Developing Effective Leaders in Ambulance Services

1. Developing Effective Leaders in Ambulance Services Ambulance Leadership Forum 22nd May 2013

2. Overview Brief overview of leadership theory and research(and a comment on social support). Re-awakening of interest in (specific) leader / manager behaviour. Evidence from ongoing research Brief look at interventions: SMBI and SBT Further information and close

3. Theories & Approaches Trait Behavioural Situational (contingency) Holistic or ‘new wave’ approaches • Leader-Follower • Transactional – transformational • Authentic leadership Supported by research on value of social support

4. Leadership & Management Same or different? Some say ‘different’ but ... Leadership roles are underpinned by management behaviour (e.g. motivating and supporting employees) Managers are frequently required to lead (e.g. to instill a sense of collective identity and shared direction amongst employees).

5. Definition A leader is someone who uses various behaviours and interaction styles to influence the thoughts and actions of others. (Sims, S., Faraj, P. & Yun, S. 2009, Business Horizons, 52, pages 149-152)

6. Relationship –Oriented Behaviour Behavioural theories • Consideration Leader-Member Exchange (LMX) • Mutual respect, interpersonal trust, information sharing and opportunities for joint decision making Transformational leadership • Individualized consideration’ (delegation) • Intellectual stimulation’ (freedom of thinking) • Inspirational motivation’ (encouragement) • Idealized influence (sharing success) Positive relationship linked with increased employee job satisfaction and organizational commitment, lower work stress and turnover intentions, greater perceived organizational justice and improved task performance

7. Emerging Focus Identifying key leader / manager behaviours and designing organisational systems and processes to take account of them (e.g. selection, training and appraisal).

8. Evidence Two Trust-based well-being audits (454 and 633 participants) National project focusing on hazardous situations (e.g. HART, MTFA) (486 participants)

9. Specific Behaviours Which behaviour predicts ‘perceived fairness’, ‘climate for innovation and creativity’, ‘proactive safety culture’ and ‘withdrawal from patients’?

10. Impact Perceived Fairness • Recognition • Quick to blame (-ve) • Criticizing effort (-ve) Innovation & Creativity • As above plus contradictory goals (-ve), clear expectations & encouraged to put across own point of view Safety culture • As perceived fairness plus clear expectations Burnout related withdrawal • Contradictory goals (-ve) • Encouraged to put across own point of view • Availability

11. Specific Behaviours Which behaviours predict capability, work engagement, well-being & resilience? ?

12. Impact Capability • Encouraged to put across own point of view • Actively encouraged to work together • Demonstrates interest in well-being Engagement • As above plus recognition of a job well done Well-being • Clear expectations • Contradictory goals (-ve) • Willingness to learn • Encouraging working together • Telling rather than listening (-ve) Resilience • Being available • Encouraging working together

13. Application SMBI (Supportive Manager Behaviour Index) • Development of psychometric instrument • 360 assessment SBT • Experiential • Evidence based • Problem-solving emphasis • Realistic - real world scenarios • Robust evaluation

14. Scenario Based Training • To increase awareness and importance of everyday manager behaviour • To allow managers to reflect on their own manager behaviour • To see/consider how supportive manager behaviour manifests/applies in specific situations • To reinforce supportive behaviour • To look for opportunities to demonstrate supportive manager behaviour • To allow managers to develop a plan to action supportive behaviour in their own work situations

15. Thank You For further information please contact: tony@zealsolutions.co.uk