Transformational Leadership - Forces4quality
Oregon‐ Aligning Forces for QualityTransformationalLeadershipDebbie Pendergast, RN, MSN, NEA-BCJanet Moye, PhD, RN, NEA-BCObjectivesReview relevantleadershipconcepts andstrategiesSummarizeleadershipcompetenciesthat supporttransformationalchangePracticestrategies toenhancedevelopment ofskillsTransformational Leadership at all Levels
Summarizeleadershipcompetencies thatsupporttransformationalchangeStrategic Objectives forTransforming Care at the BedsideTo develop one or more models of care at the bedside onmedical and surgical units that will result in: Improved quality of patient care Improved quality of patient service More effective care teams Improved staff satisfaction and retention Greater efficiency
TCAB Themes: The “What” of TCAB Safe and Reliable Care Vitality and Teamwork Patient-Centered Care Value-added Care Processes Transformational LeadershipWhat is Transformational Leadership?Transformational leadership is a leadershipstyle that leads to positive changes in thosewho follow.Transformational leaders are energetic,enthusiastic and passionate. They areleaders focused on helping every member ofthe group succeed in addition to attention tothe process.
Components of Transformational Leadership Intellectual Stimulation –not only challenge thestatus quo; they also encourage creativity amongfollowers. Individualized Consideration –involves offeringsupport and encouragement to individual followers. Inspirational Motivation –have a clear vision thatthey are able to articulate to followers. Idealized Influence –serves as a role model.Riggio, R.E. (2009, March 24). Are you a transformational leader. Psychology Today. Found online nal‐leaderTCAB LeadershipIHI Model for OrganizationalLeadershipAONE competencies for NurseExecutives and Nurse ManagersCreate models ofleadership competence andcapacity to drive andsustain transformationalchangeChallenge: How do we define thecore leadership competencies ofthe Nurse Manager on thetransforming unit?It’s the WHAT of the HOW.Goal is to create TCAB leadershiplegacy for nursing leadershiparound the world!
IHI Leadership for ImprovementBuild Will Plan for ImprovementSet Aims/Allocate ResourcesMeasure System PerformanceProvide EncouragementMake Financial LinkagesLearn Subject MatterGenerate Ideas Understand Organization as aSystem Read and Scan Widely, Learning fromother Industries & Disciplines Benchmark to Find Ideas Listen to Patients Invest in Research & Development Manage KnowledgeExecute Change Develop a rational portfolio Use Model for Improvement forDesign and Redesign Review and Guide Key Initiatives Communicate & spread results Sustain improved levels ofperformance Deploy resourcesEstablish the Foundation Reframe Operating Values Build Improvement Capability Prepare Personally Choose and Align the Senior Team Build Relationships Develop Future LeadersWhat are leadership competencies?Measurable characteristics of a person that arerelated to success at work. A competency may bea behavioral skill, a technical skill, and attribute(such as intelligence), or an attitude (such asoptimism).-Lombardo and Eichinger
“They say that time changes things, but youactually have to change them yourself.”‐Andy WarholReview relevant leadershipconcepts and strategies
Ap-pre’ci-ate, v., 1.valuing; the act ofrecognizing the best inpeople or the worldaround us; affirming pastand present strengths,successes, and potentials;to perceive those thingsthat give life (health,vitality, excellence) toliving systems 2. toincrease in value, e.g. theeconomy has appreciatedin value. Synonyms:VALUING, PRIZING,ESTEEMING, andHONORING.In-quire’ (kwir), v., 1. theact of exploration anddiscovery. 2. To askquestions; to be open toseeing new potentials andpossibilities. Synonyms:DISCOVERY, SEARCH,and SYSTEMATICEXPLORATION, STUDY.Fountain GeyserProblem Solving!Have Pain!Identify Problems!Cause Analysis!Solution Analysis! ActionPlanning“Treatment”Metaphor: Organizationhas PROBLEMS.Appreciative Inquiry¿Valuing“Understand Best of WhatExists”¿Envisioning“What Might Be”¿Dialoguing“What Could/Should Be”¿Innovating“What Will Be”Metaphor: Organization hasSOLUTIONS/POSSIBILITIES
Emotional Intelligence (EQ)Emotional intelligence refers to an ability to recognizethe meanings of emotion and their relationships, and toreason and problem-solve on the basis of them.Emotional intelligence is involved in the capacity toperceive emotions, assimilate emotion-related feelings,understand the information of those emotions, andmanage them.Domains of EQ Competencies Self-awareness - emotional self-awareness,accurate self-assessment, self-confidence Self-management – self-control, transparency,adaptability, achievement, initiative, optimism Social awareness – empathy, organizationalawareness, service Relationship management – inspiration,influence, developing others, change catalyst,conflict management, teamwork andcollaboration
Positive DevianceAn approach to behavioral and social changebased on the observation that in acommunity, there are people (PositiveDeviants) whose uncommon but successfulbehaviors or strategies enable them to findbetter solutions to a problem than their peers,despite having no special resources orknowledge.Positive Deviance Communities have the answers Easier to change behaviors by practicing anew way than knowing about it. It is easier to act your way into a new wayof thinking than it is to think your way intoa new way of acting.
Lominger Leadership Architect Exercise Nine teams responded and 69 individualsparticipated in the exercise to answer thequestion:– What are the competencies of a unit managerof a TCAB unit that promote and facilitatetransformation?Identifying Competencies for Transformational ChangeTCAB challenge: Tocharacterize thecompetencies of front-lineleaders that are necessary tosupport transformationalchangeComparison: Compare theTCAB competencies to theAONE competencies fornurse managersProcess: Using commonapproach with theLominger sort cards,each team created a “jobprofile” of the ideal unitdirector or front-linemanager of a TCAB unitAggregation: Each individualhospital’s profile was collected andaggregated into a summary profilefrom all 10 TCAB hospitals
Competencies with a Mean Score of 2.1 or higher(in order) Integrity and trust *Motivating othersBuilding effective teamsApproachabilityListeningCustomer focusConflict management *Fairness to direct reportsDelegationInformingPeer relationshipsProblem solvingManaging vision and purposeComposureEthics and values * Directing othersConfronting direct reportsDecision qualityDeveloping direct reports & others*Priority settingInnovation managementOrganizational agilityTime managementCreativityHiring and staffing *Negotiating *CompassionOrganizing *Caring about direct reportsProcess management*Maps with AONE competenciesManagement vs. LeadershipManagement Competencies: Directing Others Delegation Problem Solving Priority setting Time management Hiring and staffing Organizing Process managementLeadership Competencies: Integrity and trust Building effective teams Motivating others Approachability Listening Customer focus Conflict management Ethics and values
THERE ARE TWO SIDES OF ORGANIZATIONAL CHANGETHE HARD SIDE OF CHANGE is aboutprocesses,measurements,tools, structuresand proceduresTHE SOFT SIDE OF CHANGE is about buy-in,commitment, attitude,creativity, overcomingresistance to changeand self-leadershipTHE HARD SIDE IS ABOUTTHE SOFT SIDE IS ABOUTMANAGEMENTLEADERSHIPVital Leadership Attributes During Times ofChange and Chaos Dealing with ambiguity Composure Integrity and Trust Motivating Others Perspective Managing Vision and Purpose
Most Difficult Leadership Attributes to Develop Innovation Management Conflict Management Managerial Courage Political Savvy Understanding Others Personal Learning“How wonderful it is that nobody need wait asingle moment before starting to improve theworld.”‐Anne Frank
Practice strategies toenhance development ofskillsDiscussion –Exercise
Discussion At your tables, discusselements of leadershipdevelopment:– What programs have youfound particularly helpful?– How are you going toassess the needs ofleaders in your workingTCAB team – All levels?– Draft an AIM and actionplan for the next 6 monthsWISDOMWhat I Shall Do On Monday
Vitality and Teamwork Patient-Centered Care Value-added Care Processes Transformational Leadership TCAB Themes: The "What" of TCAB Transformational leadership is a leadership style that leads to positive changes in those who follow. Transformational leaders are energetic, enthusiastic and passionate. They are
Transformational Leadership, Transactional Leadership, Higher Education Institution, Transformational Change, Transformation in Higher Education Realm, Academic Work, Constructs of Transformational Leadership, Authentic leadership, Pseudotransformational Leadership, Multifactor Leadership Quesionna
School principal's transformational leadership: theoretical framework Transformational leadership, which is related with the word to transform, is defined as leadership which changes or transforms others (Harris, 1999, p. 10). Transformational leadership theory was first substantiated by J. M. Burns in his work 'Leadership'. Burns
of instructional leadership are incorporated into transformational leadership in the element of improving the instructional program (Sun & Leithwood, 2012). Transformative leadership. Transformative leadership is distinctly different from transactional and transformational leadership. The transformational leader is reform-minded but not a
Transformational Leadership Perspective in a Complex Research Environment . Timothy N. Atkinson and Tom Pilgreen . University of Central Arkansas . ABSTRACT Transformational Leadership is a popular topic among leadership scholars, but for research administrators, Transformational Leadership might seem like an enigmatic approach given its
To this end, a theoretical framework regarding transformational leadership and organizational commitment was created and then an application was performed on bank employees in Kars. The results revealed relations between transformational leadership and . Sense of transformational leadership is generally regarded as an effective leadership .
2. Theoretical Context of Transformational Leadership Transformational leadership has attracted the attention of many researchers who specialize in the field of leadership within organizations (Bass &Riggio, 2014; Givens, 2008). Therefore, research has shown that the application of transformational leadership to organizations yields positive .
Four Key Elements of Transformational Leadership The transformational leader works with four key elements that provide both a framework and a process. Firstly, the transformational leader shapes a compelling vision and serves as the primary example of that vision. The transformational leader says I want you to do what I am doing.
Alfredo Chavero (1981) concluye que los anteojos no son otra cosa que ex-presiones de las nubes y en cuanto a los colmillos, . lo señala Alfredo López Austin (1990): .como creador, Tláloc lo fue de la luna, del agua y de la lluvia y fue también uno de los cuatro soles cosmogónicos que precedieron al actual. Además de esto, reinaba en su propio paraí-so, el Tlalocan, que se .
