Twenty-First-Century Leadership & Management Chapter 3 Notes PDF

# Chapter 3 - Notes Format of the PPT Slides ## Twenty-First-Century Thinking About Leadership and Management ### Factors Affecting Health-Care Trends * Growing older population * Health care reform * Reductions in health care reimbursements * New quality imperatives * Emphasis on sustainability...

# Chapter 3 - Notes Format of the PPT Slides ## Twenty-First-Century Thinking About Leadership and Management ### Factors Affecting Health-Care Trends * Growing older population * Health care reform * Reductions in health care reimbursements * New quality imperatives * Emphasis on sustainability * Shift in care from inpatient to community and outpatient settings * Innovation and technological advances * Organizational cultures focused on customer care ### COVID-19 Pandemic Impact on Health Care Organizations * Short-term and long-term supply chain shortages of personal protective equipment, medications, and vaccines * Struggle to ensure both worker safety and maintain an adequate workforce * Telehealth and virtual care strategies altered not only where care could be provided, but who could provide it. ### Shifting Leadership and Management Thinking * Organizational context * Levels of analysis * Potential boundary conditions on transformational leadership * Interactional leadership ### Leadership Traits Most Respected and Valued by Millennials * Own and live the company values * Communicate openly and early * Inspire people to reach higher * Own their mistakes * Recognize big wins, small wins, and hard work * Trust people * Make the right decision, not the popular decision * Add value to their teams, helping them to succeed * Have the courage to be genuine and visible * Take care of people ***Source:** Elliott, G., & Corey, D. (2018). 10 Traits of great leaders in this new world of work. Retrieved November 18, 2018, from http://www.greatleadershipbydan.com/2018/08/10-traits-of-great-leaders-in-this-new.html*** ### Strengths-Based Leadership * Focuses on the development or empowerment of strengths as opposed to weaknesses or areas of needed growth * This typically requires that leaders create teams that have a balance of strengths in the following four leadership domains: * **Strategic thinking:** Effective leaders keep everyone focused on a long-term future. * **Influence:** Effective leaders can sell ideas, develop political support, and get people to rally behind a project or an initiative. * **Relationship building:** Effective leaders are able to unite a group of disparate individuals into a team that works toward a common goal. * **Execution:** Effective leaders know how to get things done by translating plans into action. ### Strengths-Based Leadership * Understand their followers; what follower seek: * **Trust:** Nothing happens without a sense of trust between leaders and followers. * **Compassion:** Followers want to know that their leaders care about them. * **Stability:** Followers want leaders who they can depend on. * **Hope:** Followers want to feel positive about their future prospects. ### Appreciative Leadership * Focuses on the recognition of strengths in others and then, using relational processes and methods, builds upon these strengths to collectively make things happen * **Appreciative Inquiry** * Involves asking followers what they want and need to accelerate and grow, with the realization that what we appreciate, appreciates ### Jim Collin's Level 5 Leadership * **Level 5 leadership is characterized by:** * knowledge * team building skills * the ability to help groups achieve goals * humility * empowerment of others through servant leadership ### Jim Collin's Level 5 Leadership **DISPLAY 3.2 JIM COLLINS'S LEVEL 5 LEADERSHIP** * **Level 1: Highly Capable Individual** * Leader makes high-quality contributions to his or her work, possesses useful levels of knowledge, and has the talent and skills needed to do a good job. * **Level 2: Contributing Team Member** * Leader uses knowledge and skills to help his or her team succeed and works effectively, productively, and successfully with other people in his or her group. * **Level 3: Competent Manager** * Leader is able to organize a group effectively to achieve specific goals and performance objectives. * **Level 4: Effective Leader** * Leader is able to galvanize a department or organization to meet performance objectives and achieve a vision. * **Level 5: Great Leader** * Leader has all of the abilities needed for the other four levels, plus a unique blend of humility and will that is required for true greatness. ### Focus of Greenleaf's Servant Leadership * Putting others including employees, customers, and the community as the number one priority * Fostering a service inclination in others that promotes collaboration, teamwork, and collective activism * Remember that followers are an important part of the leadership equation. ### Principal Agent Theory * The principal agent problem occurs when one person (the agent) can make decisions on behalf of another person (the principal) (Agarwal, 2019). * Suggests that not all followers (agents) are inherently motivated to act in the best interest of the leader or employer (principal) ### Human and Social Capital Theory * **Human capital** refers to the collective skills, knowledge, or other intangible assets of individuals; the capability of the individual or groups. * **Social capital** represents what a group can accomplish together. The group's collective knowledge, skills, and abilities. * Investing in human capital is a trend shaping contemporary organizations ### Emotional Intelligence * El refers to the ability to perceive, understand, and control one's own emotions as well as those of others. Gabriel (2018) * Refers to the ability to use emotions effectively and is required by leaders/managers in order to enhance their success * Emotional intelligence is critical for building a cooperative and effective team. ### Five Components of Emotional Intelligence * **Self-awareness:** the ability to recognize and understand one's moods, emotions, and drives as well as their effects on others * **Self-regulation:** the ability to control or redirect disruptive impulses or moods as well as the propensity to suspend judgment * **Motivation:** a passion to work for reasons that go beyond money or status; a propensity to pursue goals with energy and commitment * **Empathy:** the ability to understand and accept the emotional makeup of other people * **Social skills:** proficiency in handling relationships and building networks; an ability to find common ground ### Reflecting on Emotional Intelligence in Self * Do you feel that you have emotional intelligence? * Do you express appropriate emotions such as empathy when taking care of patients? * Are you able to identify and control your own emotions when you are in an emotionally charged situation? ### Authentic (Congruent Leadership) * Authentic leadership suggests that in order to lead, leaders must be true to themselves and their values and act accordingly. * In authentic leadership, it is the leaders' principles and their conviction to act accordingly that inspire followers. ### DISPLAY 3.5 QUESTIONS TO ASK IN ASSESSING TRUSTWORTHINESS AS AN AUTHENTIC LEADER 1. Do I act with integrity? 2. Do I welcome ideas and opinions different from my own? 3. Do I appreciate employees who are willing to bring bad news to my attention? 4. Do I admit my own mistakes? 5. Do I always tell the truth, even if it is inconvenient? 6. Do I publicly encourage suggestions from everyone on the team, from the top performers to the most junior employees, and then do I listen to the contributions with equal respect? ***Source:** Kador, J. (2018). Are you a trusted leader? Retrieved July 15, 2018, from https://chiefexecutive.net/are-you-a-trusted-leader*** ### Characteristics of Agile Leadership - Term borrowed from the Software World * Fast, flexible, and adaptable decision making * Openness to ideas and innovation * Inclusive and democratic approach to followers ### Thought Leadership * Thought leadership refers to any situation whereby one individual convinces another to consider a new idea, product, or way of looking at things. * Thought leaders attract followers not by any promise of representation or empowerment but by their risk taking and vision in terms of being innovative. ### DISPLAY 3.6 BECOMING A THOUGHT LEADER: FRANCESCA GINO'S EIGHT PRINCIPLES OF REBEL LEADERSHIP 1. Seek out the new. 2. Encourage constructive dissent. 3. Open conversations—don't close them. 4. Reveal yourself—and reflect. 5. Learn everything—then forget everything. 6. Find freedom in constraints. 7. Lead from the trenches. 8. Foster happy accidents (mistakes may unlock a breakthrough). ***Source:** Gino, F. (2018). Rebel talent: Why it pays to break the rules at work and in life. New York, NY: HarperCollins*** ### Quantum Leadership * Suggests that the environment and context in which people work is complex and dynamic and that this has a direct impact on organizational productivity * Builds on transformational leadership and suggests that leaders must work together with employee to identify common goals, exploit opportunities, and empower staff to make decisions for organizational productivity to occur. ### A Shift from Industrial Age Leadership to Relationship Age Leadership * Industrial age leadership focused on productivity and traditional top-down hierarchy management structures. * Relationship age leadership is grounded upon a leader's genuine investment in the personal and professional development of their followers * Servant leadership, appreciative leadership, agile leadership, reflective thought and practice, human and social capital, and emotional intelligence are all relationship-centered theories that address the complexity of the leader-follower relationship. ### Comparing Industrial and Relationship Age Leadership | Scientific/Industrial Age | Relationship/Information Age | |:---|:---| | Technical skills | Adaptive skills | | Command and control | Invitation and interdependence | | Competition | Cooperation | | Gaining advantage | Discerning purpose | | Gathering facts | Finding meaning | | What you have (wealth) | What you know (information) | | Hierarchy (top-down) | Circular (egalitarian) | | **Metaphor for organizations:** machine (separate parts) | **Metaphor:** organic network (connected parts) | | **Leadership:** position | **Leadership:** trusteeship | ***Source:** Adapted from Scott, K. T. (2006, September). The gifts of leadership. Paper presented at the Sigma Theta Tau International Regional Meeting, Indianapolis, IN. 2000, Ki ThoughtBridge, LLC. Author, Katherine Tyler Scott. All rights reserved. Permission for use in this publication granted by Ki ThoughtBridge, LLC. **FIGURE 3.1 Integrated Model of Leadership** **Outer** * Performance * Results **Skills** * Technical Competence **Abilities** * Adaptive * Influence **Inner** * Leader * Character * Authenticity ***FIGURE 3.1 Integrated model of leadership. (Reproduced with permission from Ki Thought Bridge, LLC, & Scott, K. T. [2006, September].*** ## Comparing Industrial and Relationship Age Leadership * Tamara McCleary, speaker, author, and business expert, suggests that employee engagement is the key to relationship building in the 21st century. * Leading and managing in the 21st century promises to be more complex than ever before, and leader-leaders will be expected to have a greater skill set than ever before. ***Reference*** * Huston, C. J. (2024). *Leadership roles and management functions in nursing* (11th ed.). Wolters Kluwer