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Team Leadership Behaviors

Team Leadership Behaviors. Michael A. Rosen, PhD Assistant Professor, Armstrong Institute for Patient Safety and Quality, Department of Anesthesiology and Critical Care Medicine, Johns Hopkins University School of Medicine. Objectives. Define key leadership functions and behaviors.

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Team Leadership Behaviors

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  1. Team Leadership Behaviors Michael A. Rosen, PhD Assistant Professor, Armstrong Institute for Patient Safety and Quality, Department of Anesthesiology and Critical Care Medicine, Johns Hopkins University School of Medicine

  2. Objectives • Define key leadership functions and behaviors. • Explain the concept of ‘shared leadership’ and its relationship to ‘role-based’ or formal leadership. • Identify key leadership strategies for patient care teams, change management / project teams, and more broadly leading organizational change.

  3. Agenda • Rapid Fire Ideas: The best and worst leaders • What is leadership for patient safety? • From frontline to improvement teams and beyond • Leading patient care teams • Exploring leadership in frontline teams • Leading change / improvement teams • Developing a team charter

  4. Rapid Fire Ideas: The best and worst leaders • Think about teams you’ve been on. • Who was the best leader (no names)? • Who was the worst leader (please, no names)? • What made them excel / less than excel? Armstrong Institute for Patient Safety and Quality

  5. The Armstrong Institute Model to Improve Care Reducing Surgical Site Infections Translating Evidence Into Practice (TRiP) Comprehensive Unit based Safety Program (CUSP) • Emerging Evidence • Local Opportunities to Improve • Collaborative learning • Summarize the evidence in a checklist • Identify local barriers to implementation • Measure performance • Ensure all patients get the evidence • Engage • Educate • Execute • Evaluate Educate staff on science of safety Identify defects Assign executive to adopt unit Learn from one defect per quarter Implement teamwork tools Technical Work Adaptive Work

  6. What is Team Leadership? • “The [team leader’s] main job is to do, or get done, whatever is not being adequately handled for group needs.”1 • Four main functions of leadership:2 • Information search • Problem solving • Managing material resources • Managing personnel resources 1McGrath, 1962 2Fleischman et al., 1991

  7. Team Leadership and Team Performance • The quality of a team’s leadership is one of the strongest predictors of a team’s success.1 10% of team performance 25% of team learning 1Burke et al., 2006

  8. Leading Teams in Different Contexts

  9. What is shared leadership? • Is leadership a trait or characteristic? • Is it the responsibility or role of one person? • Is it a set of functions shared among people? Shared Spreading Pooled Denis et al., 2012 Armstrong Institute for Patient Safety and Quality

  10. Leading patient care teams Armstrong Institute for Patient Safety and Quality

  11. Phases of Team Performance Marks et al., 2001 Armstrong Institute for Patient Safety and Quality

  12. Exploring leadership in patient care teams • Find and review the Mapping and Defining Leadership in Your Team(s)worksheet. • Where are your strengths? • Where are your weaknesses? Armstrong Institute for Patient Safety and Quality

  13. Transition phase leadership functions • Select team members • Define vision • Establish expectations and goals • Structure and plan work • Train and develop team members • Facilitate sensemaking • Provide feedback Morgeson et al., 2009 Armstrong Institute for Patient Safety and Quality

  14. Action phase leadership functions • Monitor the team • Manage team boundaries • Challenge the team • Perform the task • Solve problems • Provide resources • Encourage team self-management • Support a healthy social climate Armstrong Institute for Patient Safety and Quality

  15. Leading quality and safety improvement teams Armstrong Institute for Patient Safety and Quality

  16. Five Conditions Leaders can Put in Place to Facilitate Teamwork • Ensure the team is a ‘real’ team • Compelling direction • Enabling structure • Supportive organizational context • Expert coaching Hackman, 2002

  17. Developing a Team Charter • Find and review the Building Your CUSP Team: Tips from the Science of Teams worksheet • What are your key team leadership strengths? • What are your key areas in need of improvement? Armstrong Institute for Patient Safety and Quality

  18. References • Burke, C.S., Stagl, K.C., Klein, C., Goodwin, G.F., Salas, E., & Halpin, S.M. (2006). What type of leadership behaviors are functional in teams?: A meta-analysis. The Leadership Quarterly, 17: 288-307. • Fleishman, E.A., Mumford, M.D., Zaccaro, S.J., Levin, K.Y., et al. (1991). Taxonomic efforts in the description of leader behavior: A synthesis and functional interpretation. Leadership Quarterly, 4: 245-87. • Hackman, J.R. (2002). Leading teams: Setting the stage for great performances. Boston, MA: HBS Press. • Heifetz, R., Grashow, A., & Linsky, M. The theory behind the practice. The practice of adaptive leadership, Boston, MA: Harvard Business Press, 2009: 19. • Pronovost, P.J. (2011). Navigating adaptive challenges in quality improvement. BMJ QualSaf 20(7), 560-3.

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