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

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

• Val Long
• Learning and Development Facilitator
• RCN Institute

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Aim of Presentation

• Developing your leadership style and empowering
  others
• 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

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Leadership and Management Style.

• Why do they matter?

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Leadership is like beauty you know it when
you see it.Bennnis, 1989
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LEADERSHIP WHAT IS IT?
Leadership as a process whereby an individual
influences a group of individuals to achieve a
common goal Northouse P G (2001)
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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
Managers
Forward looking and creative. Have vision and
direction Direction is one in which others are
influenced to follow
Leaders
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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
  followers.
• John Adair 1987

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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

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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

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

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

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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

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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
  care
• 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 ,
  171519-23

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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

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Flexible and adaptive style
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Hays Groups Definitions of Leadership Styles
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Situational Blanchard and Hersey

• LEADERSHIP BEHAVIOUR
• 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
  two-way.
• 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
  difference

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LeadershipQualities Framework
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Practical steps to enhance personal effectiveness

• Make time for reflection
• Find new challenges
• Emotional intelligence and ability to know
  yourself
• Make choices - work/life balance
• Facilitate dialogue
• Support/mentoring/coaching

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• 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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