leadership starting from square one n.
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  2. Homework 1. Think of leaders you have worked with. -What were traits of ineffective leaders? -What were traits of effective leaders?

  3. Homework 2. Think about leaders that you have worked with and how their behaviors affected the working environment. -What were traits/qualities that negatively impacted the work environment? -What were traits/qualities that positively impacted the work environment?

  4. Key Leadership Qualities Followers Expect commitment to excellence passion about their work clear vision and strategic focus trustworthiness respectfulness accessibility empathy and caring commitment to coaching and developing their staff.

  5. Leadership Styles Autocratic leaders • make decisions without consulting their team members

  6. Leadership Styles Democratic leaders • make the final decisions, but they include team members in the decision-making process.

  7. Leadership Styles Laissez-faire leaders • give their team members a lot of freedom in how they do their work, and how they set their deadlines

  8. Transactional leadership Assumption: workers are motivated by rewards and discipline. • Tasks are accomplished through a system of rewards and punishments. • No strategy, just smooth working • leader has complete authority over the staff. • Employees must comply and follow directives. • Punishments include progressive discipline, including termination.

  9. Transactional leadership Although the transactional style of leadership may lead to compliant workers who obey directives, it can thwart independent thinking and creativity in more skilled employees.

  10. Styles of leadership:

  11. Transformational Leadership Assumption: leaders and followers help each other to advance to a higher level of morale and motivation. Four Elements: Idealized Influence Inspirational Motivation Intellectual Stimulation Individual Consideration

  12. Transformational Leadership Idealized Influence Sometimes called charisma, this reflects a leader's ability to inspire high standards and serve as a role model for outstanding professional practice.

  13. Transformational Leadership Inspirational Motivation Refers to the leader's ability to communicate a vision others can understand and help develop.

  14. Transformational Leadership Intellectual Stimulation This is provided by a leader who asks for and values staff input, challenges followers to develop creative and innovative solutions, and continually seeks ways to provide growth and development opportunities

  15. Transformational Leadership Individual Consideration This concept refers to the leader's commitment to coaching and mentoring, as well as awareness of and concern for the individual needs of nursing staff.

  16. Transformational Leadership

  17. Transformational Leadership Evidence-based research suggests transformational leadership: • enhances nurse satisfaction • promotes a positive work environment • reduces staff turnover

  18. Transformational Leadership How do you get there????

  19. Transformational Leadership Vision is central to any transformational leader's goal for the reason that before anyone can follow a leader they need to have an idea of where they are going and why

  20. Transformational Leadership Framing is used by the transformational leader to provide followers with a game plan in highly-measureable terms for how they will accomplish their tasks, which will aid in the achievement of some organizational goal.

  21. Transformational Leadership Need: Frequent Communication Trustworthiness Accountability for Assignments Support for Leadership Decisions

  22. Transformational Leadership • Encouragement • Seeking Feedback From Followers 1.      What should I keep doing as a leader? 2.      What should I do more of? 3.      What should I do less of? 4.      What should I stop doing?

  23. Transformational Leadership Goals: promoting teamwork among staff encouraging positive self-esteem motivating staff to function at a high level of performance empowering staff to become more involved in the development and implementation of policies and procedures

  24. Transformational Leadership Encourages the use of evidence-based practice and addressing the "why" and "how" of specific clinical actions

  25. Transformational Leadership Transformational leadership qualities promote a healthy environment for employees and staff, which will produce improved staff satisfaction, retention, and patient satisfaction.

  26. Transformational Leadership Nurse managers who are effective communicators routinely meet with nursing staff so that complaints, concerns, recommendations, or general comments may be discussed. The nurse manager who communicates effectively allow staff members to voice their concerns and have respect for their employees by taking the time to carefully listen to them.

  27. Transformational Leadership Preceptorship and mentorship of others is a core value. Requires vision, influence, clinical knowledge, and a strong expertise relating to professional nursing practice.

  28. Transformational Leadership SELF ASSESSMENT QUIZ:  1.  I would never require a follower to do something that I would not do myself. 2.  My followers would say they know what I stand for. 3.  Inspiring others has always come easy to me. 4.  My followers would say that I am attentive to their needs and concerns.

  29. Transformational Leadership 5.  My followers have told me that my enthusiasm and positive energy is infectious. 6.  Even though I could easily do a task myself, I delegate it to expand my followers skills. 7.  Team creativity and innovation are the keys to success. 8.  I encourage my followers to question their most basic way of thinking.

  30. Transformational Leadership Leadership is a journey of self-development.  It is important to turn your areas of weakness around. An even stronger test would be to ask members of your team how they would rate you on each of the eight statements.

  31. Exercise Small group work: 15 minutes Presentations: 5 minutes.


  33. Identify the work that needs to be done. • Consider desired outcomes and what must occur in order to achieve them. • Break down the work into its necessary functions and tasks. • Apply goals and standards to determine work priorities. • For example, is the work driven by time, quality or price?

  34. Identify the work that needs to be done. • When examining an existing operation, look for work that no longer has the value it once did; change it or end it. • Analyze the number of decision layers, is there unnecessary bureaucracy? • Don’t worry about ‘the way it has always been’. Be willing to change.

  35. Establish clear lines of communication, authority, and accountability. Clarify each individual’s responsibility and authority within the scope of their role. Ensure that expectations are clearly understood. Make sure employees have someone to ‘answer to’, not only for accountability, but also for guidance and leadership.

  36. Establish clear lines of communication, authority, and accountability. Let the front line handle the details as long as progress is made toward goals. Clarify authorities and accountabilities if not. Verify that the organizational structure supports effective communication.