Case Study, Chapter 3, Developing Effective Leaders to Meet 21st-Century Health Care Challenges
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Discussion Question
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- What were the characteristics of individuals who have mentored you in your career?
- Is there someone in your work environment who you could/should be mentoring now and what can you do to begin that process?
- What personal effective leadership traits do you possess and which ones do you need to develop?
APA STYLE 7 EDITION
3 PARAGRAPHS
2 REFERENCES
Chapter 3
Developing Effective Leaders to Meet 21st-Century Health Care Challenges
Copyright © 2016 Wolters Kluwer Health | Lippincott Williams & Wilkins
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Today’s Health Care
System in critical condition
Half of hospitals functioning in deficits
Care received: only 55% of what should be given
Severe shortage of health professionals
Changing morbidities
Up to 400,000 patient deaths every year
Medical errors are the third leading cause of death in America
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21st-Century Leadership Challenges #1
Expectations for increased productivity within budget constraints
Resource stewardship + nursing product of safe, evidence-based quality care
Challenge for nurse leaders: advocating, attaining, and maintaining balance
Connectedness of nurse engagement, productivity, and retention with caring and quality outcomes
Evidence-based practice in institutions
Creation of EBP cultures; spirit of inquiry
EBP role models
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21st-Century Leadership Challenges #2
Leadership succession and mentoring
Creation of internal leadership pipeline for promotion of internal candidates
Organizational result: effective resource stewardship; ongoing focus on strategic mission achievement
Mentoring and empowering of young nurse leaders (intentional and informal)
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Question #1
Is the following statement true or false?
The majority of hospitals today have appropriate budgets to provide the necessary care.
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Answer to Question #1
False
Approximately, half of the hospitals in the United States are functioning in deficits.
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21st-Century Leadership Challenges #3
Teamwork and effective communication
Effective communication: a marker of safe and highly reliable care
Use of effective communication by leaders; role model skills; administrative structures that assure effective communication and teamwork
Ability to manage/confront conflicts arising out of poor communication
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21st-Century Leadership Challenges #4
Transdisciplinary health care
Interprofessional decision making and trust; interprofessional collaboration
Nursing influencing decision making
Active contributors to key discussions and decision making influencing science and delivery of health care
Proactive positioning of nurses at organizational and health policy tables
Workplace wellness
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21st-Century Leadership Challenges #5
Balance of technology and interpersonal relationships
Importance of role and place of technology as integrated component of health care in the future
Nonlinear and team-based nature of health care work, complexity of life, and requirement of safe, timely, efficient, effective, equitable patient-centered care via human interactions and relationships
Innovation and change
Incorporation into own leadership practices
Active participation, role modeling, mentorship
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Characteristics of Effective Leaders #1
Vision and ability to inspire a team vision/dream
Passion for patient care and making a difference
Transparency, honesty, integrity, trust
Effective communication skills
Ability to lead/not micromanage
Team, not “I,” oriented
Risk taking
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Characteristics of Effective Leaders #2
High level of execution
Positive future orientation
Innovative and entrepreneurial spirit
Dedication to coaching/mentoring
Commitment to motivating and empowering others to act/encouraging the heart
Passion and persistence through “character building” experiences
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Question #2
Is the following statement true or false?
An effective leader must be focused on self-empowerment.
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Answer to Question #2
False
An effective leader seeks to motivate and empower others to act.
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Models of Leadership for the 21st Century #1
First step in determining optimal leadership model: understanding the dynamics of changes in work processes; relationships between and among employees, patients, and community; speed of information processing
Four areas of change from electronic world:
Media: how information is documented, shared, transmitted
Time: open access, day or night
Space: locations for work
Structure: free-flowing and open
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Models of Leadership in the 21st Century #2
Transactional (instrumental leadership): most common and well-known style
Focus on task orientation, leader direction, follower participation with expectation of rewards, threats, or disciplinary action (see Table 3.1)
Expectation that followers will support leader’s goals
Reliance on traits to support or facilitate role of leader
No creativity, self-actualization, or empowerment of followers
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Models of Leadership in the 21st Century #3
Inspirational (transformational) model: emphasis on emotional and ideological appeals with exemplary behavior, confidence, symbolism, and intrinsic motivation
Formation of relationship of mutual stimulation and elevation, converting followers into leaders
Processes of empowerment for leader and followers
Personal growth for followers
Self-actualization and contribution to the organization
Locus of power: still with the leader
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Models of Leadership in the 21st Century #4
Complexity leadership model
Positional and informal leaders fulfilling diverse functions
Control difficult/impossible; uncertainty = norm
System boundaries not defined; all interactions interconnected
Leadership = accountability of every person
Power not with one individual; distributed among members
High degree of individual interactions = norm
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Question #3
Which of the following has not been affected by the electronic world?
Time
Media
Staffing
Space
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Answer to Question #3
C
The electronic world has affected time, media, space, and structure. Staffing is unrelated to these changes.
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Models of Leadership in the 21st Century #5
Complexity leadership model (cont.)
3 types of leadership functions
Administrative: coordinating, planning
Adaptive: outcomes from collaboration
Enabling: mediation between administration and adaptive
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Models of Leadership in the 21st Century #6
Trimodal model: focus on evidence-driven processes
3 vital work processes
Operation
Innovation
Transformation
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End of Presentation
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