Developing your leadership and management style Making time

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 others Ø Finding the balance between leading & managing: learning to delegate and supervise Ø Maximising opportunities available for education and training Ø Supporting and developing staff through coaching and mentoring Ø

Leadership and Management Style. Why do they matter?

Leadership – is like beauty – you know it when you see it. Bennnis, 1989

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)

Difference between Leadership and Management Andrew-Evan (1997) Focus on the here and now Managers Leaders 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 followers. John Adair 1987 RCN Clinical Leadership Programme 2006

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

F 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 change”. Senge, et al. (1999) The Dance of Change. )

Nurse Leadership: being nice is not enough (Hay Group 2006) Ø 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 ØA principal cause of stress in the workplace is the boss Ø NHS staff have considerably higher stress levels than other members of the workforce Ø Psychological well being of staff impacts on care Ø 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 , 171: 519 -23

The Link Between Human Resources Management and Patient Mortality in Hospitals F Appraisal has the strongest relationship with patient mortality F The extent of team working in hospitals is also strongly related to patient mortality F 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

Hay’s Group’s Definitions of Leadership Styles Style Directive Visionary Affiliative Participative Pacesetting Primary Immediate Objective compliance Providing Creating long term Harmony direction and vision Building commitment and creating new ideas Accomplishing Long term tasks to high professional standards development of others When the best style works best When changes require a new vision, or when clear direction is needed To build buy in or consensus, or to get input from valuable employees To get quick results from a highly motivated and competent team In a crisis, to kick start a turnaround or with problem staff To heal rifts in a tam or motivate people during stressful circumstances Coaching With employees who are motivated to improve performance or develop long term strengths

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: ØDirecting 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. ØCoaching 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. ØSupporting 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. ØDelegating 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.

Leadership development F F F 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

Leadership Qualities Framework

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

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