leadership management

1. Leadership Training
Todd M. Grivetti, MSN, RN, CCRN, CNML

2. Leadership Development
 Objectives:
 Discuss and define leadership.
 Discuss Five levels of leadership.
 List Neuro Leadership qualities

3. Leadership Development
 Leadership –
 The ability of an individual to influence,
motivate, and enable others to contribute
toward the effectiveness and success of the
organizations of which they are members.
 Leadership is the ability of an individual to set
rules for others and lead from the front. It is an
attitude that influences the environment
around us.

4. Leadership Development
 Five Levels of Leadership
 Position/Rights
 Permission/Relationship
 Production/Results
 People Development/Reproduction
 Personhood/Respect

5. Leadership Development
 Five Levels of Leadership
 Position -
 Rights – People follow because they have to.
 Your influence will not extend above the lines of your
job description. The longer you stay here, the higher
the turnover and lower the morale.
 Accept responsibility
 Do your job with consistent excellence
 Do more than expected
 Offer creative ideas for change and improvement
 A real leader knows the difference between being
the boss and being an leader……

6. Leadership Development
 The boss drives his workers; the leader
coaches them.
 The boss depends on authority; the leader on
goodwill.
 The boss inspires fear; the leader inspires
enthusiasm.
 The boss says “I”; the leader – “We.”
 The boss fixes the blame for breakdown; the
leader fixes the breakdown.

7. Leadership Development
 Permission –
 Relationships – People follow because they want to.
 People will follow you beyond your stated authority. This
level allows work to be fun.
 “People don’t care how much you know until they know
how much you care.”
 Leadership begins with heart, not the head.
 Time, Energy, and Focus are placed on the
individual’s needs and desires.
 Make those who work with you more successful.
 See through other people’s eyes.
 Do “win-win” or don’t do it.
 Include others in your journey
 Deal wisely with difficult people.

8. Leadership Development
 Five Levels of Leadership cont.
 Production –
 Results – People follow because of what you
have done for the organization.
 Initiate and accept responsibility for growth.
 Develop and follow a statement of purpose.
 Develop accountability for results, beginning with
yourself.
 Know and do things that give high return.
 Communicate strategy and vision of the
organization.
 Make the difficult decisions that will make a
difference.

9. Leadership Development
 The major difference between level 2 and 3:
 Relationships – People get together just to get
together.
 Intimacy (Senge, 2005)
 The commitment to get to know people behind their
job, title, role and function.
 In intimate situations, you must be trustworthy,
because you know that you are bound to your team
in the long run by your shared purpose.
 Results – People get together to accomplish a
purpose.

10. Leadership Development
 Five Levels of Leadership cont.
 People Development –
 Reproduction – People follow because of what
you have done for them.
 Long-range growth
 Commitment to developing leaders will ensure
growth to the organization.
 Continue what you do to maintain this achievement.
 A leader is great, not because of his/her power,
but because of his/her ability to empower others.

11. Leadership Development
 Realize that people are our most valuable
asset.
 Place a priority on developing people.
 Be a Model for others to follow.
 Expose key leaders to growth opportunities.

12. Leadership Development
 Five Levels of Leadership cont.
 Personhood –
 Respect –
 People follow because of who you are and what you
represent.
 Followers are loyal and sacrificial
 You become sought out by others
 You have mentored and molded others over time.

13. Leadership Development
 Integrity:
 The most important ingredient in leadership.
 The state of being complete, unified
 Words and actions must match.
 Integrity is not what we do so much as how we
do it.
 Integrity binds our person together and fosters
a spirit of contentment within us.
 When integrity is the referee, we will be
consistent; our beliefs will be mirrored by our
conduct.

14. Leadership Development
 Integrity cont.
 Integrity:
 Builds Trust
 Has a high influence value
 Facilitates High Standards
 Results in a Solid Reputation, not just an image
 Means living it myself before leading others
 Helps a leader be credible not just clever
 Is a Hard-working achievement.

15. Leadership Development
YOU WILL ONLY BECOME WHAT YOU ARE
BECOMING RIGHT NOW
Though you cannot go back and make a brand
new start, my friend.
Anyone can start from now and make a brand
new end (Maxwell, 1993).

16. Leadership Development
President Dwight Eisenhower said:
In order to be a leader a man must have followers.
And to have followers, a man must have their confidence.
Hence, the supreme quality for a leader is unquestionably integrity.
Without it, no real success is possible, no matter whether it is on a section
gang, a football field, in an army, or in an office. I a man’s associates
find him guilty of being phony, if they find that he lacks forthright
integrity, he will fail.
His teachings and actions must square with each other.
The first great need, therefore, is integrity and high purpose.

17. Leadership Development
 The Ultimate leadership test….
 Creating Positive Change
 Profile of leaders in trouble – Twelve identified, five of which
deals with unwillingness to change.
 Poor understanding of people
 Lacks imagination
 Has personal problems
 Passes the buck
 Feels secure and satisfied
 Is not organized
 Flies into rages
 Will not take a risk
 Is insecure and defensive
 Stays inflexible
 Has no team spirit
 Fights change

18. Leadership Development
 Activity:
 On a piece of paper – draw two horizontal
lines: (e.g., ____________ __________).
 Next, on the left line, write the word Attitude
with your dominant “writing hand”, then write
Attitude on the right line with your “non-
dominant” hand.
 When you look a the word attitude written by your
non-dominant hand, you see a picture you see a
picture of the kind of attitude we usually have
when we do something new.

19. Leadership Development
 Why do we resist change?
 Change isn’t self-initiated
 Routine is disruptive
 Creates fear of unknown
 Purpose of change is
unclear
 Rewards of change don’t
match effort to change
 People are satisfied with
the way things are
 Won’t happen with
negative thinking
 Followers lack respect for
leader
 Leader susceptible to
feelings of criticism
 May lead to personal loss
 Requires additional
commitment
 Tradition Resists change

20. Leadership Development
 Problem Solving –
 Four reasons why people do not perform the
way they should
 They don’t know what they need to do
 They don’t know how to do it
 They don’t know why they should
 There are obstacles beyond their control

21. Leadership Development
Sometimes we meet roadblocks from point “A”
to point “B”. How we problem solve is a
matter of sometimes having to go backwards.
A
A2 A3
A4
A5 B
When we hit a road block, we can do three
things:
2. Go Through it, because we are stronger
3. Quiet…. Because we are weak
4. Go backwards and find a new route. Stacey, 2007

22.  Now that you’ve identified a problem, bring
attention to it.
 Solving problems results from:
 The Right Attitude
 The Right Action Plan
Leadership Development

23. Leadership Development
 Attitude
 Our attitude is our most important asset
 “What lies behind us and what lies before us are
tiny matters compared to what lies within us.”
Walt Emerson (n.d.).
 “Life is 10 percent what happens to me and 90
percent how I react”
 We are 100% responsible for our attitudes
 The pessimist complains about the wind
 The optimist expect it to change
 The leader adjusts the sails

24.  Exercise:
 On your notes, list 5 negative attitudes you pose
currently that are influencing others right now.
 Six Stages of Attitude Change
 Identify problem Feelings
 Identify problem Behavior
 Identify problem Thinking
 Identify Right Thinking
 Make a public commitment to Right Thinking
 Develop a plan for Right Thinking
Leadership Development

25.  The people we lead –
 Developing people takes time.
 People skills are essential for success
 Be a model that others can follow
 People do what people see
 People’s minds are changed more through
observation than through arguments
 Lead others by looking through their eyes
 “We judge ourselves by what we feel capable of
doing; while others judge us by what we have
already done” (Henry Wadsworth Longfellow).
Leadership Development

26. Leadership Development
 As leaders, we need to do the following:
 Give credit for suggestions
 Correct grievances
 Encourage others
 Don’t criticize others in front of others
 Ask other’s their opinions
 Give positive feedback when demonstrated
 Don’t show favoritism

27. What is your Vision of a Leadership
Team?
 List out your vision of a Leadership team –
______________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________

28. References
 Maxwell, J. (1993). Developing the Leader
within you. New York. Thomas Nelson
publishing.
 Stacey, R. (2007). Learn & Lead. Poudre
Valley Health System.