Bringing Your Best Leader To Work

1. Anna von Dielingen, MSN, RN Professional Development Director New Mexico Center for Nursing Excellence July 22, 2010 Webinar Bringing Your Best Leader To Work

2. Learning Objectives 1. Learn, compare, contrast different leadership styles. 2. Review principles of leadership, using them to inspire members of your team. 3. Review case studies and examples of how to appropriately use leadership styles.

3. Learn, compare, contrast different leadership styles. 1. What has been your most significant leadership role? 2. What were the choices you made to engage in and develop yourself as a leader?

4. Leadership is a choice!

5. Leadership is a choice! Best leadership traits vs. Worst leadership traits Honest Biased Trustworthy Conflict adverse Respect for others Poor listening skills Fair Defensive

6. Leadership defined: • “To lead is to guide or to influence, to show the way, to bring as a result.” Webster’s Dictionary, 2002 • “Leadership is based on relationships and assisting people and organizations to achieve their visions. Leadership is about earning the trust and respect of others which results in followers who exhibit extraordinary commitment and loyalty to their leaders.” Mary Ann Hogan, “Nursing Leadership & Management”

7. Leadership defined: • A simple definition of leadership is that leadership is the art of motivating a group of people to act towards achieving a common goal. • "Leadership is a winning combination of personal traits and the ability to think and act as a leader, a person who directs the activities of others for the good of all. Anyone can be a leader, even if the only person they’re leading is themselves.” Susan Ward, 5 Keys to Leadership for Small Business (Canada – Small Business)

8. Leadership Styles Autocratic Micromanager Bureaucratic Transactional Participative Transformational Servant Leader Laissez-Faire

9. Leadership Styles Autocratic In this style: the leader has absolute power over the employees or team. Employees or team members have little opportunity to make suggestions. Autocratic leaders are motivated by external forces, make all the decisions, and direct followers’ behaviors. Appropriate use: disaster management, code blue, any immediate crisis when there is limited time to make a decision. Use with new employees who need supervision, or need to be shown how and what to do, or when employees do not respond to other types of leadership and need detailed direction.

10. Leadership Styles Micromanager In this style: there are attempts to tightly control each step and methods to accomplish a task, employees are more viewed as workers and not people. Micromanagement may hurt morale and drive others away. Appropriate use: short term leadership when details really matter, when orienting a new employee and they need to be shown the exact policies and procedures to follow. Again, best used for short term situations.

11. Leadership Styles Bureaucratic In this style: the leader lacks trust in themselves or their followers and, instead, rely on organizational policies and rules. They do things “by the book.” Appropriate use: work involving serious safety risks such as toxic substances or training on risky machinery.

12. Leadership Styles Transactional In this style: there is a reward and punishment expectation to achieve desired work levels or performance. Appropriate use: Scheduling – you work this week for me and I’ll give you those other days off. Or when contracting with another for work to be done – do the job and you will be paid.

13. Leadership Styles Participative In this style: there is a high concern for people and getting the job done. There is a share of power and decision making. The team’s ideas are solicited for the improvement of outcomes. Appropriate use: when a leader wants to develop people’s skills and knowledge while attaining their input for process improvement. QI for example. For creating the work schedule.

14. Leadership Styles Transformational In this style: followers are encouraged to transcend their own self interest for the benefit of the team and the organization. The leader is motivational and a source of inspiration. Appropriate use: when you are leading an individual or a group who is accountable, who you trust, and who is ready for professional development.

15. Leadership Styles Servant Leader In this style: the leader acts in a way which encourages collaboration, trust, foresight, listening, and ethical use of power and empowerment. Appropriate use: when leading a group who is familiar and knowledgeable to do what is right for the patient/client. Example: stepping in to temporarily manage a group of staff nurses when you, as the leader, are not familiar with that clinical area. You might consider relying on them to know the clinical business while ensuring that they have all of the support needed to function well.

16. Leadership Styles Laissez-Faire In this style: free reign, leave individuals alone to complete their work, leader provides very little direction. Power is given to the employees, they determine goals, make decisions, and resolve problems on their own. Appropriate use: when the leader supervises a group of very accomplished, efficient, team members. One might use this style for short periods of time when there is little doubt that the staff performs optimally. Or when there is a project and the staff are left to manage the project totally on their own.

17. Review of leadership styles Autocratic Micromanager Bureaucratic Transactional Participative Transformational Servant Leader Laissez-Faire

18. Review principles of leadership, using them to inspire members of your team. • Leaders take responsibility for their choices and actions. • Leaders should be a source of enthusiasm and inspiration for the team. • Leaders are constantly seeking additional knowledge for themselves and their team.

19. Principles of leadership • Leaders lead by example. • Leaders empower others to act. • Leaders inspire a shared vision and articulate this vision with inspiration and passion.

20. Principles of leadership • Leaders are good at communicating, and work at this regularly. Good communication is a key to leadership. • Leaders should be flexible and adapt to change without compromising ethics or values. • Leaders are committed not simply involved. Again, leaders show their passion.

21. Principles of leadership • Remember that leadership is a choice. It is an ongoing series of learning new ways of doing things, being a life-long learner. Leadership does not mean perfection. • One could apply Patricia Benner’s “Novice to Expert” theory to leadership. • We all start somewhere.

22. Case Studies Dear Colleagues: It is with much enthusiasm that I write my first message as ASTDN’s President. I have served in various positions in the association over the years which have allowed me to work very closely with the staff, executive board, committee chairs, regional representatives, and members in which I feel have prepared and guided me for the journey this year. I would especially like to thank our Past-President, Diana Pistole, for her leadership, vision, and contributions over the years and more specifically over this past year of her tenure. ASTDN celebrated its’ 75th Anniversary (1935-2010) this year at the annual meeting in Crystal City, Virginia – “From a Diamond in the Rough, to the Beauty of a Gem!” We have come a long way! While we have a very rich history, it is the future that we look to. I know how we all love acronyms, so I would like to present you with a “LEGACY” acronym that relates to my Presidential goals and hopes for this upcoming year Looking back to what we have achieved – 75 years of public health nursing advocacy, leadership & excellence. Exploring our future – where is ASTDN going? Seeking out and capitalizing on opportunities that will grow and sustain our organization. Going after our goals – ASTDN striving to meet our goals and to becoming the best that we can be! Achieving more – Increasing membership, in addition to continuing and expanding networking, partnerships and alliances. Cultivating our organization and celebrating our successes. Yielding the Rewards – Improving & promoting the image of public health nursing everywhere. What a better year than our 75th, to celebrate what we have done and to envision our future. While we have done lots, there is always still more to do. It is an honor and a privilege to serve you, and I look forward to working with you all! Sincerely, Clair Petit Millet

23. Case Studies ASTDN – Every State Health Department Needs a Public Health Nurse Leader Public Health Nurses Made the Difference in Hurricane Katrina Coordinated by their Chief Nurse and teaming with other partners, public health nurses worked with local shelters, fought to stay ahead of infections and disease, conducted disease surveillance at hospitals and clinics in affected areas, and staffed mobile health clinics, dialysis clinics and health departments. www.astdn.org

24. Case Studies During the May 6, 2010 Massachusetts Association of Public Health Nurses (MAPHN) annual conference, Rita J. Lourie, MSN, PHN, RN gave the keynote address entitled “Cultivating the Next PHN Leaders.” www.maphn.org

25. Case Studies H1N1 Influenza: The Year in Review In April 2009, one year ago, Centers for Disease Control and Prevention (CDC) scientists identified an influenza virus that had never been reported anywhere in the world. The discovery ignited a comprehensive response to protect against the new virus - the H1N1 flu. Scientists developed a safe and effective vaccine. Vaccine manufacturers worked day and night to get as much vaccine out the door as fast as possible. Doctors and nurses worked around the clock to care for patients who became ill, schools helped teach kids how to prevent the spread of the flu, and HHS' top flu experts led the most comprehensive vaccination program in our lifetime. www.pandemicflu.gov

26. Leadership Quotes • “A leader is one who knows the way, goes the way, and shows the way.” John C. Maxwell • “A great leader’s courage is to fulfill his vision comes from passion, not position.” John C. Maxwell • “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” John Quincy Adams

27. Leadership Quotes • “Whatever you are, be a good one.” Abe Lincoln • “A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they say: we did it ourselves.” Lao Tzu • “A good leader inspired people to have confidence in the leader, a great leader inspires people to have confidence in themselves.” Author unknown

28. Resources Benner, P. (2001). From Novice to Expert. Upper Saddle River, NJ: Prentice Hall Health. Buckingham, M., & Coffman, C. (1999). First, Break All the Rules. New York, NY: Simon & Schuster. Hogan, M. A. (2009). Nursing Leadership and Management. Upper Saddle River, NJ: Prentice Hall Health. Nursing Professional Development. (2007). Silver Spring, MD: American Nurses Credentialing Center.

29. Resources continued • Patterson, K., Grenny, J., RcMillan, R., Switzler, A. (2002). Crucial Conversations. New York, NY: McGraw-Hill. • Studer, Quint. (2003). Hardwiring Excellence. Gulf Breeze, FL: Fire Starter Publishing. • Public Health Nursing Scope & Standards of Practice. (2007). Washington, DC: American Nurses Association. • Nursing Scope & Standards of Practice. (2004). Washington, DC: American Nurses Association.

30. Questions Anna von Dielingen, MSN, RN Contact via email:annavon@nmnursingexcellence.org Nursing Continuing Education credits are available for 30 days following the live presentation. In order to receive your evaluation form and nursing contact hour certificate please email your: name, state, email address to: Patti White, MAPHN at pattiwhite105@gmail.com

31. Acknowledgements New England Alliance for Public Health Workforce Development Boston University School of Public Health Massachusetts Association of Public Health Nurses