Chapter 3 Developing Effective Leaders to Meet 21st Century Health Care Challenges

1. Chapter 3Developing Effective Leaders to Meet 21st Century Health Care Challenges

2. Today’s Health Care • System in critical condition • Half of hospitals functioning in deficits • Care received: only 55% of what should be given • Severe shortage of health professionals • Changing morbidities

3. 21st-Century Leadership Challenges • Expectations for increased productivity within budget constraints • Resource stewardship + nursing product of safe quality care • Challenge for nurse leaders: advocating, attaining, and maintaining balance • Connectedness of nurse engagement, productivity, and retention with caring and quality outcomes • Evidence-based practice in institutions • Creation of EBP cultures; spirit of inquiry • EBP role models

4. 21st-Century Leadership Challenges (cont.) • Leadership succession and mentoring • Creation of internal leadership pipeline for promotion of internal candidates • Organizational result: effective resource stewardship; ongoing focus on strategic mission achievement • Mentoring and empowering of young nurse leaders (intentional and informal)

5. Question Is the following statement true or false? • The majority of hospitals today have appropriate budgets to provide the necessary care.

6. Answer False. • Approximately, half of the hospitals in the United States are functioning in deficits.

7. 21st-Century Leadership Challenges (cont.) • Teamwork and effective communication • Effective communication: a marker of safe and highly reliable care • Use of effective communication by leaders; role model skills; administrative structures to support and require effective communication and teamwork • Ability to manage/confront conflicts arising out of poor communication

8. 21st-Century Leadership Challenges (cont.) • Transdisciplinary health care • Interprofessional decision making and trust; interprofessional collaboration • Nursing influencing decision making • Active contributors to key discussions and decision making influencing science and delivery of health care • Proactive positioning of nurses at organizational and health policy tables • Workplace wellness

9. 21st-Century Leadership Challenges (cont.) • Balance of technology and interpersonal relationships • Importance of role and place of technology as integrated component of health care in the future • Non-linear and team-based nature of health care work, complexity of life, and requirement of safe, timely, efficient, effective, equitable patient-centered care via human interactions and relationships • Innovation and change • Incorporation into own leadership practices • Active participation, role modeling, mentorship

10. Characteristics of Effective Leaders • Vision and ability to inspire a team vision/dream • Passion for patient care and making a difference • Transparency, honesty, integrity, trust • Effective communication skills • Ability to lead/not micromanage • Team, not “I,” oriented • Risk taking

11. Characteristics of Effective Leaders (cont.) • High level of execution • Positive future orientation • Innovative and entrepreneurial spirit • Dedication to coaching/mentoring • Commitment to motivating and empowering others to act/encouraging the heart • Passion and persistence through “character building”

12. Question Is the following statement true or false? • An effective leader must be focused on self-empowerment.

13. Answer False. • An effective leader seeks to motivate and empower others to act.

14. Models of Leadership for the 21st-Century • First step in determining optimal leadership model: understanding the dynamics of changes in work processes, relationships between and among employees, patients and community, speed of information processing • Four areas of change from electronic world: • Media: how information is documented, shared, transmitted • Time: open access, day or night • Space: locations for work • Structure: free-flowing and open

15. Models of Leadership in the 21st-Century (cont.) • Transactional (instrumental leadership): most common and well-known style • Focus on task orientation, leader direction, follower participation with expectation of rewards, threats, or disciplinary action (see Table 3.1) • Expectation that followers will support leader’s goals • Reliance on traits to support or facilitate role of leader • No creativity, self-actualization, or empowerment of followers

16. Models of Leadership in the 21st-Century (cont.) • Inspirational (transformational) model: emphasis on emotional and ideological appeals with exemplary behavior, confidence, symbolism, and intrinsic motivation. • Formation of relationship of mutual stimulation and elevation converting followers into leaders • Processes of empowerment for leader and followers • Personal growth for followers • Self-actualization and contribution to the organization • Locus of power: still with the leader

17. Models of Leadership in the 21st-Century (cont.) • Complexity leadership model • Positional and informal leaders fulfilling diverse functions • Control difficult/impossible; uncertainty = norm • System boundaries not defined; all interactions interconnected • Leadership = accountability of every person • Power not with one individual; distributed among members • High degree of individual interactions = norm

18. Question Which of the following has not been affected by the electronic world? • Time • Media • Staffing • Space

19. Answer C. • The electronic world has affected time, media, space, and structure. Staffing is unrelated to these changes.

20. Models of Leadership in the 21st-Century (cont.) • Complexity leadership model (cont.) • 3 types of leadership functions • Administrative: coordinating, planning • Adaptive: outcomes from collaboration • Enabling: mediation between administration and adaptive

21. Models of Leadership in the 21st-Century (cont.) • Trimodal model: focus on evidence-driven processes • 3 vital work processes • Operation • Innovation • Transformation

22. End of Presentation