characteristics of Effective Leaders (cont.) High level of execution Positive future orientation Innovative and entrepreneurial spirit Dedication to coaching/mentoring Commitment to motivating and empowering others to act/encouraging the heart Passion and persistence through “character building”

12 Copyright © 2014 Wolters Kluwer Health | Lippincott Williams & Wilkins Question Is the following statement true or false? An effective leader must be focused on self- empowerment.

13 Copyright © 2014 Wolters Kluwer Health | Lippincott Williams & Wilkins Answer False. An effective leader seeks to motivate and empower others to act.

14 Copyright © 2014 Wolters Kluwer Health | Lippincott Williams & Wilkins Models of Leadership for the 21st-Century First step in determining optimal leadership model: understanding the dynamics of changes in work processes, relationships between and among employees, patients and community, speed of information processing Four areas of change from electronic world: –Media: how information is documented, shared, transmitted –Time: open access, day or night –Space: locations for work –Structure: free-flowing and open

15 Copyright © 2014 Wolters Kluwer Health | Lippincott Williams & Wilkins Models of Leadership in the 21st-Century (cont.) Transactional (instrumental leadership): most common and well-known style –Focus on task orientation, leader direction, follower participation with expectation of rewards, threats, or disciplinary action (see Table 3.1) –Expectation that followers will support leader’s goals –Reliance on traits to support or facilitate role of leader –No creativity, self-actualization, or empowerment of followers

16 Copyright © 2014 Wolters Kluwer Health | Lippincott Williams & Wilkins Models of Leadership in the 21st-Century (cont.) Inspirational (transformational) model: emphasis on emotional and ideological appeals with exemplary behavior, confidence, symbolism, and intrinsic motivation. –Formation of relationship of mutual stimulation and elevation converting followers into leaders –Processes of empowerment for leader and followers –Personal growth for followers –Self-actualization and contribution to the organization –Locus of power: still with the leader

17 Copyright © 2014 Wolters Kluwer Health | Lippincott Williams & Wilkins Models of Leadership in the 21st-Century (cont.) Complexity leadership model –Positional and informal leaders fulfilling diverse functions –Control difficult/impossible; uncertainty = norm –System boundaries not defined; all interactions interconnected –Leadership = accountability of every person –Power not with one individual; distributed among members –High degree of individual interactions = norm

18 Copyright © 2014 Wolters Kluwer Health | Lippincott Williams & Wilkins Question Which of the following has not been affected by the electronic world? A.Time B.Media C.Staffing D.Space

19 Copyright © 2014 Wolters Kluwer Health | Lippincott Williams & Wilkins Answer C. The electronic world has affected time, media, space, and structure. Staffing is unrelated to these changes.

20 Copyright © 2014 Wolters Kluwer Health | Lippincott Williams & Wilkins Models of Leadership in the 21st-Century (cont.) Complexity leadership model (cont.) –3 types of leadership functions Administrative: coordinating, planning Adaptive: outcomes from collaboration Enabling: mediation between administration and adaptive

21 Copyright © 2014 Wolters Kluwer Health | Lippincott Williams & Wilkins Models of Leadership in the 21st-Century (cont.) Trimodal model: focus on evidence-driven processes –3 vital work processes Operation Innovation Transformation

22 Copyright © 2014 Wolters Kluwer Health | Lippincott Williams & Wilkins End of Presentation


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