Presentation is loading. Please wait.

Presentation is loading. Please wait.

LEADERSHIP STYLE TRANSFORMATION LEADERSHIP AND THE MAGNET JOURNEY Robert McKennett, CRNA, MA, MSN, NEA-BC.

Similar presentations


Presentation on theme: "LEADERSHIP STYLE TRANSFORMATION LEADERSHIP AND THE MAGNET JOURNEY Robert McKennett, CRNA, MA, MSN, NEA-BC."— Presentation transcript:

1 LEADERSHIP STYLE TRANSFORMATION LEADERSHIP AND THE MAGNET JOURNEY Robert McKennett, CRNA, MA, MSN, NEA-BC

2 Objectives  Compare and contrast theories of leadership  Describe transformational theory’s impact on the Magnet© journey  List the four key elements of Transformational Leadership  Describe the effects of transformational leadership on nursing practice

3 Leadership Style  the manner and approach of providing direction, motivating people and achieving objectives.  We are all leaders  Can be a learned behavior  Not a major part of nursing curriculum Northouse (2007)

4 Magnet© Model McClure & Hinshaw (2010)

5 Magnet© Model Components  Transformational Leadership  Strategic Planning  Advocacy and Influence  Visibility, Accessibility, and Communication  Structural Empowerment  Exemplary Professional Practice  New Knowledge, Innovations, and Improvements  Empirical Outcomes Sullivan (2009)

6 Strategic Planning  Develop strategic goals  Advocate for resources to support the strategic priorities  Improves nursing effectiveness and efficiency

7 Advocacy and Influence  Influence system wide changes  Guide periods of transition during planned and unplanned changes  Supports leadership development and succession planning

8 Visibility, Accessibility & Communication  Leaders are visible to direct care nurses  Nurses have access to leaders  Leaders use input from nurses to improve the work environment  Changes are based on this input

9 Magnet Hospital Research  Magnet Hospital Characteristics:  Autonomy  Control over practice environment  Nurse/physician collaboration  (Aiken, Sochalski, & Lake, 1997)  Magnet Hospital characteristics related to:  Low burnout  Higher job satisfaction  Lower mortality  High patient satisfaction  (Aiken et al., 1994, 1997, 2000; Rafferty, et al., 2001)

10 Magnet Hospital Research  Magnet© Hospital  Excellent patient outcomes  Low staff nurse turnover rate  Nursing involvement in patient care decision-making  Flat organizational structure  Broom (2007)

11 Transformational Leadership  The Magnet© journey begins with TL  “ a strong sense of advocacy, influence, and support on behalf of all staff and patients”  “Manager who consults with staff and provides positive feedback is instrumental in increasing job satisfaction” Sullivan (2009); Duffield (2010); Schwartz (2011)

12 Transformational Leadership  the process whereby an individual engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower.  Encourage people to collaborate  Build group ownership of the decision process  On-going; visionary; appeals to higher values Burns (2003)

13 Transformational Leadership  Belief that transformational leaders are facilitators of change and move the process through the organization  Create a sense of possibility and vision for the future of the organization  Have a desire for common goals, not “me” but “us”

14 TL Characteristics  Commit people to action  Covert followers into leaders  Convert leaders into change agents, innovators  Believe in people  Value driven  Lifelong learners  Must deal with complexity

15 TL Vision  Must make sense to staff  Excite, motivate and generate commitment  Emphasize what may be  Clarify what should be

16 TL Elements  Commitment  Personal Responsibility  Consistency  Communication  Integrity  Forgiveness

17 Bass’ Approach  Motivates followers to do more than expected by:  Raising followers’ level of consciousness about the importance and value of goals.  Getting followers to transcend their own self-interest for the good of the team or organization.  Moving followers to address higher level needs.

18 Bass : Continuum

19 Transformational Leadership  Bass and Avolio approach:  Idealized Influence  Inspirational Motivation  Intellectual Stimulation  Individualized Consideration Bass and Avolio (1994)

20 Transactional Leadership  Based on the concept of exchange between leader and group members  Leader provides resources and rewards in exchange for motivation, productivity, effective goal, or task accomplishments

21 Transactional Leadership  Contingent reward – Leaders try to obtain agreement on what needs to be done and what the payoffs will be for the people doing it.  Management-by-exception – Leaders use corrective criticism, negative feedback, and negative reinforcement.  Active: Micromanagement.  Passive: Problem-based intervention.

22 Issues with Transactional  Low expectations  Minimal accomplishments  Low levels of satisfaction  Focus is on short-term, immediate outcomes only

23 Laissez-faire The absence of leadership: abdicate responsibility, delay decision, give no feedback, make no efforts to satisfy followers’ needs.

24 Leadership Style Survey  Multifactor Leadership Questionnaire  45 items using a 5 point Likert scale  “Not at all” to “Frequently if not always”  Leader survey reflects rater survey – same questions – “The person I am rating:” Bass & Avolio (2004)

25 Multifactor Leadership Questionnaire  Idealized Influence  Inspirational Motivation  Intellectual Stimulation  Individualized Consideration  Contingent Reward  Management by Exception  Laissez- faire

26 Idealized Influence  #6Talks about values and beliefs  #10Instills pride…..  #14Specifies importance…..  #18Goes beyond self-interest…..  #21Acts….builds respect….  #23Considers consequences…….  #25Displays confidence…..  #34Emphasizes…….mission

27 Inspirational Motivation  #9optimistically…..  #13Enthusiastic……  #26compelling vision…..  #36confidence in achievement……

28 Intellectual Stimulation  #2Re-examines assumptions……  #8Seeks differing perspectives…..  #30look at problems from angles….  #32Suggests new ways……….

29 Individualized Consideration  #15Speeds time…….  #19Treats as an individual……  #29Considers me differently…..  #31Helps me …………..

30 Contingent Reward  #1assistance in exchange…..  #11who is responsible…….  #16clear expectation…….  #35Expresses satisfaction…..

31 Management by Exception  #3Fails to interfere…..  #4Focuses on mistakes…..  #12Waits….things to go wrong  #17firm believer  #20chronic before taking action  #22attention to failures…….  #24tracks all mistakes  #27attention to failures

32 Laissez-faire Leadership  #5Avoids getting involved  #7absent when needed  #28Avoids decisions  #33Delays responding

33 Multifactor Leadership Questionnaire  Idealized Influence  Inspirational Motivation  Intellectual Stimulation  Individualized Consideration  ------------------------------------------------------  Contingent Reward  Management by Exception  Laissez- faire

34 So What?  What organizational characteristics impact power and opportunity?  Are their education methods for both staff and managers to better understand and use Transformational behaviors?  Improve the Magnet© journey?  Future nursing needs will require greater retention  Greater staff nurse satisfaction – greater patient satisfaction Kangas (1999); Aikens (2012)

35 QUESTIONS?

36 References  (Abbott A 1988 Professional work)Abbott, A. (1988). Professional work. In The system of professions (pp. 71-96). Chicago: The University of Chicago Press.  (Aiken L H Cheung R B Olds D M 2009 Education policy initiatives to address the nurse shortage in the United States)Aiken, L. H., Cheung, R. B., & Olds, D. M. (2009). Education policy initiatives to address the nurse shortage in the United States. Health Affairs, 28(4), 646-656.  (Aiken L H Clarke S P Sloane D M Lake E T Cheney T 2008 Effects of hospital care environment on patient mortality and nurse outcomes)Aiken, L. H., Clarke, S. P., Sloane, D. M., Lake, E. T., & Cheney, T. (2008). Effects of hospital care environment on patient mortality and nurse outcomes. Journal of Nursing Administration, 38(5), 223-229.  (Aiken L H Clarke S P Sloane D M Sochalski J Siber J H 2002 Hospital nurse staffing and patient mortality, nurse burnout, and job dissatisfaction)Aiken, L. H., Clarke, S. P., Sloane, D. M., Sochalski, J., & Siber, J. H. (2002). Hospital nurse staffing and patient mortality, nurse burnout, and job dissatisfaction. Journal of the American Medical Association, 288(16), 1987-1993.  (American Association Of Colleges Of Nursing 2008)American Association of Colleges of Nursing. (2008). Retrieved January 13, 2009, from AACN Web site: http://www.aacn.nche.edu/Education/pdf/BaccEssentials08.pdf  (American Nurses Credentialing Center 2008 Magnet organizations)American Nurses Credentialing Center. (2008). Magnet organizations. Retrieved December 8, 2009, from http://nursecredentialing.org/MagnetOrg/getall.cfm  (Armstrong K J Laschinger H 2006 Structural empowerment, magnet hospital characteristics, and patient safety culture)Armstrong, K. J., & Laschinger, H. (2006). Structural empowerment, magnet hospital characteristics, and patient safety culture. Journal of Nursing Care Quality, 21(2), 124-132.  (Armstrong K Laschinger H Wong C 2009 Workplace empowerment and magnet hospital characteristics as predictors of patient safety climate)Armstrong, K., Laschinger, H., & Wong, C. (2009). Workplace empowerment and magnet hospital characteristics as predictors of patient safety climate. Journal of Nursing Care Quality, 24(1), 55-62.  (Buerhaus P I Auerbach D I Staiger D O 2009 recent surge in nurse employment: Causes and implications)Buerhaus, P. I., Auerbach, D. I., & Staiger, D. O. (2009). The recent surge in nurse employment: Causes and implications. Health Affairs, 28(4), 657-668.  (Carter N M 2010 Pipline's broken promise)Carter, N. M. (2010). Pipeline’s broken promise. New York: Catalyst Group.  (Centers For Medicare And Medicaid Services 28)Centers for Medicare and Medicaid Services. (2008). Retrieved March 15, 2010, from http://www.cms.gov/SMDL/downloads/SMD073108.pdf  (Centers For Medicare And Medicaid Services 28)Centers for Medicare and Medicaid Services. (2008). Retrieved March 29, 2010, from Health and Human Services Web site: http://www.cms.gov/HospitalQualityInits/downloads/HospitalAboutMedicarePaymentVolume.pdfhttp://  (Cleary B L McBride A B McClure M L Reinhard S C 2009 Expanding the capacity of nursing education)Cleary, B. L., McBride, A. B., McClure, M. L., & Reinhard, S. C. (2009). Expanding the capacity of nursing education. Health Affairs, 28(4), 634-645.  (Freymann J G 1977 Medical science, medical education, and Abraham Flexner)Freymann, J. G. (1977). Medical science, medical education, and Abraham Flexner. In The American health care system: Its genesis and trajectory (pp. 51-59). Huntington, NY: Krieger Publishing.  (Harkins D Butz D Taheri P 2006 new prescription for healthcare leadership)Harkins, D., Butz, D., & Taheri, P. (2006). A new prescription for healthcare leadership. Journal of Trauma Nursing, 13(3), 126-130.  (Horton-Deutsch S L Mohr W K 2001 fading of nursing leadership)Horton-Deutsch, S. L., & Mohr, W. K. (2001). The fading of nursing leadership. Nursing Outlook, 49, 121-6.  (Jones C Gates M 2007 costs and benefits of nurse turnover: A business case for nurse retention)Jones, C., & Gates, M. (2007). The costs and benefits of nurse turnover: A business case for nurse retention. Online Journal of Nursing, 122. doi:www.nursingworld.org  (Kerfoot K 2008 Bossing or serving? How leaders execute effectively)Kerfoot, K. (2008). Bossing or serving? How leaders execute effectively. MEDSURG Nursing, 17(2), 133-4.

37 References  (Laschinger H K 2006 Effect of empowerment on professional practice environments, work satisfaction, and patient care quality)Laschinger, H. K. (2008). Effect of empowerment on professional practice environments, work satisfaction, and patient care quality. Journal of Nursing Care Quality, 23(4), 322-330.  (Leveck M L Jones C B 1996 nursing practicve environment, staff retention, and quality of care)Leveck, M. L., & Jones, C. B. (1996). The nursing practice environment, staff retention, and quality of care. Research in Nursing and Health, 19, 331-343.  (Madison D L 2005 From Bismarck to Medicare - a brief history of medical care payment in America)Madison, D. L. (2005). From Bismarck to Medicare - a brief history of medical care payment in America. The Social Medicine Reader, 3, 31-66.  (National League For Nursing 2008)National League for Nursing. (2008). Retrieved February 1, 2009, from NLN Web site: http://www.nkcac.org/manuals/NLNACManual2008.pdf  (Needleman J Hassmiller S 2009 role of nurses in improving hospital quality and efficiency: Real-world results)Needleman, J., & Hassmiller, S. (2009). The role of nurses in improving hospital quality and efficiency: Real-world results. Health Affairs, 28(4), 625-633.  (Oberlander J White J 2009 Systemwide cost control - the missing link in health care reform)Oberlander, J., & White, J. (2009). System wide cost control - the missing link in health care reform. New England Journal of Medicine, 361(12), 1131-1133.  (Relman A 2007 second opinion: Rescuing America's health care)Relman, A. (2007). A second opinion: Rescuing America's health care. New York: PublicAffairs.  (Ribelin P 2003 Retention reflects leadership style)Ribelin, P. (2003). Retention reflects leadership style. Retrieved December 2, 2009, from http://nursingmanagement.com  (Ulrich B T Buerhaus P I Donelan K Norman L Dittus R 2007 Magent status and registered nurse views of the work environment and nursing as a career)Ulrich, B. T., Buerhaus, P. I., Donelan, K., Norman, L., & Dittus, R. (2007). Magnet status and registered nurse views of the work environment and nursing as a career. Journal of Nursing Administration, 37(5), 212-220.  (Upenieks V V 2003 interrelationship of organizational characteristics of magnet hospitals, nursing leadership, and nursing job satisfaction)Upenieks, V. V. (2003). The interrelationship of organizational characteristics of magnet hospitals, nursing leadership, and nursing job satisfaction. Health Care Manager, 22(2), 83-98. 


Download ppt "LEADERSHIP STYLE TRANSFORMATION LEADERSHIP AND THE MAGNET JOURNEY Robert McKennett, CRNA, MA, MSN, NEA-BC."

Similar presentations


Ads by Google