Fostering Positive Program and Organizational Relationships Using Transformational Leadership

1. Fostering Positive Program and Organizational Relationships Using Transformational Leadership David C. Berry, PhD, AT, ATC, ATRIC Department of Kinesiology Saginaw Valley State University University Center, MI

3. Image this? • 22 year-old exercise science student is in need of an 8-week internship to graduate • A local fitness club recently expanded their facility and programming and as a result, they’renow short staff • They contact the University’s internship coordinator who is more than glad to provide student “helpers”, assuming the facility does what they [the University] dictates- giving no regards to the facility’s needs

4. Image this? • Good or bad idea?

5. Image this? • Why is this a good or bad idea? • What type of leadership style would be classified as? • How does or can this/these attitudes foster a positive working relationship between organizations? • Who, if anyone is the winner in this case?

6. Model of Transactional Leadership • A transactional leader focuses more on a series of "transactions” • This person is interested in looking out for oneself [program in this case], having exchanged benefits with their subordinates and clarify a sense of duty with rewards and punishments to reach one’s goals

7. Model of Transactional Leadership • Transactional leaders are- • Well aware of the link between the effort and reward • Rely on standard forms of inducement, reward, punishment and sanction to control followers • Motivate followers by setting goals and promising rewards for desired performance • Dependent on one’s power to reinforce subordinates for their successful completion of the bargain

8. Image this? • 22 year-old exercise science student is in need of an 8-week internship to graduate • University is likely functioning under Transactional Leadership • We give you student helpers, but you need to do what we say- why, because you need us- we don’t need you!

9. Ask yourself? • Do you want your preceptors/clinical instructors to be happy? • Do you work to make your preceptors/clinical instructors happy? • Do you care?

10. Model of Transformational Leadership • Changes and transforms individuals and organizations • Concerned with ethics, morals, and the long-term goals of individuals and organizations • Process • Determine what motivates individuals • Satisfies subordinates needs • “Treat as full human beings” James MacGregor Burns – Leadership 1979

11. Model of Transformational Leadership • Differs from Transactional Leadership because- • Being a transformational leader is more than merely payment, goods, or promotions for services completed • Working for the greater good (creating a culture) of the organization, while not compromising the needs of the individual • Characteristics • Typically charismatic • Strong role model • Value-driven goals

12. Model of Transformational Leadership • Focuses on follower’s needs • Followers inspired to put the needs of the organization above their own needs • Need to buy-in and believe the organization’s vision

13. Transformational Leadership Research • Transformational leaders generated higher commitment from followers in numerous other studies (Avolio, 1999; Bass, 1998) • Transformational leaders motivate and inspire followers to achieve extraordinary goals (Avolio & Bass, 2004), are process-oriented, and focus on being a leader (van Linden & Fertman).

14. Transformational Leadership Research • Nursing managers described as transformational leaders had greater organizational commitment from followers (McGuire & Kennerly, 2006) • Transactional leadership resulted in greater attrition of staff nurses than transformational leadership (Kleinman, 2004) • Transformational Leadership resulted in greater job satisfaction for teachers (Bogler, 2001)

15. How to Become a Transformational Leader • Be a strong Role model! • Demonstrate your integrity – Build trust! • Put the needs of others above your own • Listen more than you talk-active listening • Encourage creativity and ingenuity • Sell your vision (without being too pushy)

16. Selling your Vision… • Ask for input in developing the vision for those in the organization • Together, develop a plan for achieving the vision • Explain where you are limited by accreditation standards or institutional guidelines • Be willing to consider alternative visions… this is potentially, the most difficult task…

17. Fostering Positive Relationships • All relationships require nurturing • All relationships have room for improvement • When conflicts do arise, resolutions are easier to achieve

18. Strategies for Fostering Positive Relationships with Practicum/Internship Instructors • Integration of faculty and preceptors/clinical instructors • Decision-making input • Involvement with their activities • Seek win-win solutions • Positive reinforcement • Are you their biggest fan?

19. Program admissions Scholarships/awards Curriculum revision Self study/site visit preparation Handbook revisions Hiring decisions Equipment purchases Clinical assignments Faculty evaluations Decision-Making Input

20. Off-Site Involvement • Occasional coverage/guest lecture • Special events • CEU opportunities • Community involvement • Seek reimbursement for services

21. Positive Reinforcement • Catch the instructor doing well and say “THANK YOU” • Summarize evaluations and focus on positives- but do not ignore the negative • Thanks for- • Equipment loans • Guest lectures • Feedback on academic issues

22. Saying Thank You… • Thank you letters/e-mails • Holiday cards • Providing faculty status • Recognition in alumni newsletters and/or on website • Letters to the “Boss”

23. Additional Perks • Stipends/tuition waivers • Adjunct teaching opportunities • Parking pass • Faculty/staff ID • Tickets to games • Invitations to cookout at your house, student club gatherings • Club t-shirts • Textbooks

24. Be their biggest fan! • Tell everyone how wonderful your practicum/internship sites are to- • Other sites • Faculty • STUDENTS!!! • Current & Prospective • Administrators • Community

25. Case Discussion You’re putting together your tenure file and realize that your department requires a narrative describing your current leadership style. You have faced several leadership challenges over the past several years and realize that being a leader is more than someone who has written a self-study and navigated a site visit.

26. Case Discussion Question • Using the characteristics of a transformational leader, identify what qualities you currently possess and how you utilize these leadership qualities within your program to facilitate a positive working relationship between academics and your practicum/internship sites? • Do these strategies work? What, if any of these strategies hasn’t worked. • What other strategies do you employ to promote a positive working relationship between you and your practicum/internship sites?

27. Group Discussion • What current challenges do you face with your practicum/internship sites? • What strategies based upon the transformational leadership styles presented could you utilize to improve these challenges? • Do you see your practicum/internship sites being receptive to these changes?

29. Conflict Resolution Theory • Analytical- not a “gut” reaction • Recognizes the individual • Helps to identify the root of the problem • Seeks a mutually agreeable resolution

30. Conflict Resolution – What it is not! • Does not (should not) manage the problem! • Does not (should not) settle a problem! • Rather, it seeks to identify the cause of the problem and resolve it… so it finds common ground – a mutually agreeable resolution.

31. Conflict Development • A helpful tool in identifying where to go is identifying the cause of apprehension or conflict – both yours and theirs- • Lack of or low self-esteem • Lack of being heard • Lack of involvement • Not feeling a part of something • Not being needed • Feeling threatened

32. Conflict Research • Nursing educators felt increased preparation was necessary in conflict resolution and management (Vivar, 2006) • Deutsch (1973) discussed cooperative vs. competitive conflict resolution • Ingles (1960) found the need for conflict resolution between nursing practitioners and nursing educators

33. Conflict Resolution Strategies Good website: Conflict Resolution Network http://www.crnhq.org/twelveskills.html • 12 strategies for conflict resolution • Be willing to shift your attitude • Think dialogue not debate • Move away from win/lose and either/or

34. Conflict Resolution Strategies • Win/Win approach • How can we solve this as partners rather than opponents? • Empathy • Develop communication tools to build rapport. Use listening to clarify understanding. • Appropriate assertiveness • Apply strategies to attack the problem not the person. • Co-operative power • Eliminate "power over" to build "power with" others. • Creative response • Transform problems into creative opportunities. • Broadening perspectives • Agree to disagree

35. Conflict Resolution Strategies • Managing emotions • Express fear, anger, hurt and frustration wisely to effect change. • Willingness to resolve • Name personal issues that cloud the picture. • Mapping conflict • Define the issues needed to chart common needs and concerns. • Negotiation • Plan and apply effective strategies to reach agreement. • Mediation • Help conflicting parties to move towards solutions. • Development of options • Design creative solutions together.

36. When All Else Fails… • Documentation • Consistent language • Patterns of behavior • Objective • Communication with your supervisors • Respect

37. Case Discussion • You are about to make a curricular change (students can only work for 10 hours a week now) that you know is not going to sit well with most of your practicum/internship sites and you’re dreading the fallout and possible conflicts that are going to arise. • Question • Using some of the strategies just learned, how can you overcome this situation and resolve it peacefully? • How could this situation help to foster/improve your relationship with your practicum/internship sites ?

38. Group Question • Identify a recent issue, confrontation and/or difficult practicum/internship site or instructor you’ve had to handle recently. How did you originally handle this situation, was it successful? • What strategies learned today could be utilized in this situation? Do you think the results would be different?

39. Questions to Ponder • What makes transformational leadership more effective than transactional leadership? Where do you fall on this continuum? What do you think works best within your program to facilitate a positive working relationship? • Do you help to empower your practicum/internship sites and instructors? Are they more receptive to program changes because of this? Has it improved your working relationship? • If you do not currently empower your practicum/internship sites and instructors what strategies based on the concept of transformational leadership might you employ?

40. Questions to Ponder • What mechanisms/strategies do you currently have in place to attend to your practicum/internship sites and instructors needs? What changes might you make today to address these needs? • Do transformational leadership strategies have to be confined to your practicum/internship sites and instructors? Do you see any use of these strategies in the classroom? • What was your most recent situation which required conflict resolution strategies? Did they work? How could this be avoided in the future?

41. Questions

42. THANK YOU !!!

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