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?

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