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Exploring leadershipExploring leadership
Ann & SueAnn & SueDecember 08December 08
ContextContext
GlobalGlobal NationalNational CommunityCommunity OrganisationalOrganisational TeamTeam NetworksNetworks InterpersonalInterpersonal
50 years of leadership 50 years of leadership research!!!!research!!!! ProbedProbed Explored Explored ClarifiedClarified ObscuredObscured TheorisedTheorised PoliticisedPoliticised UnintelligibleUnintelligible Conflicting evidenceConflicting evidence
Leadership research is like a flowing stream, Leadership research is like a flowing stream, meandering, intertwining and constantly meandering, intertwining and constantly shiftingshifting
NHS Leadership Qualities NHS Leadership Qualities FrameworkFramework 15 qualities15 qualities 3 clusters3 clusters1.1. Personal qualitiesPersonal qualities2.2. Setting directionSetting direction3.3. Delivering the serviceDelivering the service
Different leadership in Different leadership in different contextsdifferent contexts Hierarchical and bureaucratic Hierarchical and bureaucratic
vested in formal roles of power vested in formal roles of power & authority& authority
Leadership – authoritarian, Leadership – authoritarian, directive, through a fixed chain directive, through a fixed chain of command and controlof command and control
Keeping in lineKeeping in line MatronMatron
Carry on matron?Carry on matron?
‘…‘…autocratic matron led nursing services autocratic matron led nursing services clearly and unambiguously until 1960’s…’clearly and unambiguously until 1960’s…’
‘…‘…the loss of the matron as the service the loss of the matron as the service head was a significant factor in nursing’s head was a significant factor in nursing’s later leadership problems…’later leadership problems…’
‘…‘…the days when the matron would have the days when the matron would have known exactly what was happening in her known exactly what was happening in her hospital and would have been firmly in hospital and would have been firmly in charge of everything…’charge of everything…’
Girvin J (1998) Leadership and Nursing.Girvin J (1998) Leadership and Nursing.Palgrave Palgrave
Carry on matron?Carry on matron?
Matrons power base Matrons power base AutocraticAutocratic Did not advance practiceDid not advance practice OppressiveOppressive Command and controlCommand and control
Think of a context where this Think of a context where this style of leadership is neededstyle of leadership is needed
Leadership heroes and Leadership heroes and heroinesheroines Identify a leader/s Identify a leader/s Why do you consider them a Why do you consider them a
leader?leader? How do they demonstrate How do they demonstrate
leadership?leadership? What was 1 thing that made you What was 1 thing that made you
think of them as leaders?think of them as leaders?
1. Personal qualities1. Personal qualities
Can do confidenceCan do confidence ShapersShapers Stand up for what believe inStand up for what believe in Relish a challengeRelish a challenge Aware of own emotions and impact upon Aware of own emotions and impact upon
others (emotional intelligence D Goleman)others (emotional intelligence D Goleman) Tenacious and resilientTenacious and resilient Cope in a complex environmentCope in a complex environment Drive for improvementDrive for improvement Personal integrity and valuesPersonal integrity and values
Leadership is about?Leadership is about?
Hierarchy – job role/positionHierarchy – job role/position Action/ability – sports champion Action/ability – sports champion Temporary – task relatedTemporary – task related Permanent – position/rolePermanent – position/role Learned behaviour – school/spin Learned behaviour – school/spin
doctoringdoctoring Genetic predisposition Genetic predisposition ? Related to management? Related to management For personal gain/others gain- sports For personal gain/others gain- sports
leaders/religious leadersleaders/religious leaders
2. Setting Direction2. Setting Direction
Sets a vision for the future Sets a vision for the future Political awareness of contextPolitical awareness of context Receptive to fresh insightsReceptive to fresh insights Driven by values Driven by values
Categories of leadershipCategories of leadership
ConstitutionalConstitutional CircumstantialCircumstantial Charismatic (transformational)Charismatic (transformational) Contractual (transactional)Contractual (transactional) ConstructivistConstructivist
Rafferty A (1993) Leading questions: a discussion paper on Rafferty A (1993) Leading questions: a discussion paper on the issue of nurse leadership Kings Fund Centrethe issue of nurse leadership Kings Fund Centre
Constitutional theoriesConstitutional theories
Great man – qualities and or traitsGreat man – qualities and or traitsBorn to leadBorn to leadStudy of lives of prominent people identified Study of lives of prominent people identified
traits such as – self-confidence, traits such as – self-confidence, judgement, alertness,judgement, alertness,
Later research felt that training could enhance Later research felt that training could enhance these traits although it was felt that is these traits although it was felt that is someone didn’t possess the traits no someone didn’t possess the traits no amount of training would enable them to amount of training would enable them to become an effective leaderbecome an effective leader
? Who might we place in this category?? Who might we place in this category?
Circumstantial theories 1Circumstantial theories 1Behavioural Behavioural
Behavioural:Behavioural:
AuthoritarianAuthoritarian DemocraticDemocratic Laissez-faireLaissez-faire
AuthoritarianAuthoritarian
Strong controlStrong control CoercionCoercion CommandsCommands Communication flows downCommunication flows down Decision making does not involve Decision making does not involve
othersothers Difference in statusDifference in status Criticism is punitiveCriticism is punitive Followers feel secure, creativity Followers feel secure, creativity
stifled, motivation poorstifled, motivation poor
DemocraticDemocratic
Less controlLess control Awards to motivateAwards to motivate Directed through suggestion and guidanceDirected through suggestion and guidance Communication flows up and downCommunication flows up and down Decision making involves othersDecision making involves others Emphasises ‘we’Emphasises ‘we’ Criticism is constructiveCriticism is constructive
Productivity may be lower, encourages cooperation Productivity may be lower, encourages cooperation and co-ordination and nurtures personal growthand co-ordination and nurtures personal growth
Democracy takes time and working together for Democracy takes time and working together for long periodslong periods
Can lead to frustration for quick decision makersCan lead to frustration for quick decision makers
Laissez-faireLaissez-faire
Permissive, little or no controlPermissive, little or no control Motivates by support when requestedMotivates by support when requested Little or no directionLittle or no direction Communication happens between allCommunication happens between all Decision making is dispersedDecision making is dispersed Group emphasisGroup emphasis Criticism is not givenCriticism is not given
Substantial productivity and creativity due to high Substantial productivity and creativity due to high motivation and self-directionmotivation and self-direction
Lack of direction can also lead to frustration, Lack of direction can also lead to frustration, disillusionment and apathydisillusionment and apathy
Works well in brainstorming to solve problemsWorks well in brainstorming to solve problems
Circumstantial 2Circumstantial 2SituationalSituational Effective leaders respond to new situations Effective leaders respond to new situations
by adjusting style accordinglyby adjusting style accordingly There is no single best style and it depends There is no single best style and it depends
upon the environmentupon the environment Leaders do not operate in a vacuum so Leaders do not operate in a vacuum so
followers were fore-groundedfollowers were fore-grounded Leaders are responsible for fostering Leaders are responsible for fostering
growth in themselves and others – follower growth in themselves and others – follower maturitymaturity
4 leadership styles in repertoire based 4 leadership styles in repertoire based upon job maturity & psychological maturityupon job maturity & psychological maturity
Hersey & Blanchard (2003)Hersey & Blanchard (2003)
Charismatic (transformational)Charismatic (transformational)
Fulfilment of higher order needsFulfilment of higher order needs Creation of a cycle of rising aspirationsCreation of a cycle of rising aspirations Leader and led being transformed as Leader and led being transformed as
individuals in the process of achieving their individuals in the process of achieving their visionvision
A relationship of mutual stimulation and A relationship of mutual stimulation and elevation that converts followers into elevation that converts followers into leadersleaders
Burns J (1978) LeadershipBurns J (1978) Leadership
3 steps to transformation3 steps to transformation
1.1. First develop and establish a First develop and establish a vision of the future and a vision of the future and a strategy to reach it ( achieved strategy to reach it ( achieved through listening, taking in through listening, taking in knowledge & experience of knowledge & experience of those around you; process the those around you; process the knowledge using imagination knowledge using imagination and judgementand judgement
Step 2Step 2 Communicate and sell the visionCommunicate and sell the vision
Step 3Step 3 Need personal skills, courage to Need personal skills, courage to
motivate, inspire and give motivate, inspire and give people a sense of ownershippeople a sense of ownership
CharismaticCharismatic
Charisma is the result of follower perceptions, Charisma is the result of follower perceptions, influenced by actual leader qualities and behavioursinfluenced by actual leader qualities and behaviours
VisionVision InspirationInspiration Meaning-makingMeaning-making EmpowermentEmpowerment Setting of high expectationsSetting of high expectations Fostering collective identityFostering collective identity Seeks to engageSeeks to engage Is it always a good thing?Is it always a good thing? Like-minded individualsLike-minded individuals Followers seek to raise own self worth seek through Followers seek to raise own self worth seek through
leaders approvalleaders approval Focus on change and innovation at expense of Focus on change and innovation at expense of
administration and effective management systemsadministration and effective management systems
Language of leadershipLanguage of leadership
Shall we do…?Shall we do…? Notice the language of leaders Notice the language of leaders Does it generate a feeling of Does it generate a feeling of
belonging and achievementbelonging and achievement
Powerlessness & Powerlessness & organisational cultureorganisational culture Autocratic – ‘we’ll do it this way’Autocratic – ‘we’ll do it this way’ Bureauracratic - ‘we’re Bureauracratic - ‘we’re
supposed to do it this way’supposed to do it this way’ Technocratic – ‘Its best to do it Technocratic – ‘Its best to do it
this way’this way’ Democratic – ‘How do we dop Democratic – ‘How do we dop
it?’it?’
http://uk.youtube.com/watch?v=Ooc5eJc5SHAhttp://uk.youtube.com/watch?v=Ooc5eJc5SHA