21ST CENTURY THINKING LEADERSHIP & MANAGEMENT | NCM 119 | TOPIC 3

CHAPTER 3 Leadership Roles & Management Functions in Nursing 9TH edition

21ST CENTURY THINKING − Leader has all of the abilities needed for the other
four levels, plus a unique blend of humility and
FACTORS AFFECTING HEALTH CARE TRENDS will hat is required for true greatness
❖ Growing elderly population − Possesses qualities found in the four other levels
of leadership that Collins have identified
❖ Health-care reform
❖ Reductions in reimbursements (federal and state government)
❖ New quality imperatives (e.g., value-based purchasing)
FOCUS OF GREENLEAF’S SERVANT LEADERSHIP
❖ Putting others including employees, customers, and the
❖ Shift in care to community settings
community as the number one priority
❖ Technological advances
❖ Fostering a service inclination in others that promotes
❖ Shift to customer-focused care
collaboration, teamwork, and collective activism
SHIFTING LEADERSHIP AND MANAGEMENT ❖ Remember that followers are an important part of the
THINKING
❖ Organizational context leadership equation.

❖ Levels of analysis PRINCIPAL AGENT THEORY

❖ First emerged in the 1960s and 1970s, is another interactive
❖ Potential boundary conditions on transformational leadership followers
mislead
can

leaders leadership theory being actively explored in the 21st century

❖ Interactional leadership
↳ counter act
❖ Suggests that not all followers (agents) are inherently
❖ Many recent leadership and management concepts focus on by focusin on vision
,

truth telling, open communication

motivated to act in the best interest of the leader or employer
the complexity of the relationship between the leader and the
(principal)
follower
❖ This is because followers may have an informational (expertise
❖ Concepts such as strengths-based leadership, Level 5
or knowledge) advantage over the leader as well as their own
Leadership, servant leadership, principal agent theory, human
preferences, which may deviate from the principal’s
and social capital theory, emotional intelligence (EI), authentic
preferences. The risk then is that agents will pursue their own
leadership, quantum leadership, and thought leadership have
objectives or interests instead of that of their principal.
emerged as part of the leader-manager’s repertoire for the 21st
century.
HUMAN AND SOCIAL CAPITAL THEORY
❖ Human capital represents the capability of the individual.
STRENGTH-BASED LEADERSHIP ❖ Human capital can refer to a group’s collective knowledge,
❖ Grew out of the positive psychology movement
skills, and abilities.
❖ Focuses on the development or empowerment of strengths as
❖ Human capital theory suggests that individuals and/or
opposed to weaknesses or areas of needed growth
organizations will invest in education and professional
❖ Research suggests that using a strengths- based approach,
development if they believe that such an investment will have a
even at a young age, can have a profound impact on the ability
future payoff. For example, a health-care organization that
of individuals to self-manage and to regulate their emotions
provides tuition reimbursement for nurses to go back to school
JIM COLLIN’S LEVEL 5 LEADERSHIP
to earn higher degrees is likely doing so in anticipation that a
JIM COLLINS LEVEL 5 LEADERSHIP more highly educated nursing staff will result in increased

As a
LEVEL 1 − Highly capable individual quality of care and higher retention rates—both of which
person − Leader makes high-quality contributions to their should translate into higher productivity and financial return.
H work; possesses useful levels of knowledge; and
❖ Social capital represents what a group can accomplish together.
has the talent and skills needed to do a good job
"
EMOTIONAL INTELLIGENCE (IE)
w/ other LEVEL 2 − Contributing team member goal is
❖ Aka emotional quotient (EQ)
Emotional
people − Leader uses knowledge and skills to help their literacy
'

T team succeed; works effectively, productively, G Being aware

❖ EI refers to the ability to perceive, understand, and control
and successfully with other people in their group of one 's emotions
one’s own emotions as well as those of others.
B. recognizing now

they influence
organize LEVEL 3 − Competent manager subsequent action
❖ Refers to the ability to use emotions effectively and is required
group − Leader is able to organize a group effectively to by leaders/managers in order to enhance their success
M achieve specific goals and objectives
❖ Gives us the ability to read our instinctive feelings and those of
LEVEL 4 − Effective leader others. Allows us to understand and label emotions as well as
galvani
se

− Leader is able to galvanize a department or

/ department express and regulate them (Gabriel, 2018).
org
organization to meet performance objectives and
E achieve a vision ❖ NOT the ability to or tendency to be nice but about being
empathetic, being able to look at situations from an
LEVEL 5 − Great leader
Servant − Characterized by knowledge, team building skills, alternative POV, being open-minded, bouncing back
header the ability to help groups achieve goals, humility,
G and the empowerment of others through servant
from challenges and pursuing goals despite challenges.
leadership.

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21st Thinking leadership and management
❖ Emotional intelligence is critical for building a cooperative and
effective team. OF emotional
Intelligence
5 COMPONENTS (GOLEMAN, 1998): ( MESSS)
❖ 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
AUTHENTIC LEADERSHIP
❖ AKA congruent leadership
❖ Authentic leadership suggests that in order to lead, leaders
must be true to themselves and their values and act
accordingly.
❖ Integrity is conformance between what leaders profess and
how they actually act.
FRANCESCA GINO’S EIGHT PRINCIPLES OF
REBEL LEADERSHIP
❖ Seek out the new.
❖ Encourage constructive dissent.
❖ Open conversations—don’t close them.
❖ Reveal yourself—and reflect.
❖ Learn everything—then forget everything.
❖ Find freedom in constraints.
❖ Lead from the trenches.
❖ Foster happy accidents (mistakes may unlock a breakthrough).
CHARACTERISTICS OF AGILE LEADERSHIP
❖ Agile leaders have the ability to think in many ways
❖ Fast, flexible, and adaptable decision making
❖ Openness to ideas and innovation
❖ Inclusive and democratic approach to followers
❖ Listen deeply and ask powerful questions to gain insights and
make the right decision to help the organization move forward
through problems.
THOUGHT LEADERSHIP
❖ applies to a person who is recognized among his or her peers
for innovative ideas and who demonstrates the confidence to
promote those ideas.
❖ refers to any situation in which one individual convinces
another to consider a new idea, product, or way of looking at
things
❖ Thought leadership refers to any situation whereby one
individual convinces another to consider a new idea, product,
or way of looking at things.
NCM 119
❖ Thought leaders attract followers not by any promise of
representation or empowerment but by their risk taking and
vision in terms of being innovative. > Environment 7 context
QUANTUM LEADERSHIP
❖ builds on transformational leadership and suggests that leaders
must work together with subordinates to identify common
goals, exploit opportunities, and empower staff to make
decisions for organizational productivity to occur.
❖ Suggests that the environment and context in which people
work is complex and dynamic and that this has a direct impact
on organizational productivity
❖ suggest that because the unexpected is becoming the
normative, the quantum leader must be able to address the
unsettled space between present and future and resolve these
conflicts appropriately. In addition, they suggest that the ability
>
5
distinguishing to respond to the dynamics of crisis and change is not only an
characteristics :
1. Purpose inherent leadership skill but it must now also be inculcated
2. Value
3. Heart within the very fabric of the organization and its operation.
4. relationships
5. Self discipline
-
COMPARING INDUSTRIAL AND RELATIONSHIP
AGE LEADERSHIP
❖ A transition from industrial age leadership to relationship age
leadership (Scott, 2006). Scott (2006) contends that industrial
age leadership focused primarily on traditional hierarchical
management structures, skill acquisition, competition, and
control. These are the same skills traditionally associated with
management. Relationship age leadership focuses primarily on
the relationship between the leader and his or her followers, on
discerning common purpose, working together cooperatively,
and seeking information rather than wealth
❖ 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-managers will be
expected to have a greater skill set than ever before.
encourage
perspective
new
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Strength Based leadership
4 Leadership domains

Traits leaders should have :

servant leaders

AUTHENTIC LEADERSHIP