personal leadership model
TRANSCRIPT
“Transformational Empowerment” Leadership and Change Management
Concept
Presented by:
Traci McGee
University of Charleston
Doctor of Executive Leadership Program
April 1, 2015
Transformational Empowerment:
Overview
• DEL Program Outcome #2
• Leadership Concept Description
• Empirical Support of Concept
• Culture of Inquiry Rubrics
• Personal Assessment: Underlying Concepts
• Plan for Testing and Validating
• Application of TE Leadership Model
Transformational Empowerment:DEL Program Outcome #2
Goal: Develop own leadership
theory and apply to DEL Program
Outcome #2:
oSeize Opportunities and Bring
About Decisions
a) creative action
b) eliminate unvalued processes
Transformational
Empowerment: Leadership Concept Description
A Model for Transformational Empowerment:
achieve engagement & sustainability of
organizational change • strengthening individual identification and
involvement in the organization
The TE leader transfers influence to knowledge
workers with high autonomy, allowing them to make
decisions about daily activities
Transformational
Empowerment:Empirical Support of Concept
• Employee empowerment is individual motivation at work through delegation of responsibility & authority to lowest organizational level where a competent decision can be made (Amundsen & Martinsen, 2014).
• The behavior of a charismatic leader influences followers’ need for achievement, through three core components: envisioning, empathy, and empowerment (Choi, 2006).
• The process of empowerment is "directed autonomy" whereby frontline employees are assigned decision-making responsibility and for knowing how their performance fits the organization’s purpose and mission (Ford, Robert C., Fottler, 1995).
• The transformational model’s contexts are significant in achieving organizational change (Higgs & Rowland, 2011).
• Research links perceptions of leader humility to perceptions of transformational leadership, which in turn has been found to generate satisfaction with supervision, positive leader-member exchange relationship quality, and trust in leadership (Basford, Offermann, & Behrend, 2013).
Transformational Empowerment:
Culture of Inquiry Rubrics
Assemble, Align, Reconfigure
AssetsCRITERIA:
• View big picture • manage tension
• exploitation/exploration
• learning in organization
Relation to TE Concept:
• Balcony view
• Assemble, Align, Reconfigure to
motivate and engage
Leadership Development
RubricCRITERIA:
• Grounded: leadership theory
• Learning-leadership dev. practices
• Organizational outcomes and
context
• Assessment
Relation to TE Concept:
• Empowerment
• Development
• Unify actions towards
organizational outcomes
Transformational Empowerment: Personal Assessment: Underlying
Concepts
Concepts underlying personal theory of leadership
theory: beliefs, values, perceptions, models
• Adaptation and optimism: Childhood—family,
farm
• Transformational leadership model in nursing
• Change management surgical services, 2002-
present: Strong personalities, Involve team
• Change is crucial in Healthcare reform
• Majority of people are good and want to do the
right thing
Transformational
Empowerment:Plan for Testing and Validating
• Testing and Validation:• Questionnaire• Establish metrics • Evaluate sustainability
• Brooks McCabe: • Common interests• Crisis offers opportunity • Be able to argue opposing view• Make the idea theirs• Encourage innovation• Opponent today: Ally tomorrow• Uncover hidden motives
Transformational
Empowerment:Application of TE Leadership Model
Make good judgments and seize opportunities that help you sense and shape environment: competencies, style, and skills
• Application of TE Leadership Model in HealthcareoCompetency: Communication, Relationship
BuildingoStyle: Visionary, Charismatic, Confident, Fair,
FlexibleoSkills: Conflict Management, Negotiation,
Sense-making, Scanning, Framing
TRANSORMATIONALEMPOWERMENTMODELOFLEADERSHIPINHEALTHCARE
~INNOVATION~CHANGE~EMPOWERMENT~ENGAGEMENT~HEALTHYTEAMS~
OBSOLETE~STAGNANT~DYSFUNCTIONALLEADERSHIP~INFORMALLEADERS~CLIQUES
PATIENT· PatientFirst· PatientSatisfaction· ServiceExcellence· BestPractices· OptimalOutcomes· PatientSafety
· FocusedonSelf· CultureofFear· Errors· SafetyConcerns· Hostility· HorizontalViolence
PATIENT
EMPLOYEEEMPOWERMENT:
~PracticeCouncils~~SharedGovernance~~SharedLeadership~
REPULSION
ATTRACTION
INTERESTSBELOW
THELINE
INTERESTSABOVE
THELINE
SUPPORTSMISSION&VALUES:
· ContinuousImprovementinPatientQualityMetrics
· CostSavings· IncreasedEarnings· Efficiency
UNDERMINES
MISSION&VALUES:
· PoorPatientQualityIndicators
· Waste· RevenueLoss· Inefficiency
ENGAGEMENT
DIS-ENGAGEMENT
DIS-ENGAGEMENT
ENGAGEMENT
CONFLICTRESOLUTION
RESISTANCE&
OBJECTIONS
~Cliques~~PoorClinicalPractice~
:EmployeeDisengagement
OPPORTUNIYFOR
CHANGE
OPPORTUNITYFOR
CHANGE
References:
Amundsen, S., & Martinsen, Ø. L. (2014). Empowering leadership: Construct clarification, conceptualization, and validation of a new scale. Leadership Quarterly, 25(3), 487–511. doi:10.1016/j.leaqua.2013.11.009
Antonakis, J., Fenley, M., & Liechti, S. U. E. (2011). Can Charisma Be Taught ? Academy of Management Leraning & Education, 10(3), 374–396. doi:10.5465/amle.2010.0012
Avolio, B. J. (2004). Transformational Leadership and Organizational Commitment: Mediating Role of Psychological Empowerment and Moderating Role of Structural Distance. Journal of Organizational Behavior, 968(8), 951. doi:10.1002/job.283
Choi, J. (2006). A Motivational Theory of Charismatic Leadership: Envisioning, Empathy, and Empowerment. Journal of Leadership & Organizational Studies, 13(1), 24–43. doi:10.1177/10717919070130010501
Ford, Robert C., Fottler, M. D. (1995). Empowerment: A matter of degree. Academy of Management Executive, 9(3), 21–29. Retrieved from http://0-content.ebscohost.com.library.acaweb.org/ContentServer.asp?T=P&P=AN&K=9509210269&S=R&D=bth&EbscoContent=dGJyMNXb4kSepq84v%2BbwOLCmr02eqLBSr6a4S7SWxWXS&ContentCustomer=dGJyMPGutk6zqbJRuePfgeyx43zx
Higgs, M., & Rowland, D. (2011). What does it take to implement change successfully? A study of the behavior of successful change leaders. The Journal of Applied Behavioral Science, 47(3), 309–335. doi:10.1177/0021886311404556
Laschinger, H. K. S., Wong, C. a, Cummings, G. G., & Grau, A. L. (2014). Resonant Leadership and Workplace Empowerment : The Value of Positive Organizational Cultures in Reducing Workplace Incivility. Nursing Economic$, 32(1), 5–15, 44. Retrieved from http://www.ncbi.nlm.nih.gov/pubmed/24689153
Learning Guide: DEL Proagrm. (n.d.). University of Charleston.
References:
Martin, S. L., Liao, H., & Campbell, E. M. (2013). Directive versus empowering leadership: A field experiment comparing impacts on task proficiency and proactivity. Academy of Management Journal, 56(5), 1372–1395. doi:10.5465/amj.2011.0113
Maulding, W. S., Peters, G. B., Roberts, J., Leonard, E., & Sparkman, L. (2012). Emotional Intelligence and Resilience As Predictors of Leadership in School Administrators. Journal of Leadership Studies, 5(4), 20–30. doi:10.1002/jls
McGee, T. (2015). Leader Interview with Brooks McCabe. Charleston, WV.
Mehta, P., & Sharma, K. (2014). Leadership : Determinant of Women. SCMS Journal of Indian Management, April-June, 5–11.
Opposing Magnet Theory.pdf. (n.d.).
Rajotte, C. a. (1996). Empowerment as a leadership theory. The Kansas Nurse, 71(1), 1.
Spreitzer, G. M., Janasz, S. C. De, & Quinn, R. E. (1999). Empowered to lead: The role of psychological empowerment in leadership. Journal of Organizational Behaviour, 20(4), 511–526. doi:10.2307/3100387
Summers, S. (2013). Magnet status: What it is, what it is not, and what it could be. Retrieved from www.truthaboutnursing.org/faq/magnet.html
Wilder, R. S., & Guthmiller, J. M. (2014). Empowerment through mentorship and leadership. Journal of Evidence-Based Dental Practice, 14(SUPPL.), 222–226. doi:10.1016/j.jebdp.2014.04.006