Today we will discuss Leadership: Present and Future. We will explore leadership theory, the type of leadership that I perceive myself to be and the future leader I will aspire to become. We will discuss characteristics of a leader. In addition, we will consider the changes that will be involved in the incorporation of new leadership styles.
At the completion of the presentation, you will be able to discuss the objectives listed.
Yukl, (2010) discusses the authentic leader as being one who is consistent in their performance, beliefs, and values. The authentic leader has a positive values as a base. Because the leader&apos;s base values are positive and they are consistent in their performance, these leaders are seen as trustworthy by others. They are aware of what they believe and are dependable in relation to their beliefs and actions. The performance of these leaders is done so as to advance the good of the environment and people rather than for self advancement. Yukl, (2010) continues in saying the genuineness and openness of the leader&apos;s relationships with others leads to followers. These followers will bond with the leader. Furthermore, the followers will develop and maintain similar beliefs and actions.
Yukl (2010) states the authentic leader has a significant impact on the followers. For example, the leader may gain their support regarding change or guide them to accept the process in place. Encouragement by the leader will instill confidence in the employee regarding their ability to accomplish the task or change. The enthusiastic, positive leader will provide a model for the employee to imitate. Furthermore, the employee and unit will engage in more open communication, socialization, and interaction as the employees model the exhibited behaviors of the authentic leader.
As the transformation occurs followers are created. Excitement is generated. Anticipation of the success is building. Positive employees are erupting. And, group accomplishments have facilitated bonding of the group (Yukl, 2010).
According to Yukl (2010), the premise of the authentic leader is believed to be formed by four different approaches. First, the individual has natural ability. Second, the leadership skills are evolved from personal experiences. Third, the authentic leader has a passionate interest and dedication in their role and sees their role as fulfillment of their identity. The final approach discussed is the individual has a strong desire to share the learned wisdom they have gained through their past experiences.
Yukl (2010) addresses Lewin&apos;s Change Theory to include three processes: unfreezing, changing, and refreezing. In consideration of the application of this theory the leader will need to determine the needed changes within the organization. The leader will need to go beyond their general circumference. As a leader you will need to open yourself for change. Develop your followers. Work in collaboration of all units and departments involved. The Healthcare Financial Management Association in their Spring/Summer 2010 Report discusses a case study. The CFO at this organization recognized the necessity of incorporating organizational culture change and the importance of collaboration among the departments throughout the organization. The reality of moving from medium standard organization to the desired extraordinary organization will require not just tools such as Six Sigma to be used, but also the adoption of culture change. The organization trained designated leaders to be Six Sigma experts. These experts worked on various performance improvement projects. One of the requirements for these leaders is to rotate working in various departments which will allow them to have a broader perspective on the processes of the entire organization. This case study points out the importance of designing the workforce assignments in a manner to allow collaboration and enhanced process improvement at this organization.
Yukl (2010) addresses Lewin&apos;s change process which is divided into three components: unfreezing, changing, and refreezing. The unfreezing stage requires the need to recognize the need for change. The second stage addresses the actual change process. The final stage involves the establishment of the change. The authentic leader will demonstrate genuine concern and care for the followers and will follow through the change process with consideration of the effects the change will have on the employees. Due to the trust the employees have of the leader they feel that the changes made will be done with consideration of the effects the change will have on them (Yukl, 2010).
According to Porter-O’Grady and Malloch (2007), the leader obtaining ongoing education is of upmost importance. Best care provided to the patients can only occur with highly trained and educated staff. Therefore, the leader is to ensure the culture of the organization supports ongoing education. The leader can support the staff’s learning by setting the example of being a learner. The excitement demonstrated by the leader regarding ongoing learning can be motivating. Ensure that budgets reflect education opportunity. Furthermore, monitor performance improvement trends to demonstrate the positive effects of education.
Measurement of emotional intelligence has been utilized by some groups to determine the individual’s level of intelligence (McShane & Von Glinow, 2010). The fact that emotional intelligence has great bearing on the effectiveness of the leader has been determined. The future nurse leader will need to continue to develop their abilities to detect the emotions of others and use the understanding of emotions to capture the greatest benefits toward productivity of self and groups. The understanding and interpretation of the varying degrees of others emotions is a factor. The leaders ability to detect the variation will allow them to detect the specific affect of others. In addition, the development of leaders ability to manage their emotions and the emotions of others, whether positive or negative, to generate productivity is an asset. The authentic leader is concerned about others and how the organizational changes affects them. The use of emotional intelligence by the authentic leader will assist the leader to interpret the spoken and unspoken concerns of others. As the authentic leader interacts, socializes, and bonds with other individuals the use of emotional intelligence will assist with their ability to connect.
According to American Nurses Association ([ANA], 2009), the organization supports the concept that health care is a fundamental human right. With this in mind, we can understand why the organization strongly supported health care reform. With emphasis placed on prevention, nurses can contribute greatly to the holistic approach toward patient care. The belief of ANA is that we, as nurses, have the ability to form policy regarding health care that can be in the best interest of the patient and our profession.
Porter-O’Grady and Malloch (2007) state the value of health care is not just about resources, but includes correct interventions and satisfaction of the patients and families.
Hackman (2010) in her article discussed a recent GALLUP study performed by conducting 1,504 phone conferences with “opinion leaders”. The study revealed the opinion leaders felt that the government (75%) and administrators of insurance companies (56%) will have the most influence on future healthcare. However, nurses are felt to be the future leaders in the pursuit of patient care quality. The nurse leader must focus his or her leadership role in a direction which will make significant impacts on the outcome of the patient’s care. The recommendations from this study group addressed that nurses should be more proactive in making their voices heard in relation to healthcare policy development. Nurses should recognize the valuable contribution they can make. And, nurses should be held accountable for not only the bedside care of the patient, but also for the leadership influence towards health care changes. Just as previously discussed regarding the importance of collaboration within the health care systems, the nurse leader has a responsibility to recognize the significant impact they have within the healthcare organization and boldly step from the nursing department to blend with other key leaders. Together with teamwork more can be accomplished.
Consideration of the outcome of the practice performed is the focus rather than just the fact that the task was done well (Porter-O’Grady & Malloch, 2007). The nurse leader is to be focused on the systems approach to evidence-based practice rather than just the nursing aspect. The joining efforts will ensure best care is given. The nurse leader needs to be capable of retrieving current information. Today with the use of technology the abundance of information is overwhelming. As leaders staying abreast of trends and acceptable practices will enable us to lead with knowledge and by example. Be a visionary for your organization.
Leadership: Present andLeadership: Present and
Marcia Kay JonesMarcia Kay Jones
NSG 692NSG 692
The University of Southern MississippiThe University of Southern Mississippi
Dr. Sandra BishopDr. Sandra Bishop
• State the characteristics of an Authentic LeaderState the characteristics of an Authentic Leader
• Explain the transformation that can occur as theExplain the transformation that can occur as the
result of authentic leadership.result of authentic leadership.
• Discuss the Change Process TheoryDiscuss the Change Process Theory
• Describe the process a leader would use toDescribe the process a leader would use to
generate change within the organizationgenerate change within the organization
• Explain six characteristics of the present andExplain six characteristics of the present and
future leaderfuture leader
Authentic LeaderAuthentic Leader
• Aware of self and personal valuesAware of self and personal values
• Base values are established and are positiveBase values are established and are positive
• Demonstrates emotional maturityDemonstrates emotional maturity
• Actions = ValuesActions = Values
(Yukl, 2010)(Yukl, 2010)
Leader’s Impact on FollowersLeader’s Impact on Followers
• Gains support toward the processGains support toward the process
• Instills confidence in their ability to engage inInstills confidence in their ability to engage in
new adventures or changenew adventures or change
• Provides model for imitationProvides model for imitation
• Increases socialization among leader and staffIncreases socialization among leader and staff
(Yukl, 2010)(Yukl, 2010)
Transformation OccursTransformation Occurs
• Followers are influencedFollowers are influenced
• Excitement is cultivatedExcitement is cultivated
• Anticipated success is presentAnticipated success is present
• Positive experience is expectedPositive experience is expected
• Group accomplishmentsGroup accomplishments
(Yukl, 2010)(Yukl, 2010)
Premise of Authentic LeadersPremise of Authentic Leaders
The LeaderThe Leader
• Natural ability to leadNatural ability to lead
• Evolved from personal experiencesEvolved from personal experiences
• Focus is on personal interest or dedicationFocus is on personal interest or dedication
• Desire to share learned wisdom from pastDesire to share learned wisdom from past
(Yukl, 2010)(Yukl, 2010)
Change ProcessChange Process
• Determine needed changes within the organizationDetermine needed changes within the organization
• Go beyond your general circumferenceGo beyond your general circumference
• Open yourself for changeOpen yourself for change
• Develop followersDevelop followers
• CollaborationCollaboration (Yukl 2010)(Yukl 2010)
The reality of moving from medium standard organization toThe reality of moving from medium standard organization to
the desired extraordinary organization will require not just toolsthe desired extraordinary organization will require not just tools
such as Six Sigma to be used, but also the adoption of culturesuch as Six Sigma to be used, but also the adoption of culture
changechange (Healthcare Financial Management Association, 2010).(Healthcare Financial Management Association, 2010).
Change Process TheoryChange Process Theory
Theorist: Kurt LewinTheorist: Kurt Lewin
(Yukl, 2010)(Yukl, 2010)
Focus of the Future LeaderFocus of the Future Leader
The future leader will ensureThe future leader will ensure
continuous learning for themselvescontinuous learning for themselves
and their employees.and their employees.
The leader obtaining ongoing education is of upmostThe leader obtaining ongoing education is of upmost
importance (Porter-O’Grady & Malloch, 2007).importance (Porter-O’Grady & Malloch, 2007).
Emotional IntelligenceEmotional Intelligence
Continued development and use ofContinued development and use of
emotional intelligence will advance theemotional intelligence will advance the
leader of the future.leader of the future.
Measurement of emotional intelligence has been used toMeasurement of emotional intelligence has been used to
determine a person’s level of intelligence (McShane & Vondetermine a person’s level of intelligence (McShane & Von
Glinow, 2010).Glinow, 2010).
Nursing leaders will continue to beNursing leaders will continue to be
advocates for present and futureadvocates for present and future
healthcare reform changes.healthcare reform changes.
(ANA, 2009)(ANA, 2009)
Dedicated dutyDedicated duty
Future leaders will work continuouslyFuture leaders will work continuously
toward process improvement andtoward process improvement and
implementation of best practices.implementation of best practices.
The value of health care is not just about resources, butThe value of health care is not just about resources, but
includes correct interventions and satisfaction of the patients andincludes correct interventions and satisfaction of the patients and
families (Porter O’Grady & Malloch, 2007).families (Porter O’Grady & Malloch, 2007).
Excellence SeekerExcellence Seeker
The Nurse Leader will be a key componentThe Nurse Leader will be a key component
in organizations striving to achieve excellence inin organizations striving to achieve excellence in
patient care services.patient care services.
Study revealedStudy revealed nurses should be more proactive in makingnurses should be more proactive in making
their voices heard in relation to healthcare policy developmenttheir voices heard in relation to healthcare policy development
(Hackman, 2010).(Hackman, 2010).
The Nurse Leader will function toThe Nurse Leader will function to
incorporate evidence-based nursingincorporate evidence-based nursing
practices at the bedside of the patient.practices at the bedside of the patient.
Consideration of the outcome of the practice performed isConsideration of the outcome of the practice performed is
the focus rather than just the fact that the task was done wellthe focus rather than just the fact that the task was done well
(Porter-O’Grady & Malloch, 2007).(Porter-O’Grady & Malloch, 2007).
• American Nurses Association (2009). Frequently asked questions: ANA’sAmerican Nurses Association (2009). Frequently asked questions: ANA’s
positions and advocacy on the healthcare reform. Retrieved frompositions and advocacy on the healthcare reform. Retrieved from
• Hackman, D. (2010, May, June, July). CEO Corner. The nurses’ influence onHackman, D. (2010, May, June, July). CEO Corner. The nurses’ influence on
healthsystem reform.healthsystem reform. Georgia NursingGeorgia Nursing,, 7070(2), 3. Retrieved from(2), 3. Retrieved from
• Healthcare Financial Management Association, Leadership: BreakthroughHealthcare Financial Management Association, Leadership: Breakthrough
Business Management in Health Care. (2010).Business Management in Health Care. (2010). Creating a Culture of CollaborationCreating a Culture of Collaboration..
Westchester, IL: HFMA Learning Solutions, Inc.Westchester, IL: HFMA Learning Solutions, Inc.
References (con’t)References (con’t)
• McShane, S.L., & Von Glinow, M.A. (2010).McShane, S.L., & Von Glinow, M.A. (2010). Organizational behavior emergingOrganizational behavior emerging
knowledge and practice for real worldknowledge and practice for real world (5th ed(5th ed).). New York, NY:New York, NY: McGraw-Hill/IrwinMcGraw-Hill/Irwin
• Porter-O’Grady, T., & Malloch, K. (2007).Porter-O’Grady, T., & Malloch, K. (2007). Quantum leadership: A resource forQuantum leadership: A resource for
healthcare innovationhealthcare innovation (2nd ed.). Sudbury, MA: Jones and Bartlett Publishers(2nd ed.). Sudbury, MA: Jones and Bartlett Publishers..
• Yukl, G. (2010).Yukl, G. (2010). Leadership in organizationsLeadership in organizations (7th ed.). Upper Saddle River, NJ:(7th ed.). Upper Saddle River, NJ:
Prentice Hall.Prentice Hall.