Transformational Leadership Webinar 1 ACNL Nurse Leadership - - PDF document

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Transformational Leadership

Webinar 1 ACNL Nurse Leadership Development Committee

Presenter

• Pat Patton, MSN, RN – Chief Nursing Officer – UCI Health
• hgpatton@uci.edu

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Purpose

• Welcome
• 4 part series
• Transformational Leadership series
• We will walk you through the tenets of Transformational Leadership
• Case studies, articles, take-aways

Objectives

• After this webinar, the learner will be able to:
• Understand and explain Leader Development Readiness
• Differentiate transformational leadership from transactional leadership
• Distinguish the different leadership styles and when each can be used effectively

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Transformational Leadership

A Transformational Leadership Webinar

“No person ever steps in the same river twice, for it’s not the same river and she/he is not the same person.” Heraclitus of Ephesus (535 – 475 BCE)

Leader Development Readiness

• n. The ability and motivation to focus on, make meaning
• f and develop new and more complex ways of thinking

that positions you more effectively to assume leadership roles.

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Building Blocks

• Leader Development Readiness
• Motivation to Develop
• Motivation to Lead
• Motivation to Learn
• Goal orientation
• Leader Confidence

Building Blocks

• Leader Development Readiness
• Ability to Develop
• Awareness of strengths and weaknesses
• Awareness of thinking
• Suspending judgment
• Emotional regulation

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Motivation to Develop - Fundamentals

• Motivation to Lead
• Willingness to step into the role
• Aspiration
• Role models make a difference
• Increases with trial and success/failures
• Motivation to Learn ( specific to leadership )
• Source of the Drive to Develop Internal > External
• Fixed versus Incrementalist
• Value of leadership

Motivation to Develop – What governs us

• Leadership Self-Confidence
• Motivational mitigators
• Actions – Do I know what to do?
• Means – Do I have the means (resources, support) to do it?
• Self Motivation: Can I make myself do it?
• All 3 are needed to turn aspiration into actions
• Goal Orientation
• Direction of Motivation: Learning > Performance
• Allows you to stretch
• Orthogonal (on different axes – not different ends of a scale)

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Ability to Develop - Awareness

• Awareness of Thinking and Learning
• Leadership as cognition
• Ownership /Control of ones thinking and learning
• Managing thinking and learning through new techniques
• Awareness of Strengths/Weaknesses
• Humility vs. Hubris
• Realistic Sense of Self

Ability to Develop - Control

• Emotional Regulation
• Managing feelings
• Thinking about feelings
• Also built through feedback and reflection
• Perspective Taking
• Allows you to suspend judgment

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In addition to your own readiness, think about

• thers you support
• Their willingness
• Their abilities
• High/Medium/Low – How are they doing?

Interactive exercise

• Identify a time when you have been asked to take on a leadership role:
• Felt reluctant
• Felt excited

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Exercise continued

• Identify a situation when you were in a leadership role and
• Felt successful
• Learned something

Traditional Leadership Styles

• Democratic Leadership. Commonly effective…
• Autocratic Leadership. Rarely effective…
• Laissez-Faire Leadership. Sometimes Effective…
• Strategic Leadership. Commonly Effective…
• Transformational Leadership. Sometimes Effective…
• Transactional Leadership. Sometimes Effective…
• Bureaucratic Leadership.

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Leadership Framework Leadership Styles

• Passive Avoidant
• Management by Exception Passive
• Management by Exception Active
• Transactional Leadership
• Transformational Leadership

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Passive Avoidant

• Non transacting
• “I don’t care if you do or don’t”
• General Characteristics
• Delays, Absent, Indifferent
• Actions
• Avoids taking a stand on issues
• Doesn’t emphasize results
• Refrains from intervening ( totally conflict avoidant)

Management by Exception Passive

• Corrective Transaction
• “If I happen to see that you didn’t…”
• General Characteristics
• Wide acceptance range
• Ineffective monitoring
• Actions
• Sets standards but waits for deviations
• Waits for problems to arise
• Reacts to mistakes

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Management by Exception Active

• Corrective Transaction
• “I am watching to see that you don’t…”
• General Characteristics
• Selective attention to deviations
• Corrects problems when detected
• Actions
• Monitors for deviations to occur, then corrects
• Searches for errors, then corrects
• Enforces rules

Transactional Leadership

• Constructive Transaction
• “If you do as we agreed…”
• General Characteristics
• Clarifies desired outcomes
• Exchanges rewards and recognition for accomplishments
• Actions
• Actively monitors to provide supportive feedback
• Provides recognition for accomplishments

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Transformational Leadership

• Transacting
• “I identify follower needs and work to elevate them”
• General Characteristics
• Empathetic
• Valuing of individual needs and strengths
• Encouraging continuous improvement
• Actions
• Is alert to individual follower’s needs and desires
• Provides learning and performance opportunities

Transmitting a Full Range Leadership Styles

• What does he/she value & believe? (II)
• How does she/he energize people? (IM)
• How does he/she get you to challenge them? (IS)
• How does she/he develop you and others? (IC)
• How does he/she clarify expectations? (TA)
• How does she/he treat mistakes? (AC)
• What does he/she avoid? (PA)

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Next Webinar topics

• Transformational Leadership
• Intellectual Stimulation
• Inspirational Motivation
• Moments that Matter

Comments/Questions?

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