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Developing your leadership and management style' Making time for education and training


Learning and Development Facilitator. RCN Institute. Aim of Presentation ... Maximising opportunities available for education and training ... – PowerPoint PPT presentation

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Title: Developing your leadership and management style' Making time for education and training

Developing your leadership and management
style.Making time for education and training
  • Val Long
  • Learning and Development Facilitator
  • RCN Institute

Aim of Presentation
  • Developing your leadership style and empowering
  • Finding the balance between leading managing
    learning to delegate and supervise
  • Maximising opportunities available for education
    and training
  • Supporting and developing staff through coaching
    and mentoring

Leadership and Management Style.
  • Why do they matter?

Leadership is like beauty you know it when
you see it.Bennnis, 1989
Leadership as a process whereby an individual
influences a group of individuals to achieve a
common goal Northouse P G (2001)
Difference between Leadership and
Management Andrew-Evan (1997)
Focus on the here and now Co-ordinate the day to
day operations to achieve a desired outcome
Forward looking and creative. Have vision and
direction Direction is one in which others are
influenced to follow
Building and maintaining effective relationships
with other staff.
  • You can be appointed as a manager but your
    appointment as a leader is not complete until it
    is ratified in the hearts and minds of your
  • John Adair 1987

Thinking of a leader
  • What was it (is it) about their style that makes
    you think of them as a good leader/manager.
  • Take a minute to think - then spend 2 minutes
    talking with your neighbour about what
    characteristics you identified

Nurses play a vital role in the NHS
  • they will always be at the heart of shaping
    patient experience and delivering care. Our
    ambition is to ensure that the NHS delivers high
    quality care in all aspects an ambition that is
    impossible to achieve without high quality
    nursing. Our aspiration, therefore, is for the
    quality of nursing care in England to be
    recognised as excellent, to continue to attract
    highly motivated and talented individuals and to
    support nurses in leadership roles at all levels
    in the NHS.
  • A High Quality Workforce,
  • NHS Next Stage Review, June 08

  • The ward manager role is critically important,
    acting as the frontline management role for the
    largest group of staff in the NHS.

  • it is the role and the commitment of the 'local
    line leader' that is vital in taking forward
  • Senge, et al. (1999) The Dance of Change.)

Nurse Leadershipbeing nice is not enough (Hay
Group 2006)
  • Research demonstrated drug errors are 40 lower
    in wards managed by people who deploy a wider
    range of leadership styles rather than using one
    size fits all

The impact of ineffective leadership on staff
  • A principal cause of stress in the workplace is
    the boss
  • NHS staff have considerably higher stress levels
    than other members of the workforce
  • Psychological well being of staff impacts on
  • Stress impacts on care
  • Firth-Cozens J, Mowbray D (2001) Leadership and
    the quality of care Wall T D etal (1997) Minor
    psychiatric disorder in NHS staff occupational
    and gender differences. Br J of Psychiatry ,

The Link Between Human Resources Management and
Patient Mortality in Hospitals
  • Appraisal has the strongest relationship with
    patient mortality
  • The extent of team working in hospitals is also
    strongly related to patient mortality
  • Sophistication of training policies is linked to
    lower patient mortality
  • West, M. (2002) The Link Between HRM and
    Mortality in Hospitals

Flexible and adaptive style
Hays Groups Definitions of Leadership Styles
Situational Blanchard and Hersey
  • Blanchard and Hersey characterised leadership
    style in terms of the amount of direction and of
    support that the leader gives to his or her
    followers, and so created a simple grid
  • Directing Leaders define the roles and tasks of
    the 'follower', and supervise them closely. 
    Decisions are made by the leader and announced,
    so communication is largely one-way.
  • Coaching Leaders still define roles and tasks,
    but seeks ideas and suggestions from the
    follower.  Decisions remain the leader's
    prerogative, but communication is much more
  • Supporting Leaders pass day-to-day decisions,
    such as task allocation and processes, to the
    follower.  The leader facilitates and takes part
    in decisions, but control is with the follower.
  • Delegating Leaders are still involved in
    decisions and problem-solving, but control is
    with the follower.  The follower decides when and
    how the leader will be involved.

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Leadership development
  • What can you do?
  • Who can help you?
  • What kind of leader do you want to be?
  • Staying politically aware of what is happening
    locally and nationally
  • Committing to developing your followers
  • Being persistent and believe you can make a

LeadershipQualities Framework
Practical steps to enhance personal effectiveness
  • Make time for reflection
  • Find new challenges
  • Emotional intelligence and ability to know
  • Make choices - work/life balance
  • Facilitate dialogue
  • Support/mentoring/coaching

  • Network/share, both face to face or online
  • Find the right people
  • Get feedback
  • Leadership Styles
  • Distribute leadership
  • Develop others
  • Ask for what you want - it ups the chance of
    getting it.

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