Developing your leadership
and management style.
Making time for education and
training
Val Long
Learning and Development Facilitator
RCN Institute
Aim of Presentation

Developing your leadership style and
empowering others
 Finding the balance between leading &
managing: learning to delegate and supervise
 Maximising opportunities available for
education and training
 Supporting and developing staff through
coaching and mentoring
Leadership and
Management Style.
Why do they matter?
Leadership – is like beauty – you
know it when you see it.
Bennnis, 1989
LEADERSHIP – WHAT IS IT?
Leadership as a process whereby
an individual influences a group of
individuals to achieve a common
goal
Northouse P G (2001)
Difference between Leadership and Management
Andrew-Evan (1997)
Focus on the here and now
Managers
Leaders
Co-ordinate the day to day operations
to achieve a desired outcome
Forward looking and creative.
Have vision and direction – Direction is one
in which others are influenced to follow
Building and maintaining effective
relationships with other staff.
You can be appointed as a manager but
your appointment as a leader is not
complete until it is ratified in the hearts
and minds of your followers.
John Adair 1987
RCN Clinical Leadership
Programme 2006
Thinking of a leader
What was it (is it) about their style that
makes you think of them as a good
leader/manager.
Take a minute to think - then spend 2
minutes talking with your neighbour
about what characteristics you
identified
Nurses play a vital role in the
NHS:
…they will always be at the heart of shaping patient
experience and delivering care. Our ambition is to
ensure that the NHS delivers high quality care in all
aspects – an ambition that is impossible to achieve
without high quality nursing. Our aspiration, therefore,
is for the quality of nursing care in England to be
recognised as excellent, to continue to attract highly
motivated and talented individuals and to support
nurses in leadership roles at all levels in the NHS.
A High Quality Workforce,
NHS Next Stage Review, June 08
 The
ward manager role is critically
important, acting as the frontline
management role for the largest group
of staff in the NHS.
“it is the role and the commitment of
the 'local line leader' that is vital in
taking forward change”.
Senge, et al. (1999) The
Dance of Change.)
Nurse Leadership:being nice
is not enough (Hay Group 2006)
 Research
demonstrated drug errors are
40% lower in wards managed by
people who deploy a wider range of
leadership styles rather than using ‘one
size fits all’
The impact of ineffective leadership
on staff
A
principal cause of stress in the
workplace is the boss
 NHS staff have considerably higher
stress levels than other members of the
workforce
 Psychological well being of staff
impacts on care
 Stress impacts on care
Firth-Cozens J, Mowbray D (2001) Leadership and the quality of care Wall T D etal
(1997) Minor psychiatric disorder in NHS staff ; occupational and gender
differences. Br J of Psychiatry , 171:519-23
The Link Between Human Resources
Management and Patient Mortality in
Hospitals
 Appraisal
has the strongest relationship
with patient mortality
 The extent of team working in hospitals
is also strongly related to patient
mortality
 Sophistication of training policies is
linked to lower patient mortality
West, M. (2002) The Link Between HRM and
Mortality in Hospitals
Flexible and adaptive style
Hay’s Group’s Definitions of Leadership
Styles
Style
Directive
Visionary Affiliative
Participative Pacesetting
Primary Immediate
Objective compliance
Providing
long term
direction
and vision
Creating
Harmony
Building
commitment
and creating
new ideas
Accomplishin Long term
g tasks to high professional
standards
development of
others
When
the best
style
works
best
When
changes
require a
new
vision, or
when clear
direction is
needed
To heal rifts in
a tam or
motivate
people during
stressful
circumstances
To build buy
in or
consensus, or
to get input
from valuable
employees
To get quick
results from a
highly
motivated
and
competent
team
In a crisis, to
kick start a
turnaround
or with
problem
staff
Coaching
With employees
who are
motivated to
improve
performance or
develop long
term strengths
Situational – Blanchard and Hersey
LEADERSHIP BEHAVIOUR
Blanchard and Hersey characterised leadership style in terms of the amount
of direction and of support that the leader gives to his or her followers, and
so created a simple grid:
Directing
Leaders define the roles and tasks of the 'follower', and
supervise them closely. Decisions are made by the leader and
announced, so communication is largely one-way.
Coaching
Leaders still define roles and tasks, but seeks ideas and
suggestions from the follower. Decisions remain the leader's
prerogative, but communication is much more two-way.
Supporting
Leaders pass day-to-day decisions, such as task
allocation and processes, to the follower. The leader facilitates and
takes part in decisions, but control is with the follower.
Delegating
Leaders are still involved in decisions and problemsolving, but control is with the follower. The follower decides when
and how the leader will be involved.
Leadership development

What can you do?
 Who can help you?
 What kind of leader do you
want to be?
 Staying politically aware of
what is happening locally and
nationally
 Committing to developing
your followers
 Being persistent and believe
you can make a difference
Leadership
Qualities
Framework
Practical steps to enhance personal
effectiveness
 Make
time for reflection
 Find new challenges
 Emotional intelligence and ability to know
yourself
 Make choices - work/life balance
 Facilitate dialogue
 Support/mentoring/coaching
 Network/share,
both face to face or
online
 Find the right people
 Get feedback
 Leadership Styles
 Distribute leadership
 Develop others
 Ask for what you want - it ups the
chance of getting it.