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Appreciating Complexity Leadership

Explore the unconventional path and disruptive perspectives of Denise Foster, a military veteran and positive deviant, as she shares her background, foreground, and the qualities of a great nurse leader. Learn about leadership competencies, styles, values, purposeful mentoring, and strategic succession planning for success. Discover how to transition from hierarchical to collaborative models, implement appreciative inquiry, and measure outcomes. Embrace relationship-centered leadership, leading from within, and being a catalyst for change in complex healthcare environments.

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Appreciating Complexity Leadership

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  1. Appreciating Complexity Leadership Denise Foster, DNP, RN, PHN, NE-BC

  2. My Perspective Background Foreground Unconventional path Disruptor Positive deviant • Military background • Working class/low income • Mixed-faith/mixed culture

  3. What makes a great nurse leader?

  4. “A leader is one who knows the way, goes the way, and shows the way.” – John C. Maxwell “Management is doing things right; leadership is doing the right things.” -Peter Drucker “A leader takes people where they want to go. A great leader takes people where they don't necessarily want to go, but ought to be. -Rosalynn Carter

  5. Solman, 2017

  6. How to grow a great leader • Leadership competency • Leadership styles • Leadership values • Purposeful mentoring • Strategic succession planning • Structure the role for success https://www.youtube.com/watch?v=YPrTF0zQDwU

  7. Introduction to the Problem • Organizations need to learn, adapt and be flexible (Senge, 2006; Yoder-Wise, 2015) • Learning Organizations are more innovative and successful (Dias & Escoval, 2015; Senge, 2006) • 20th century management practices are no longer relevant (Lichtenstein, Uhl-Bien, Marion, Seers & Orton, 2006)

  8. Purpose Learning Collaborative Institutional Hierarchical (The Canadian Institute of Cultural Affairs [ICA], 2002)

  9. Implementation • Appreciative Inquiry (Cooperrider, Whitney & Stavros, 2008) • Mixed-methods Approach • Convenience sampling • Secondary data

  10. Measures: Quantitative

  11. Appreciating the Journey • Discovery: Where does the Collaborative Phase occur now (current)? • Dream: How do we transition from the Institutional to the Collaborative Phase (future)? (Cooperrider et al., 2008) (Canstockphoto.com, 2016)

  12. Measures-Qualitative • 7-step deductive content analysis (Mayring, 2014) • Three categories and three subcategories: • Relationship-centered leadership • Transparency • Leading versus managing • Self-efficacy • Change and innovation • Structure is valued (Kegan & Lahey, 2009)

  13. Outcomes • Complexity leadership practices • Relationship-centered leadership • Leading from Within • Catalyst for Creativity

  14. Relationship-centered Leadership • Builds trusting, collaborative relationships with others • Welcome and acknowledge others to engage in relationships • Engages in informal and formal processes of giving and seeking feedback. • Demonstrates inclusiveness

  15. Relationship-centered Leadership • Speak the truth and listen to the truths of others • Engages in normative conflict and resolution practices that enhance well-being and promote desired outcomes • Acts as a catalyst for compassion through a commitment to caring for others

  16. Leading from Within • Creates a personal vision • Activates autonomous motivation • Develops an internal locus of control • Leverages strengths to mediate weaknesses

  17. Leading from Within • Demonstrates self-awareness of, and self-management, in controlling emotions • Generates creativity by participating in shared decision-making • Practices self-care

  18. Catalyst for Change • Monitors internal and external changes and identifies emerging threats and opportunities • Evaluates the synergy of various points of data, including quantitative and qualitative, to determine goals and measure outcomes • Identifies relevant strategies, decisions, and actions for responding to internal and external changes

  19. Catalyst for Change • Articulates an appealing vision of the likely benefits from proposed changes that influence championing behaviors • Builds optimism for a new strategy but balances it with the recognition that change will not be easy • Identifies reasons for resistance to change and seeks to engage opponents as change agents • Navigates the overlapping or unclear boundaries that contribute to dynamic change in a complex adaptive system

  20. Catalyst for Change • Monitor progress for the effects of major changes and make any necessary adjustments • Keep people informed about the progress of change • Uses information about the outcomes of strategic decisions to refine mental models

  21. Defining Moments Noun: defining moment; plural noun: defining moments an event which typifies or determines all subsequent related occurrences. Google dictionary, 2019 Bleich, 2015

  22. Early Career

  23. Relationship-centered leadership • Speak the truth and listen to the truths of others • Engages in normative conflict and resolution practices that enhance well-being and promote desired outcomes • Leading from within • Creates a personal vision • Generates creativity by participating in shared decision-making • Catalyst for change • Articulates an appealing vision of the likely benefits from proposed changes that influence championing behaviors • Keep people informed about the progress of change

  24. Mid-career

  25. Relationship centered-leadership • Builds trusting, collaborative relationships with others • Demonstrates inclusiveness • Leading from within • Demonstrates self-awareness of, and self-management, in controlling emotions • Generates creativity by participating in shared decision-making • Catalyst for change • Monitors internal and external changes and identifies emerging threats and opportunities • Builds optimism for a new strategy but balances it with the recognition that change will not be easy • Identifies reasons for resistance to change and seeks to engage opponents as change agents

  26. Seasoned Leader

  27. Relationship-centered leadership • Welcome and acknowledge others to engage in relationships • Engages in informal and formal processes of giving and seeking feedback. • Demonstrates inclusiveness • Leading from within • Leverages strengths to mediate weaknesses • Demonstrates self-awareness of, and self-management, in controlling emotions • Generates creativity by participating in shared decision-making • Catalyst for Change • Navigates the overlapping or unclear boundaries that contribute to dynamic change in a complex adaptive system • Monitor progress for the effects of major changes and make any necessary adjustments • Keep people informed about the progress of change

  28. So remember to look up at the stars and not down at your feet. Try to make sense of what you see and wonders what makes and a universe exist. Be curious! Stephen Hawking

  29. References • American Organization of Nurse Executives. (2013). Salary and compensation study for nurse leaders (2013 ed.). Retrieved from http://www.aone.org/resources/member/SalarySurvey/AONE_SCS_2013.pdf • Benner, P. (2001). Novice to expert. Excellence and power in clinical nursing practice. Upper Saddle River, N.J.: Prentice Hall Health. • Bleich, M. R. (2015). Defining moments in leadership character development. The Journal of Continuing Education in Nursing, 46(6), 247-249. doi:http://dx.doi.org.contentproxy.phoenix.edu/10.3928/00220124-20150518-14 • Can Stock Photo. (2016). Stock photo images [Image file]. Retrieved from www.canstockphoto.com • Cooperrider, D. L., Whitney, D., & Stavros, J. M. (2008). Appreciative Inquiry handbook for leaders of change (2nd ed.) [Kindle book]. Retrieved from Amazon.com • Fennimore, L. & Wolf, G. (2011). Nurse manager leadership development: Leveraging the evidence and system-level support. Journal of Nursing Administration, 41(5), 204-210. doi:10.1097/NNA.0b013e3182171aff • Institute of Medicine. (2011). The future of nursing; leading change, advancing health. Washington, D.C.: The Academies of Science

  30. References • Kegan, R., & Lahey, L. L. (2009). Immunity to change: how to overcome it and unlock the potential in yourself and your organization [Kindle book]. Retrieved from Amazon.com • Lichtenstein, B. B., Uhl-Bien, M., Marion, R., Seers, A., & Orton, J. D. (2006). Complexity leadership: an interactive perspective on leading in complex adaptive systems. Emergence, Complexity and Organization, 8(4), 2-12. Retrieved from http://digitalcommons.unl.edu/cgi/viewcontent.cgi?article=1007&context=managementfacpub • Mayring. (2014). Mayring, P. (2014). Qualitative content analysis. Theoretical foundation, basic procedures and software solution [Adobe Digital Editions version]. Retrieved from http://www.psychopen.eu/fileadmin/user_upload/books/mayring/ssoar-2014-mayring-Qualitative_content_analysis_theoretical_foundation.pdf • Practice. (2016). Merriam-Webster Dictionary. Retrieved from http://www.merriam-webster.com/dictionary/practice

  31. References • Roland, D. (2016, October 14). Why leadership development is not developing leaders. Harvard Business Review [Online journal]. Retrieved from https://hbr.org/2016/10/why-leadership-development-isnt-developing-leaders • Senge, P. M. (2006). The fifth discipline: The art & practice of the learning organization [Kindle book]. Retrieved from Amazon.com • World Economic Forum. 2016. The future of jobs employment, skills and workforce strategy for the fourth industrial revolution, global challenge insight report. • The Canadian Institute of Cultural Affairs. (2002). Mapping the organizational journey [PDF file}. Retrieved from http://icaassociates.ca/new_course_detail.php?id=230 • Wheatley, M. J. (2006). Leadership and the new science: discovering order in a chaotic world (3rd ed.) [Kindle book]. Retrieved from Amazon.com

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