10/12/2015 Driscoll Childrens Hospital Presents Leading to - - PDF document

10/12/2015 1

Driscoll Children’s Hospital

Presents

Leading to Empower: Developing Frontline Nursing Leaders

• J. Michelle Cooksey, BA

“The function of leadership is to produce more leaders, not more followers.”

• Ralph Nader

Great Leaders

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The Leader Defined

• A person or thing that leads
• A guiding or directing head
• Synonyms: chief, commander, director, head, manager,

boss, counselor, guide, president, shepherd, superior, pacesetter, pioneer, influencer

The Goal of Leadership in Healthcare

Create and sustain a healthy work environment and

• ptimize patient care outcomes and staff
• satisfaction. 8

How do you do it while also empowering your employees to become leaders themselves?

Objectives

• Describe transactional leadership and transformational leadership and identify key

skills to balance the two to achieve an optimal leadership style.

• List the fundamental steps to empower frontline nurses to be leaders in their

roles by applying transactional and transformational leadership.

• Develop three changes you will apply to your current leadership style to empower

frontline nurses and optimize patient care outcomes.

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The Nurse Culture

• Reluctance to be leaders

– Almost 95% of nurses are still women 6

• Need for expert power

– “the ability to influence others through the possession of knowledge or skills that are useful to others” 6 – Only 22% of nurses are diploma graduates 6

• Need for autonomy over their own practice 6

– Nursing is a passionate profession – Nurses have a duty and a personal need to protect their patients

• Ability to be transformative in the care they give

The Nurse Culture, cont’d Powerless nurses are ineffective nurses. Powerless nurses are less satisfied with their jobs and more susceptible to burnout and depersonalization.

• Milisa Manojlovich, PhD, RN, CCRN

University of Michigan

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The Nurse Leader…A Day in the Life

• Meeting goals of senior leadership
• Responding fairly to the needs and perceptions of staff 8
• Patients!!
• Parents and Family of Patients
• Daily Staffing
• Supplies/Equipment
• Endless Meetings
• Ensuring Safety
• New Policies, training of staff
• JOINT COMISSION!
• Staying calm…

“Your work is going to fill a large part of your life, and the

• nly way to be truly satisfied is to do what you believe is

great work. The only way to do great work is to love what you do.”

• Steve Jobs

Qualities of the Nurse Leader 4

• Independent

Thinkers

• Passionate about serving the needs of the customer
• Change agents for their organization
• Ability to motivate and inspire
• Ability to run a lean, high-quality organization

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How do you, as a leader, do it all?

“Influencing human behavior is one of the most difficult challenges leaders face.”

• Sidney Taurel, Eli Lilly & Co.

T ypes of Leadership

Transactional Transformational

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Transactional Leadership

• Transactional Leadership:

– Also known as managerial leadership, focuses on the role of supervision, organization and group performance – A style of leadership in which the leader promotes compliance of his/her followers through both rewards and punishments

Transformational Leadership

• Transformational Leadership:

– A style of leadership where the leader is charged with identifying the needed change, and creating a vision to guide the change through inspiration and executing the change in tandem with committed members of the group. – It serves to enhance the motivation, morale and job performance of followers through a variety of mechanisms

• Connecting the follower’s sense of identity and self to the project and the collective

identity of the organization

• Being a role model to inspire followers and raise their interest in the project
• Challenging followers to take greater ownership for their work
• Understanding the strengths and weaknesses of followers
• Allowing the leader to align followers with tasks that enhance their performance

Making it Happen

• How do you combine these two styles of leadership?

– You are required to be a transactional leader – The real challenge: Being a transformational leader

• New nurse managers rely too much on transactional leadership, which

contributes to decline in staff job satisfaction and organizational

• commitment. 8

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• 1. Start with Self-Reflection

The leader who exercises power with honor will work from the inside out, starting with himself. - Blaine Lee, The Power Principle

• Which kind of leader are you?
• What is your leadership style?
• What are your personal roadblocks?
• Where are your development needs?
• Are you dedicated to this leadership role?
• Do you know your limits?
• Do you know your blind spots?
• 1. Self-Reflection, cont’d
• Strive to be authentic! 2
• Consider your daily obstacles, pressures, stresses.
• What challenges do you face with employees?
• Cultural
• Generational: Millennials vs. Baby Boomers, Gen Xer’s
• Emotionalism
• Women in Leadership
• Men in Leadership
• Jargon on the Unit
• What to expect?
• Failure
• Resistance to change
• Disagreement/Debate
• 2. Know

Your Employees

• Do you know the pressures your employees face?

– Need to impress you/not to let you down – Pressures from home – Feelings of inferiority with co-workers (education, status) – Competitive field – Providing the best patient care – Making parents and families happy – Protective patients – Continuing education – Constant changes in policy

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• 2. Know

Your Employees, cont’d

• Gifts, Talents, Strengths, Weaknesses
• Determine where people are starting from: abilities/perceptions
• Personality Types

– Front & Center Person – In the Wings Person – Behind the Scenes Person – Extrovert/Introvert

• 3. Be

Visible

• Walk your talk
• Make the time to get out there with them
• Gives you the opportunity for feedback
• Gives you the opportunity to see things first-hand, and to avoid

assumptions and unnecessary transactional leadership

Frequent face-to-face interaction creates ongoing connections and familiarity. 5

• 4. Communicate optimism about the future and

have relevant unit goals and expectations

• Make your goals clear
• Post them so they are visible
• Discuss progress

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• 5. Be consistent
• 55% of employees feel goals are not clear
• 49% of employees feel a lack of management support
• 45% of employees feel their leadership teams are ineffective

Farr Associates

• 5. Be Consistent, cont’d
• Do those transactional things you have to do as a Leader
• Follow the rules
• Promote persistence
• Don’t break promises, and don’t make promises you know you can’t keep
• 6. Coach
• Advocate, support, foster growth
• Work one-on-one
• Guide, don’t give the answers
• Tune into their views of the world
• Build a bond of trust
• Inspire commitment

Leadership is about making others better as a result of your presence and making sure that impact lasts in your absence.

• Sheryl Sandberg, CEO of Facebook

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• 6. Coach, cont’d
• Make a plan for development and set goals
• Take them out of their comfort zone
• Be there to praise them
• Be there to teach them when they fail
• 7. Share in Decision-Making
• This enables leadership!

– “The best ideas arise, not from formal leaders, but from the people doing the work.” 2

• Use these as team building opportunities

– T

• create synergy, define a clear purpose, actively

listen, maintain honesty, demonstrate compassion, be flexible 5

• 7. Share in Decision-Making, cont’d
• Make team agreements

– How will we treat each other? – How will we communicate with one another and with others outside our team? – How will we hold each other accountable? – How will we share tasks on our team? – How will we resolve conflict?

• Staff Meetings
• Hospital-Wide Opportunities

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• 8. Resolve Conflict in Private
• There is no need to make a public example of someone
• Use these as opportunities to coach
• Sometimes this is transactional, but it can also be transformational

vs.

Combining Transactional & Transformational Leadership

1. Self-reflection 2. Know your employees 3. Be visible 4. Communicate optimism 5. Be consistent 6. Coach 7. Share in decision-making 8. Resolve conflict in private Transformational Transformational Transactional/Transformational Transformational Transactional/Transformational Transactional/Transformational Transactional/Transformational Transactional/Transformational

• 1. What kind of leader will you be?
• 2. How will you empower your frontline

nurses to be leaders?

Mighty Nurse

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It’s Your Turn

• Take-Away Challenge
• Write down 3 goals for your new leadership style.
• Change you want to make that will help you implement a balanced

use of Transactional and Transformational Leadership

• Change you want to make to improve problem solving and

conflict resolution

• Change that will help you create a culture of leadership on your

unit/in your department

Remember…

“The function of leadership is to produce more leaders, not more followers.”

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References

• 1. Farrar, F.C. (2015). Empowering frontline nurses for success. Transformational Tool Kit for

Frontline Nurses, 50, xiii-xiv. Retrieved from http://dx.doi.org/10.1016/j.cnur.2014.12.001

• 2. Galuska, L. (2014). Enabling leadership: unleashing creativity, adaptation, and learning in an organization.

Nurse Leader, 1541-4612. Retrieved from http:dx.doi.org/10.1016/j.mnl.2014.01.011

• 3. Gokenbach, V. (2012, April 19). What does it take to create an empowered nursing team? [Web log post].

Retrieved from http://www.nursetogether.com

• 4. Lindsey, J.S., Mitchell, J.W. (2012, September 25). Tomorrow’s top healthcare leaders: 5 qualities of the

healthcare leader of the future. Beckers Hospital Review. Retrieved from http://www.beckershospitalreview.com/hospital-management-administration

• 5. Lomax, S., White, D. (2015). Interprofessional collaborative care skills for the frontline nurse. Interprofessional

Collaborative Care Skills, 50, 59-73. Retrieved from http://dx.doi.org/10.1016.j.cnur.2014.10.005

• 6. Manojlovich, M. (2007). Power and empowerment in nursing: looking backward to inform the future. The

Online Journal of Issues in Nursing. 12 (1). doi: 10.3912/OJIN.Vol12No01Man01

• 7. Maragh, K. (2011). The nurse leader as change agent and role model: thoughts of a new nurse manager. Nurse
• Leader. (1541-4612). doi: 10.1016/j.mnl/2010.09.007
• 8. Witges, K., Scanlan, J. (2014) Understanding the role of the nurse manager: the full-range leadership theory
• Perspective. Nurse Leader. (67-70). Retrieved from http://dx.doi.org/10.1016/j.mnl.2014.02.007

Thank you!

• J. Michelle Cooksey

Email: michelle.cooksey@dchstx.org Phone: 361.694.5068