LeadershipLeadership - theories and concepts- theories and concepts

Ian Govier Ian Govier (Facilitator)(Facilitator)

RCN Clinical Leadership ProgrammeBro Morgannwg NHS Trust

opportunitynowhereopportunitynowhere

Getting to Getting to know each other know each other

(a little better)(a little better)

• When I was a child I wanted to….When I was a child I wanted to….

• I came into the health service I came into the health service because:because:

• If I wasn’t working in my current If I wasn’t working in my current position, I’d like to:position, I’d like to:

• When I retire, I plan to:When I retire, I plan to:

What do I want to What do I want to

achieveachieve oror changechange as a result of as a result of

today’s today’s workshop?workshop?

What are some What are some of your current of your current

challenges?challenges?

LeadershipLeadership- practices and principles- practices and principles

Since the inception of the NHS, Since the inception of the NHS, more than 50 NHS public inquiries more than 50 NHS public inquiries have been conducted to address have been conducted to address catastrophic failures in patient care. catastrophic failures in patient care.

The same 5 common themes The same 5 common themes emerge from each inquiry.emerge from each inquiry.

Walshe & Higgins (2002)Walshe & Higgins (2002)

Disempowerment of Disempowerment of staff and patients staff and patients

Disempowerment of Disempowerment of staff and patients staff and patients

IsolationIsolationIsolationIsolation

Poor Poor communicationcommunication

Poor Poor communicationcommunication

Inadequate Inadequate leadership / leadership /

managementmanagement

Inadequate Inadequate leadership / leadership /

managementmanagementFailure of Failure of systems systems

and and processesprocesses

Failure of Failure of systems systems

and and processesprocesses

Let’s look at Let’s look at LeadershipLeadership

Let’s Let’s consider consider

some some leaders!leaders!

Leadership: The MythsLeadership: The Myths

It’s rareIt’s rare

It’s found It’s found mainly mainly at the top at the top

It’s about It’s about being being

superhumansuperhuman

““Lots of ordinary nurses are leaders Lots of ordinary nurses are leaders – it is in the very nature of the job. – it is in the very nature of the job.

Good care involves winning your Good care involves winning your patient’s confidence, convincing patient’s confidence, convincing them to keep to their treatment them to keep to their treatment

regimes and inspiring them to regimes and inspiring them to battle their way back to health”battle their way back to health”

(Crouch, 2002)

Who are the leaders?Who are the leaders?

““Best Boss Best Boss

Worst Boss”Worst Boss”

GW

Time for Time for

a a BreakBreak

Leadership & Leadership & Management Management

PrinciplesPrinciples

The Leadership / Management The Leadership / Management Dilemma!Dilemma!

LeadershipLeadership & & ManagementManagement

…essential yet different!

• Managers maintain paths Managers maintain paths

• Administrators tidy pathsAdministrators tidy paths

LEADERS MAKE PATHS!LEADERS MAKE PATHS!

Management is efficiency Management is efficiency in climbing the ladder… in climbing the ladder…

……leadership determines leadership determines whether the ladder is leaning whether the ladder is leaning

against the right wall. against the right wall.

Management Management (transactional leadership)(transactional leadership)

is essential!is essential!

Managers and LeadersManagers and Leaders

ManagementManagement(Order & Consistency)(Order & Consistency)

Leadership Leadership (Change & Movement)(Change & Movement)

(Kotter, 1990)

ManagementManagement(Order & Consistency)(Order & Consistency)

Planning / BudgetingPlanning / BudgetingEstablish agendasEstablish agendas

Set time tablesSet time tables

Allocate resourcesAllocate resources

(Kotter, 1990)

Organising / StaffingOrganising / StaffingProvide structureProvide structure

Make job placementsMake job placements

Establish rules & proceduresEstablish rules & procedures

Controlling / Problem SolvingControlling / Problem SolvingDevelop incentivesDevelop incentives

Generate creative solutionsGenerate creative solutions

Take corrective actionTake corrective action

Leadership Leadership (Change & Movement)(Change & Movement)

Establishing DirectionEstablishing DirectionCreate a visionCreate a vision

Clarify big pictureClarify big picture

Set strategiesSet strategies

(Kotter, 1990)

Aligning PeopleAligning PeopleCommunicate goalsCommunicate goals

Seek commitmentSeek commitment

Build teams & coalitionsBuild teams & coalitions

Motivating & InspiringMotivating & InspiringInspire & energiseInspire & energise

Empower subordinatesEmpower subordinates

Satisfy unmet needsSatisfy unmet needs

Managers and LeadersManagers and Leaders• Are transactionalAre transactional• Seek to operate & Seek to operate &

maintain current systemsmaintain current systems• Accept given objectives Accept given objectives

& meanings & meanings• Control & monitorControl & monitor• Trade on exchange Trade on exchange

relationshipsrelationships• Have a short term focusHave a short term focus• Focus on detail Focus on detail

& procedure & procedure

• Are transformativeAre transformative• Seek to challenge Seek to challenge

& change systems & change systems• Create new visions Create new visions

& meanings & meanings• Seek to inspire & Seek to inspire &

transcendtranscend• Have a long term focusHave a long term focus• Focus on the strategic Focus on the strategic

bigger picturebigger picture

(Storey, 2004)

A Leadership StoryA Leadership Story A group of workers and their managers are set A group of workers and their managers are set

a task of clearing a road through a dense jungle a task of clearing a road through a dense jungle on a remote island to get to the coast where an on a remote island to get to the coast where an

estuary provides a perfect site for a port. estuary provides a perfect site for a port.

The managers organise the labour into efficient units The managers organise the labour into efficient units and monitor the distribution and use of capital and monitor the distribution and use of capital

assets – progress is excellent. The managers continue assets – progress is excellent. The managers continue to monitor and evaluate progress, making adjustments to monitor and evaluate progress, making adjustments

along the way to ensure the progress is maintained along the way to ensure the progress is maintained and efficiency increased wherever possible. and efficiency increased wherever possible.

Then, one day amidst all the hustle and bustle Then, one day amidst all the hustle and bustle

and activity, one person climbs up a nearby tree. and activity, one person climbs up a nearby tree. The person surveys the scene from the top of the The person surveys the scene from the top of the

tree and shouts down to the assembled crowd: tree and shouts down to the assembled crowd:

““Management is doing things right, Management is doing things right, leadership is doing the right things” leadership is doing the right things”

(Warren Bennis & Peter Drucker)(Warren Bennis & Peter Drucker)

““Wrong Wrong

Way!”Way!”

Seeing the Seeing the

bigger picturebigger picture

Seeing the Seeing the

bigger picturebigger picture

Z

An elephant is like a fan

An elephant is like a wall

An elephant is like a spear

An elephant is like a tree

An elephant is like a snake

An elephant is like a

rope

Lunch Lunch TimeTime

         

            

Theories & Theories & Concepts of Concepts of

LeadershipLeadership

Concepts of LeadershipConcepts of Leadership• Leadership is the ability to direct a group Leadership is the ability to direct a group

of people in realising a common goalof people in realising a common goal

• This is done by people applying This is done by people applying their leadership attributestheir leadership attributes

• Leaders create commitment and enthusiasm Leaders create commitment and enthusiasm amongst followers to achieve goalsamongst followers to achieve goals

• Leadership is achieved through interaction Leadership is achieved through interaction between leader, follower and environmentbetween leader, follower and environment

Leadership ResearchLeadership Research

• 1930s – 1950s1930s – 1950s focus onfocus on PersonalityPersonality

• 1960s: focus on 1960s: focus on BehaviourBehaviour

• 1970s1970s: : focus onfocus on SituationalSituational variablesvariables

• 1980s1980s: : emergence of theemergence of the ‘New Paradigm’‘New Paradigm’

Common Leadership TheoriesCommon Leadership Theories

‘‘Great Man’Great Man’

Wanted!Wanted!

A born leader. A born leader. Must have superior intellect, Must have superior intellect, be outgoing and under 40. be outgoing and under 40.

Ability to walk on water Ability to walk on water a distinct advantage!a distinct advantage!

Common Leadership TheoriesCommon Leadership Theories

TraitTrait

Characteristics of Characteristics of effective leadership?effective leadership?

Q’aire

Common Leadership TheoriesCommon Leadership Theories

Situational / ContingencySituational / Contingency

                                                                                                        

Let’s Let’s Nail It!Nail It!

The The ‘New Paradigm’‘New Paradigm’ Models of LeadershipModels of Leadership

VisionaryVisionary

CharismaticCharismatic

Transformational Transformational

Common Leadership TheoriesCommon Leadership Theories

Interactional: Interactional: Transactional Transactional

TransformationalTransformational

Transformational Transformational LeadershipLeadership

An approach to leadership which An approach to leadership which seeks to bring about success and seeks to bring about success and sustainable growth within groups sustainable growth within groups

through a change within the through a change within the consciousness of participantsconsciousness of participants

Leadership and Leadership and Performance OutcomesPerformance Outcomes

Transformational Leadership has a significantly Transformational Leadership has a significantly greater impact than Transactional Leadership on:greater impact than Transactional Leadership on:

StaffStaff

TeamsTeams

OrganisationsOrganisations

Source: Bass, B.M. (1998) Transformational Leadership: Military, Industrial & Educational Impact. London:Lawrence Erlbaum

Transformational Leaders have:Transformational Leaders have:Staff who:Staff who:

• have higher levels of satisfaction, motivation, and performance have higher levels of satisfaction, motivation, and performance • have lower levels of stress & burnouthave lower levels of stress & burnout

Teams that….Teams that….

• are more innovative, collaborative and effectiveare more innovative, collaborative and effective

Organisations which…Organisations which…• respond more quickly and productively to changerespond more quickly and productively to change• are more effectiveare more effective• have healthier, more humane cultureshave healthier, more humane cultures

(Bass,1998)

Qualities of Leaders Qualities of Leaders desired by NHS Staffdesired by NHS Staff

• Genuine concern for othersGenuine concern for others• Inspirational communicator, networker and achieverInspirational communicator, networker and achiever• Empowering others to leadEmpowering others to lead• TransparencyTransparency• Accessibility, approachability and flexibilityAccessibility, approachability and flexibility• Decisiveness, determination, readiness to take risksDecisiveness, determination, readiness to take risks• Ability to draw people together with shared visionAbility to draw people together with shared vision• CharismaCharisma• Encouraging challenges to the status quoEncouraging challenges to the status quo• Supporting a development cultureSupporting a development culture• Ability to analyse and think creativelyAbility to analyse and think creatively• Manage change sensitively and skilfullyManage change sensitively and skilfully

(Alimo-Metcalfe, 2000)(Alimo-Metcalfe, 2000)

Time for Time for

a a BreakBreak

Exemplary LeadersExemplary Leaders

ChallengeChallenge

InspireInspire

ModelModel EnableEnable

EncourageEncourage

(Kouzes and Posner, 2002)(Kouzes and Posner, 2002)

Final Final

ThoughtsThoughts

The ConstantsThe Constants

ChangeChange PrinciplesPrinciples ChoiceChoice

(Covey, 2006)

What am I doing What am I doing to become a to become a transformational transformational

leader?leader?

What am I What am I (are we)(are we)

going to do going to do differently differently

after today?after today?

we’ll probably we’ll probably

do nothing about it!do nothing about it!

If we do nothing If we do nothing about it in 24 hours… about it in 24 hours…

If we always do what If we always do what we’ve always done… we’ve always done…

……we’ll always get what we’ll always get what we’ve always got! we’ve always got!

The The ‘Trim Tab’‘Trim Tab’ effect effect

‘‘Trim Tab’Trim Tab’

HMS Bro Morgannwg HMS Bro Morgannwg

Be a TRIM TABBER!Be a TRIM TABBER!

The world is moved along, not only The world is moved along, not only by the mighty shoves of its heroes, by the mighty shoves of its heroes, but also by the aggregate of tiny but also by the aggregate of tiny

pushes of each honest worker. pushes of each honest worker. Helen Keller

and and finally…finally…

Great leaders … are people with enormous Great leaders … are people with enormous self-knowledge. They have self-insight and self-knowledge. They have self-insight and

self-respect balanced by scepticism … self-respect balanced by scepticism … sceptics who understand their own masks sceptics who understand their own masks

as well as the masks of life, and this as well as the masks of life, and this understanding makes them humble.understanding makes them humble.

They see the humanity in others and deal They see the humanity in others and deal

with them in compassionate yet realistic ways. with them in compassionate yet realistic ways. This duality makes for a wonderful leader.This duality makes for a wonderful leader.

(McKee, 2003)

We do not lead by being We do not lead by being corporate, professional corporate, professional or institutional… or institutional…

……we lead by we lead by being being

humanhuman

Thank YouThank You

DiolchDiolchWebsite: www.ctrtraining.co.ukWebsite: www.ctrtraining.co.uk

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