Personal Leadership Model
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Development of my personal leadership model in the context of the current healthcare environment. Part of the requirements of the Doctor of Leadership (DEL) Program at the University of Charleston School of Business.
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Personal Leadership Model
- 1. “Transformational Empowerment” Leadership and Change Management Concept Presented by: Traci McGee University of Charleston Doctor of Executive Leadership Program April 1, 2015
- 2. Transformational Empowerment: Overview • DEL Program Outcome #2 • Leadership Concept Description • Empirical Support of Concept • Culture of Inquiry Rubrics • Personal Assessment: Underlying Concepts • Plan for Testing and Validating • Application of TE Leadership Model
- 3. Transformational Empowerment: DEL Program Outcome #2 Goal: Develop own leadership theory and apply to DEL Program Outcome #2: oSeize Opportunities and Bring About Decisions a) creative action b) eliminate unvalued processes
- 4. Transformational Empowerment: Leadership Concept Description A Model for Transformational Empowerment: achieve engagement & sustainability of organizational change • strengthening individual identification and involvement in the organization The TE leader transfers influence to knowledge workers with high autonomy, allowing them to make decisions about daily activities
- 5. Transformational Empowerment: Empirical Support of Concept• Employee empowerment is individual motivation at work through delegation of responsibility & authority to lowest organizational level where a competent decision can be made (Amundsen & Martinsen, 2014). • The behavior of a charismatic leader influences followers’ need for achievement, through three core components: envisioning, empathy, and empowerment (Choi, 2006). • The process of empowerment is "directed autonomy" whereby frontline employees are assigned decision-making responsibility and for knowing how their performance fits the organization’s purpose and mission (Ford, Robert C., Fottler, 1995). • The transformational model’s contexts are significant in achieving organizational change (Higgs & Rowland, 2011). • Research links perceptions of leader humility to perceptions of transformational leadership, which in turn has been found to generate satisfaction with supervision, positive leader-member exchange relationship quality, and trust in leadership (Basford, Offermann, & Behrend, 2013).
- 6. Transformational Empowerment: Culture of Inquiry Rubrics Assemble, Align, Reconfigure Assets CRITERIA: • View big picture • manage tension • exploitation/exploration • learning in organization Relation to TE Concept: • Balcony view • Assemble, Align, Reconfigure to motivate and engage Leadership Development Rubric CRITERIA: • Grounded: leadership theory • Learning-leadership dev. practices • Organizational outcomes and context • Assessment Relation to TE Concept: • Empowerment • Development • Unify actions towards organizational outcomes
- 7. Transformational Empowerment: Personal Assessment: Underlying Concepts Concepts underlying personal theory of leadership theory: beliefs, values, perceptions, models • Adaptation and optimism: Childhood—family, farm • Transformational leadership model in nursing • Change management surgical services, 2002- present: Strong personalities, Involve team • Change is crucial in Healthcare reform • Majority of people are good and want to do the right thing
- 8. Transformational Empowerment: Plan for Testing and Validating • Testing and Validation: • Questionnaire • Establish metrics • Evaluate sustainability • Brooks McCabe: • Common interests • Crisis offers opportunity • Be able to argue opposing view • Make the idea theirs • Encourage innovation • Opponent today: Ally tomorrow • Uncover hidden motives
- 9. Transformational Empowerment: Application of TE Leadership Model Make good judgments and seize opportunities that help you sense and shape environment: competencies, style, and skills • Application of TE Leadership Model in Healthcare oCompetency: Communication, Relationship Building oStyle: Visionary, Charismatic, Confident, Fair, Flexible oSkills: Conflict Management, Negotiation, Sense-making, Scanning, Framing
- 10. TRANSORMATIONAL EMPOWERMENT MODEL OF LEADERSHIP IN HEALTHCARE ~ INNOVATION ~ CHANGE ~ EMPOWERMENT ~ ENGAGEMENT ~ HEALTHY TEAMS ~ OBSOLETE ~ STAGNANT ~ DYSFUNCTIONAL LEADERSHIP ~ INFORMAL LEADERS ~ CLIQUES PATIENT · Patient First · Patient Satisfaction · Service Excellence · Best Practices · Optimal Outcomes · Patient Safety · Focused on Self · Culture of Fear · Errors · Safety Concerns · Hostility · Horizontal Violence PATIENT EMPLOYEE EMPOWERMENT: ~ Practice Councils ~ ~ Shared Governance ~ ~ Shared Leadership ~ REPULSION ATTRACTION INTERESTS BELOW THE LINE INTERESTS ABOVE THE LINE SUPPORTS MISSION & VALUES: · Continuous Improvement in Patient Quality Metrics · Cost Savings · Increased Earnings · Efficiency UNDERMINES MISSION & VALUES: · Poor Patient Quality Indicators · Waste · Revenue Loss · Inefficiency ENGAGEMENT DIS- ENGAGEMENT DIS- ENGAGEMENT ENGAGEMENT CONFLICT RESOLUTION RESISTANCE & OBJECTIONS ~ Cliques ~ ~ Poor Clinical Practice ~ :Employee Disengagement OPPORTUNIY FOR CHANGE OPPORTUNITY FOR CHANGE
- 11. References: Amundsen, S., & Martinsen, Ø. L. (2014). Empowering leadership: Construct clarification, conceptualization, and validation of a new scale. Leadership Quarterly, 25(3), 487–511. doi:10.1016/j.leaqua.2013.11.009 Antonakis, J., Fenley, M., & Liechti, S. U. E. (2011). Can Charisma Be Taught ? Academy of Management Leraning & Education, 10(3), 374–396. doi:10.5465/amle.2010.0012 Avolio, B. J. (2004). Transformational Leadership and Organizational Commitment: Mediating Role of Psychological Empowerment and Moderating Role of Structural Distance. Journal of Organizational Behavior, 968(8), 951. doi:10.1002/job.283 Choi, J. (2006). A Motivational Theory of Charismatic Leadership: Envisioning, Empathy, and Empowerment. Journal of Leadership & Organizational Studies, 13(1), 24–43. doi:10.1177/10717919070130010501 Ford, Robert C., Fottler, M. D. (1995). Empowerment: A matter of degree. Academy of Management Executive, 9(3), 21–29. Retrieved from http://0- content.ebscohost.com.library.acaweb.org/ContentServer.asp?T=P&P=AN&K=9509210269&S=R&D=bth&EbscoContent=dGJyMNXb4kS epq84v%2BbwOLCmr02eqLBSr6a4S7SWxWXS&ContentCustomer=dGJyMPGutk6zqbJRuePfgeyx43zx Higgs, M., & Rowland, D. (2011). What does it take to implement change successfully? A study of the behavior of successful change leaders. The Journal of Applied Behavioral Science, 47(3), 309–335. doi:10.1177/0021886311404556 Laschinger, H. K. S., Wong, C. a, Cummings, G. G., & Grau, A. L. (2014). Resonant Leadership and Workplace Empowerment : The Value of Positive Organizational Cultures in Reducing Workplace Incivility. Nursing Economic$, 32(1), 5–15, 44. Retrieved from http://www.ncbi.nlm.nih.gov/pubmed/24689153 Learning Guide: DEL Proagrm. (n.d.). University of Charleston.
- 12. References: Martin, S. L., Liao, H., & Campbell, E. M. (2013). Directive versus empowering leadership: A field experiment comparing impacts on task proficiency and proactivity. Academy of Management Journal, 56(5), 1372–1395. doi:10.5465/amj.2011.0113 Maulding, W. S., Peters, G. B., Roberts, J., Leonard, E., & Sparkman, L. (2012). Emotional Intelligence and Resilience As Predictors of Leadership in School Administrators. Journal of Leadership Studies, 5(4), 20–30. doi:10.1002/jls McGee, T. (2015). Leader Interview with Brooks McCabe. Charleston, WV. Mehta, P., & Sharma, K. (2014). Leadership : Determinant of Women. SCMS Journal of Indian Management, April-June, 5–11. Opposing Magnet Theory.pdf. (n.d.). Rajotte, C. a. (1996). Empowerment as a leadership theory. The Kansas Nurse, 71(1), 1. Spreitzer, G. M., Janasz, S. C. De, & Quinn, R. E. (1999). Empowered to lead: The role of psychological empowerment in leadership. Journal of Organizational Behaviour, 20(4), 511–526. doi:10.2307/3100387 Summers, S. (2013). Magnet status: What it is, what it is not, and what it could be. Retrieved from www.truthaboutnursing.org/faq/magnet.html Wilder, R. S., & Guthmiller, J. M. (2014). Empowerment through mentorship and leadership. Journal of Evidence-Based Dental Practice, 14(SUPPL.), 222–226. doi:10.1016/j.jebdp.2014.04.006
Notes de l'éditeur
- SLIDE 1 : “Transformational Empowerment” Leadership and Change Management Concept
- SLIDE 2: Transformational Empowerment: DEL Program Outcome #2 Goal: Develop writer’s own leadership theory, which can be applied in accomplishing DEL Program Outcome #2: SEIZE OPPORTUNITIES AND BRING ABOUT DECISIONS “Make timely judgments to seize opportunities & to bring about those decisions by a) developing & rewarding creative action b) diminishing assets & processes that no longer add value..” Ties in with the changing environment in healthcare, where healthcare systems must examine processes to eliminate waste and other items that no longer add value. The new trend is to do more work better, while using less resources. To accomplish this we need to develop creative and innovative ways in which to achieve goals and to challenge the status quo.
- SLIDE 3: Transformational Empowerment: Leadership Concept Description Leader achieves follower engagement and sustainability of organizational change through strengthening individual identification and involvement in the organization. The TE leader transfers influence to knowledge workers with high autonomy—who take initiative and make decisions about daily activities. Transformational leadership involves inspiring and motivating followers James MacGregor Burns believed that another component of transformational leadership is to develop as many leaders as possible from followers. By allowing focus and expansion in the area of empowerment, team members are able to develop leadership skills, participate and have buy-in during the change process, including sustainment.
- SLIDE 4: Transformational Empowerment: Empirical Support of Concept COMMON THREADS FROM QUOTES: Employee empowerment is motivating. Empowerment helps employees gain confidence and it builds a trusting relationship with the leader: more trust, better quality in relation The team members gain understanding regarding the organizational mission, and they tied this into the daily decision making. Improves employee engagement and satisfaction.
- SLIDE 5: Transformational Empowerment: Culture of Inquiry Rubrics Assemble, Align, Reconfigure Assets: BALCONY VIEW: examine all sides Assemble team of followers Align goals with organization, and align with follower interests by identifying common interests Brooks McCabe emphasized that he was able to gain support by identifying common interests, therein finding common motivating factors Brooks McCabe also practices going to the balcony. He studies his opponents’ viewpoint and is able to argue their viewpoint. He states that unless one is able to argue their opponents viewpoint then they do not fully understand all sides of the argument. Reconfigure assets: eliminate redundant and wasteful procedures and assets Leadership Development Rubric: Grounded in: LEADERSHIP THEORY: Develop followers. James MacGregor Burns said of transformational leadership, “Leaders are followers, and followers are leaders”. Empower employees. Develop them and give them opportunities to grow and practice their skills. Goals are based upon desired organizational outcomes and context
- SLIDE 6: Concepts underlying personal theory of leadership theory: beliefs, values, perceptions, models Adaptation and optimism: Childhood—family, farm. Grandparents were 2nd generation Americans with strong work ethic and resilience. Grandmother’s mother died when she was 9. She became mother figure to younger siblings. Was always a resourceful, determined, and resilient woman. Sense of community. Innate belief that people are good, and we should treat each other with respect and kindness. Grandfather-farm. Always some natural event or illness, effecting crops or animals. Would always bounce back and try again. Transformational leadership model in nursing: became aware of this leadership theory in 2009 at Vanderbilt University, then at Carolinas Healthcare as we prepared for Magnet. Offers many components necessary in leading and motivating people towards acceptance of change. Change management surgical services, 2002-present: Strong personalities, Involve team Change is crucial in Healthcare reform Majority of people are good and want to do the right thing Changes are happening rapidly and in parallel. People often are uncomfortable with the change and the rapid pace of change. Involving people in deciding upon how the changes will occur will broaden their understanding and improve upon their engagement, acceptance, and sustainment of change.
- How I would test or validate personal theory of leadership: Administer questionnaire team member satisfaction before and after implementation of transformational empowerment Evaluate sustainability of change in terms of time Establish metrics and stretch goals -tie with short term and long term Brooks McCabe: Build consensus through common interests Crisis offers opportunity to reset, to gain momentum Opponent today, may be ally tomorrow Be able to argue opposition view, to identify objections Uncover hidden motives Make the idea their idea, let others take credit Encourage innovation. Take away the fear factor. I.e.: employee may be afraid to try and fail, thinking that their position is in jeopardy. Encourage and support them.
- SLIDE 8: Transformational Empowerment: Application of TE Leadership Model Make good judgments and seize opportunities that help you sense and shape environment: competencies, style, and skills Application of TE Leadership Model in Healthcare Competency: Communication, Relationship Building Style: Visionary, Charismatic, Confident, Fair, Flexible Skills: Conflict Management, Negotiation, Sense-making, Scanning, Framing
- SLIDE 9: Model of Transformational Empowerment (TE) Leadership The magnets in my model are inspired by the Magnet status designation of the American Nurse Credentialing Center, and their embracing transformational leadership. There is a debate among nurses and nursing leaders as to whether or not transformational leadership alone is adequate while leading healthcare workers during the current state of rapid and multiple layers of change. My model is an enhanced form of transformational leadership where there is emphasis upon the empowerment and development of followers as leaders. At the top of the Model there is Employee Empowerment, at the bottom, there is Employee Disengagement. At the top the mission and values of the organization are supported. The patient is placed at the top, and is the central focus. The magnet at the top signifies the desired state, whereas, the magnet at the bottom represents the opposition or opposing magnet. In the middle lies Conflict resolution Resistance and objections Attraction and repulsion of ideas, concepts and actions The bottom magnet signifies disengaged behavior, undermining the mission and values of the organization, thereby focusing upon them versus the patient. With the patient out of focus, safety, errors, hostility and horizontal violence exists.