Exploring leadershipExploring leadership

Ann & SueAnn & SueDecember 08December 08

ContextContext

GlobalGlobal NationalNational CommunityCommunity OrganisationalOrganisational TeamTeam NetworksNetworks InterpersonalInterpersonal

50 years of leadership 50 years of leadership research!!!!research!!!! ProbedProbed Explored Explored ClarifiedClarified ObscuredObscured TheorisedTheorised PoliticisedPoliticised UnintelligibleUnintelligible Conflicting evidenceConflicting evidence

Leadership research is like a flowing stream, Leadership research is like a flowing stream, meandering, intertwining and constantly meandering, intertwining and constantly shiftingshifting

NHS Leadership Qualities NHS Leadership Qualities FrameworkFramework 15 qualities15 qualities 3 clusters3 clusters1.1. Personal qualitiesPersonal qualities2.2. Setting directionSetting direction3.3. Delivering the serviceDelivering the service

Different leadership in Different leadership in different contextsdifferent contexts Hierarchical and bureaucratic Hierarchical and bureaucratic

vested in formal roles of power vested in formal roles of power & authority& authority

Leadership – authoritarian, Leadership – authoritarian, directive, through a fixed chain directive, through a fixed chain of command and controlof command and control

Keeping in lineKeeping in line MatronMatron

Carry on matron?Carry on matron?

‘…‘…autocratic matron led nursing services autocratic matron led nursing services clearly and unambiguously until 1960’s…’clearly and unambiguously until 1960’s…’

‘…‘…the loss of the matron as the service the loss of the matron as the service head was a significant factor in nursing’s head was a significant factor in nursing’s later leadership problems…’later leadership problems…’

‘…‘…the days when the matron would have the days when the matron would have known exactly what was happening in her known exactly what was happening in her hospital and would have been firmly in hospital and would have been firmly in charge of everything…’charge of everything…’

Girvin J (1998) Leadership and Nursing.Girvin J (1998) Leadership and Nursing.Palgrave Palgrave

Carry on matron?Carry on matron?

Matrons power base Matrons power base AutocraticAutocratic Did not advance practiceDid not advance practice OppressiveOppressive Command and controlCommand and control

Think of a context where this Think of a context where this style of leadership is neededstyle of leadership is needed

Leadership heroes and Leadership heroes and heroinesheroines Identify a leader/s Identify a leader/s Why do you consider them a Why do you consider them a

leader?leader? How do they demonstrate How do they demonstrate

leadership?leadership? What was 1 thing that made you What was 1 thing that made you

think of them as leaders?think of them as leaders?

1. Personal qualities1. Personal qualities

Can do confidenceCan do confidence ShapersShapers Stand up for what believe inStand up for what believe in Relish a challengeRelish a challenge Aware of own emotions and impact upon Aware of own emotions and impact upon

others (emotional intelligence D Goleman)others (emotional intelligence D Goleman) Tenacious and resilientTenacious and resilient Cope in a complex environmentCope in a complex environment Drive for improvementDrive for improvement Personal integrity and valuesPersonal integrity and values

Leadership is about?Leadership is about?

Hierarchy – job role/positionHierarchy – job role/position Action/ability – sports champion Action/ability – sports champion Temporary – task relatedTemporary – task related Permanent – position/rolePermanent – position/role Learned behaviour – school/spin Learned behaviour – school/spin

doctoringdoctoring Genetic predisposition Genetic predisposition ? Related to management? Related to management For personal gain/others gain- sports For personal gain/others gain- sports

leaders/religious leadersleaders/religious leaders

2. Setting Direction2. Setting Direction

Sets a vision for the future Sets a vision for the future Political awareness of contextPolitical awareness of context Receptive to fresh insightsReceptive to fresh insights Driven by values Driven by values

Categories of leadershipCategories of leadership

ConstitutionalConstitutional CircumstantialCircumstantial Charismatic (transformational)Charismatic (transformational) Contractual (transactional)Contractual (transactional) ConstructivistConstructivist

Rafferty A (1993) Leading questions: a discussion paper on Rafferty A (1993) Leading questions: a discussion paper on the issue of nurse leadership Kings Fund Centrethe issue of nurse leadership Kings Fund Centre

Constitutional theoriesConstitutional theories

Great man – qualities and or traitsGreat man – qualities and or traitsBorn to leadBorn to leadStudy of lives of prominent people identified Study of lives of prominent people identified

traits such as – self-confidence, traits such as – self-confidence, judgement, alertness,judgement, alertness,

Later research felt that training could enhance Later research felt that training could enhance these traits although it was felt that is these traits although it was felt that is someone didn’t possess the traits no someone didn’t possess the traits no amount of training would enable them to amount of training would enable them to become an effective leaderbecome an effective leader

? Who might we place in this category?? Who might we place in this category?

Circumstantial theories 1Circumstantial theories 1Behavioural Behavioural

Behavioural:Behavioural:

AuthoritarianAuthoritarian DemocraticDemocratic Laissez-faireLaissez-faire

AuthoritarianAuthoritarian

Strong controlStrong control CoercionCoercion CommandsCommands Communication flows downCommunication flows down Decision making does not involve Decision making does not involve

othersothers Difference in statusDifference in status Criticism is punitiveCriticism is punitive Followers feel secure, creativity Followers feel secure, creativity

stifled, motivation poorstifled, motivation poor

DemocraticDemocratic

Less controlLess control Awards to motivateAwards to motivate Directed through suggestion and guidanceDirected through suggestion and guidance Communication flows up and downCommunication flows up and down Decision making involves othersDecision making involves others Emphasises ‘we’Emphasises ‘we’ Criticism is constructiveCriticism is constructive

Productivity may be lower, encourages cooperation Productivity may be lower, encourages cooperation and co-ordination and nurtures personal growthand co-ordination and nurtures personal growth

Democracy takes time and working together for Democracy takes time and working together for long periodslong periods

Can lead to frustration for quick decision makersCan lead to frustration for quick decision makers

Laissez-faireLaissez-faire

Permissive, little or no controlPermissive, little or no control Motivates by support when requestedMotivates by support when requested Little or no directionLittle or no direction Communication happens between allCommunication happens between all Decision making is dispersedDecision making is dispersed Group emphasisGroup emphasis Criticism is not givenCriticism is not given

Substantial productivity and creativity due to high Substantial productivity and creativity due to high motivation and self-directionmotivation and self-direction

Lack of direction can also lead to frustration, Lack of direction can also lead to frustration, disillusionment and apathydisillusionment and apathy

Works well in brainstorming to solve problemsWorks well in brainstorming to solve problems

Circumstantial 2Circumstantial 2SituationalSituational Effective leaders respond to new situations Effective leaders respond to new situations

by adjusting style accordinglyby adjusting style accordingly There is no single best style and it depends There is no single best style and it depends

upon the environmentupon the environment Leaders do not operate in a vacuum so Leaders do not operate in a vacuum so

followers were fore-groundedfollowers were fore-grounded Leaders are responsible for fostering Leaders are responsible for fostering

growth in themselves and others – follower growth in themselves and others – follower maturitymaturity

4 leadership styles in repertoire based 4 leadership styles in repertoire based upon job maturity & psychological maturityupon job maturity & psychological maturity

Hersey & Blanchard (2003)Hersey & Blanchard (2003)

Charismatic (transformational)Charismatic (transformational)

Fulfilment of higher order needsFulfilment of higher order needs Creation of a cycle of rising aspirationsCreation of a cycle of rising aspirations Leader and led being transformed as Leader and led being transformed as

individuals in the process of achieving their individuals in the process of achieving their visionvision

A relationship of mutual stimulation and A relationship of mutual stimulation and elevation that converts followers into elevation that converts followers into leadersleaders

Burns J (1978) LeadershipBurns J (1978) Leadership

3 steps to transformation3 steps to transformation

1.1. First develop and establish a First develop and establish a vision of the future and a vision of the future and a strategy to reach it ( achieved strategy to reach it ( achieved through listening, taking in through listening, taking in knowledge & experience of knowledge & experience of those around you; process the those around you; process the knowledge using imagination knowledge using imagination and judgementand judgement

Step 2Step 2 Communicate and sell the visionCommunicate and sell the vision

Step 3Step 3 Need personal skills, courage to Need personal skills, courage to

motivate, inspire and give motivate, inspire and give people a sense of ownershippeople a sense of ownership

CharismaticCharismatic

Charisma is the result of follower perceptions, Charisma is the result of follower perceptions, influenced by actual leader qualities and behavioursinfluenced by actual leader qualities and behaviours

VisionVision InspirationInspiration Meaning-makingMeaning-making EmpowermentEmpowerment Setting of high expectationsSetting of high expectations Fostering collective identityFostering collective identity Seeks to engageSeeks to engage Is it always a good thing?Is it always a good thing? Like-minded individualsLike-minded individuals Followers seek to raise own self worth seek through Followers seek to raise own self worth seek through

leaders approvalleaders approval Focus on change and innovation at expense of Focus on change and innovation at expense of

administration and effective management systemsadministration and effective management systems

Language of leadershipLanguage of leadership

Shall we do…?Shall we do…? Notice the language of leaders Notice the language of leaders Does it generate a feeling of Does it generate a feeling of

belonging and achievementbelonging and achievement

Powerlessness & Powerlessness & organisational cultureorganisational culture Autocratic – ‘we’ll do it this way’Autocratic – ‘we’ll do it this way’ Bureauracratic - ‘we’re Bureauracratic - ‘we’re

supposed to do it this way’supposed to do it this way’ Technocratic – ‘Its best to do it Technocratic – ‘Its best to do it

this way’this way’ Democratic – ‘How do we dop Democratic – ‘How do we dop

it?’it?’

http://uk.youtube.com/watch?v=Ooc5eJc5SHAhttp://uk.youtube.com/watch?v=Ooc5eJc5SHA