Deborah Gash, MS, RN, PHCNS-BC
Director of Nursing, MCOHS
1. Think of leaders you have worked with.
-What were traits of ineffective leaders?
-What were traits of effective leaders?
2. Think about leaders that you have worked with
and how their behaviors affected the working
-What were traits/qualities that negatively
impacted the work environment?
-What were traits/qualities that positively
impacted the work environment?
Key Leadership Qualities Followers Expect
commitment to excellence
passion about their work
clear vision and strategic focus
empathy and caring
commitment to coaching and developing their
Leadership Styles
Autocratic leaders
 make decisions without consulting their
team members
Leadership Styles
Democratic leaders
 make the final decisions, but they
include team members in the decisionmaking process.
Leadership Styles
Laissez-faire leaders
 give their team members a lot of
freedom in how they do their work,
and how they set their deadlines
Transactional leadership
Assumption: workers are motivated by rewards and
 Tasks are accomplished through a system of
rewards and punishments.
 No strategy, just smooth working
 leader has complete authority over the staff.
 Employees must comply and follow directives.
 Punishments include progressive discipline,
including termination.
Transactional leadership
 Although the transactional style of
leadership may lead to compliant
workers who obey directives, it can
thwart independent thinking and
creativity in more skilled employees.
Styles of leadership:
Transformational Leadership
Assumption: leaders and followers help each other to
advance to a higher level of morale and motivation.
Four Elements:
 Idealized Influence
 Inspirational Motivation
 Intellectual Stimulation
 Individual Consideration
Transformational Leadership
Idealized Influence
 Sometimes called charisma, this reflects a
leader's ability to inspire high standards and
serve as a role model for outstanding
professional practice.
Transformational Leadership
Inspirational Motivation
 Refers to the leader's ability to communicate
a vision others can understand and help
Transformational Leadership
Intellectual Stimulation
 This is provided by a leader who asks for and
values staff input, challenges followers to
develop creative and innovative solutions,
and continually seeks ways to provide
growth and development opportunities
Transformational Leadership
Individual Consideration
 This concept refers to the leader's
commitment to coaching and mentoring, as
well as awareness of and concern for the
individual needs of nursing staff.
Transformational Leadership
Transformational Leadership
Evidence-based research suggests
transformational leadership:
 enhances nurse satisfaction
 promotes a positive work environment
 reduces staff turnover
Transformational Leadership
How do you get there????
Transformational Leadership
Vision is central to any transformational
leader's goal for the reason that before
anyone can follow a leader they need to
have an idea of where they are going and
Transformational Leadership
Framing is used by the transformational
leader to provide followers with a game
plan in highly-measureable terms for how
they will accomplish their tasks, which will
aid in the achievement of some
organizational goal.
Transformational Leadership
 Frequent Communication
 Trustworthiness
 Accountability for Assignments
 Support for Leadership Decisions
Transformational Leadership
 Encouragement
 Seeking Feedback From Followers
1. What should I keep doing as a leader?
2. What should I do more of?
3. What should I do less of?
4. What should I stop doing?
Transformational Leadership
 promoting teamwork among staff
 encouraging positive self-esteem
 motivating staff to function at a high level of
 empowering staff to become more involved in
the development and implementation of
policies and procedures
Transformational Leadership
Encourages the use of evidencebased practice and addressing
the "why" and "how" of specific
clinical actions
Transformational Leadership
Transformational leadership qualities
promote a healthy environment for
employees and staff, which will
produce improved staff satisfaction,
retention, and patient satisfaction.
Transformational Leadership
 Nurse managers who are effective
communicators routinely meet with nursing staff
so that complaints, concerns, recommendations,
or general comments may be discussed.
 The nurse manager who communicates
effectively allow staff members to voice their
concerns and have respect for their employees by
taking the time to carefully listen to them.
Transformational Leadership
 Preceptorship and mentorship of others
is a core value.
 Requires vision, influence, clinical
knowledge, and a strong expertise
relating to professional nursing practice.
Transformational Leadership
1. I would never require a follower to do something that I
would not do myself.
2. My followers would say they know what I stand for.
3. Inspiring others has always come easy to me.
4. My followers would say that I am attentive to their
needs and concerns.
Transformational Leadership
5. My followers have told me that my enthusiasm and
positive energy is infectious.
6. Even though I could easily do a task myself, I delegate it
to expand my followers skills.
7. Team creativity and innovation are the keys to success.
8. I encourage my followers to question their most basic
way of thinking.
Transformational Leadership
Leadership is a journey of self-development.
It is important to turn your areas of
weakness around.
An even stronger test would be to ask
members of your team how they would rate
you on each of the eight statements.
Small group work: 15 minutes
Presentations: 5 minutes.
Identify the work that needs to be done.
 Consider desired outcomes and what must occur in
order to achieve them.
 Break down the work into its necessary functions and
 Apply goals and standards to determine work
 For example, is the work driven by time, quality or
Identify the work that needs to
be done.
 When examining an existing operation, look
for work that no longer has the value it once
did; change it or end it.
 Analyze the number of decision layers, is
there unnecessary bureaucracy?
 Don’t worry about ‘the way it has always
been’. Be willing to change.
Establish clear lines of communication,
authority, and accountability.
 Clarify each individual’s responsibility and
authority within the scope of their role.
Ensure that expectations are clearly
 Make sure employees have someone to
‘answer to’, not only for accountability, but
also for guidance and leadership.
Establish clear lines of communication,
authority, and accountability.
 Let the front line handle the details as
long as progress is made toward goals.
Clarify authorities and accountabilities
if not.
 Verify that the organizational structure
supports effective communication.
Spread excitement and enthusiasm in
Express confidence in yourself and in
the abilities of others.
Show an interest in the ideas of others.
Help others to find their ‘niche’-a role in
which they are doing something they
are passionate about.
Spread excitement and enthusiasm in
 Demonstrate a passion for your job.
 ‘Rally the troops’ and be an eternal
optimist and cheerleader.
 Help others to understand how they
make a difference to their fellow
employees, to the bottom line and to the
customer experience.
1. Beauty and the Beast:
don’t force love; earn it
2. Aladdin: just be yourself
3. The Lion King:
it’s your kingdom; if you
don’t fight for it, who will?
4. Toy Story: you’re not a space
ranger… and that’s okay
5. Hercules: being a hero isn’t
about celebrity; it’s about sacrifice
6. Mulan: being true to yourself is the
greatest gift you can give to others
7. Dinosaur: the strong are
morally responsible for the weak
8. The Emperor’s New Groove:
it’s not about you
9. Monsters Inc.:
innovation powers your world
10. Finding Nemo: nothing can
stop you from finding what is
precious to you
11. The Incredibles: don’t let the
mediocre silence your awesomeness
12. Tangled: to make your
dreams come true, you’ve got to
leave your tower
 Research leadership information
 Create a work plan
 Implement small changes first…..
 Plan to make misteaks mistakes, and
learn from them
 Don’t do it in a silo! Work with
your team and colleagues.
“A leader is best when people
barely know he exists, when
his work is done, his aim
fulfilled, they will say: we did
it ourselves.” Lao Tzu
 What Followers Want in Their Nurse Leaders By Rose O. Sherman, EdD,
RN, NEA-BC, FAAN, Am Nurs Today. 2012;7(9)
 http://www.mindtools.com/pages/article/newLDR_84.htm
 http://betterbusinesslearning.com/wpcontent/uploads/public/What_is_Transformational_Leadership.wmv
 Nursing Management: September 2011 - Volume 42 - Issue 9 - p 44–50
 Creating Magic , 10 Common Sense Leadership Strategies from a Life at
Disney by Lee Cockerell

similar documents