UNIT 1.2 LEADERSHIP SKILLS - Effective leadership skills

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Effective Leadership Skills


(Lecture 2 hour, Tutorial 1 hour, Practical 4hours)





JULIE JAMES ABDULLAH

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1. Leadership Skills:



Effective communication




Planning




Time management



Facilitation
Learning



Coaching
Outline Problem solving







Decision making



Risk management




Conflict Management



Delegation

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2. Qualities of a good leader



Self confidence



Sacrifice for the benefit of members



Good communication skills




Be exemplary

Learning Likes working in groups





Outline Hard working



Respectful




Fair to others



Creative



Open minded




Trustworthy

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1. Discuss qualities of a


good leader in health care

delivery.



2. Demonstrate leadership
Learning Outcome skills continuum with




leaders behavior.

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Introduction on Effective Leadership Skills

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• All paramedics, regardless of their

positions, must develop leadership


skills with an emphasis on


➢effective decision making


➢initiating and maintaining

Introduction on effective working relationships



➢using respectful
Effective Leadership communication




Skills ➢collaborating on

interprofessional and intra-

professional teams


➢coordinating care effectively



➢developing delegation skills

and conflict resolution


strategies

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• Leadership and management, in fact,

are not interchangeable.







➢In the best scenario, a manager is a

true and effective leader; however,

Introduction on an excellent leader may not have any


management responsibilities within

Effective Leadership an organization.




Skills ➢Although there are many similarities



between leadership and

management, both involve the

direction and influence of others,

and both entail the accomplishing of


tasks and goals of an organization—

there are significant differences.

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Leadership is a process of


influencing others through


effective relationship skills,

whereas management is a


formal position with specific
Introduction on functions.





Effective Leadership




Skills


Ideally, a nurse / paramedic


can be both a leader and a

manager simultaneously.

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Introduction on Leadership





Leadership definition








“is one of the most observed and least understood phenomena on


earth”








“is an influence relationship among leaders and followers who intend

real changes and outcomes that reflect their shared purposes”

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What Leadership Involves

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Leadership Skills

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Effective Communication







• Communication is a key aspect of teamwork and collaboration.








• It involves communicating with patients, families and other


healthcare professionals by using effective techniques and tools.








• Communication, whether verbal or nonverbal, should be sensitive,


responsive, understandable and, most importantly, effective.

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Effective Communication







• Effective communication is accurate and timely and enhances quality of care.







• Additionally, effective communication requires listening actively, encouraging

input from others, and respecting opinions of all team members.








• There is a critical link between effective communication and patient safety.

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• All aspects of patient care hinge on how

health-care professionals, patients, and

families interpret available information







• Interprofessional and intra-professional
Effective team members make health-care decisions



based on information communicated
Communication among all team members with input from


patients and their families.







• Miscommunication and gaps in


communication can jeopardize patient

safety.

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• Communication errors also the leading

cause of medical errors.







• Paramedics need to create an
Effective atmosphere in which patients and their



families feel valued, like an important
Communication part of the health-care team, and



comfortable sharing personal

information. This will be achieve from a

good communication skills.

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GOOD Communication OUTPUT
COMMUNICATION






No
1 Listening Actively Misinterpretation 1














Encouraging input
2 Patient Safety 2
from others











Patients and


3 Respecting opinions their families 3
of all team members feel valued

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• Planning is the development of an


individualized plan in partnership with

members of the health-care team and the

appropriate stakeholders.







Planning • The plan is prioritized and includes a

timeline.







• Nurse / paramedic leaders and managers


design the plan by considering the current

statutes, rules, regulations, and standards

and by integrating best practices.

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• Comparison of Nursing Process and Decision

Making







• Planning is the nursing process, and


Decision making is the Develop and

Planning implement a plan of action







• Example situation is Short Staffing :


➢the nurse leader and manager develops

a staffing plan that identifies strategies

to achieve the expected outcome of safe

staffing.

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• A SWOT analysis is a tool

frequently used in marketing and

organizational strategic planning.








• However, it can also be very
Planning useful in decision making for



nurses / paramedic.







• SWOT stands for Strengths,

Weaknesses, Opportunities, and


Threats.

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SWOT analyses,

and provide


strategic


direction for


their

department and


units (American


Organization of


Nurse Executives


[AONE], 2011).

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• Health care is becoming more complex, and

along with increased complexity comes the

growing problem of medical errors.







• A medical error as “the failure of a planned
action to be completed as intended or the use of


a wrong plan to achieve an aim (i.e., error in
Planning planning)” (Kohn, Corrigan & Donaldson, 2000).








• An injury to a patient caused by medical

management rather than the patient’s

underlying condition is called an adverse event

or a patient safety event (The Joint Commission

[TJC], 2016a), and most of these events are

preventable.

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Planning example







PROMOTION OF PATIENT SAFETY AND QUALITY CARE

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• another part of the planning process is

short-term planning.






• This operational planning focuses on

achieving specific tasks.




Time • Short-term plans involve a period of 1



hour to 3 years and are usually less
management complex than strategic or long-range


plans.






• Short-term planning may be done

annually, quarterly, monthly, weekly,

daily, or even hourly.

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Leadership



Roles and


Management



Functions in


Time



Management

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• Time management can be defined as

making optimal use of available time.






• Suggested that it is not time that is

managed in time management; rather it is a

Time management of self (Manage time with
tips, 2009).



management ➢there is always enough time to
accomplish priorities if we can identify

them and then do what we know must
be done.


➢although some people seem to be

“naturals” with time management, the

skill is learned and improves with

practice.

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The three



basic steps in



time



management

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• A leader also a facilitator








• Facilitation skills are the abilities you


use to provide opportunities and


resources to a group of people that
Facilitation enable them to make progress and




succeed.



➢Some examples include being

prepared, setting guidelines, being


flexible, active listening and


managing time.

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• Coaching as a means to develop and train

employees is a teaching strategy rather

than a learning theory.


• Coaching is one of the most important

tools for empowering subordinates,

changing behavior, and developing a


cohesive team.
Coaching • It is perhaps the most difficult role for a




manager to master.



• Coaching is one person helping the other

to reach an optimum level performance.


• The emphasis is always on assisting the

employee to recognize greater options, to

clarify statements, and to grow.

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• Coaching may be long term or short


term. Short-term coaching is

effective as a teaching tool, for


assisting with socialization, and for


dealing with short-term problems.


Coaching




• Long-term coaching as a tool for


career management and in dealing

with disciplinary problems is


different

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The following tactics will assist managers in

becoming more effective coaches:





1. Be specific, not general, in describing behavior

that needs improvement.


2. Be descriptive, not evaluative, when
describing what was wrong with the work

performance.
Coaching 3. Be certain that the feedback is not self-serving



but meets the needs of the employee.


4. Direct the feedback toward behavior that can
be changed.


5. Use sensitivity in timing the feedback.


6. Make sure that the employee has clearly

understood the feedback and that the
employee’s communication has also been

clearly heard.

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• Problem solving is part of decision
making and is a systematic process that

focuses on analyzing a difficult

situation.


• Problem solving always includes a

decision-making step.
Problem • Decision making is the last step in the



problem-solving process, it is possible
solving for decision making to occur without


the full analysis required in problem

solving.

➢problem solving attempts to identify

the root problem in situations, much
time and energy are spent on

identifying the real problem.

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Decision-making occurs for 7 steps that a

leader should have done to answer any


problem


1. Identify the problem.



Problem 2. Gather data to analyze the causes and

consequences of the problem.


solving 3. Explore alternative solutions.



4. Evaluate the alternatives.


5. Select the appropriate solution.



6. Implement the solution.


7. Evaluate the results.

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In managerial decision-making models


or rational decision-making models

have 6 steps (problem-solving process)



1. Determine the decision and the


desired outcome (set objectives).
Problem 2. Research and identify options.





solving 3. Compare and contrast these options



and their consequences.



4. Make a decision.



5. Implement an action plan.



6. Evaluate results.

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• Decision making is a complex, cognitive

process often defined as choosing a


particular course of action.






• Encarta World English Dictionary (2009a)
Decision defines decision making as “the process


of making choices or reaching

making conclusions”







• Decision making is usually triggered by a


problem but is often handled in a

manner that does not focus on

eliminating the underlying problem.

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• The decision has been made


not to problem solve.







Decision making ➢This alternative may be


selected because of a


lack of energy, time, or


resources to solve the


real problem.

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Example



• Assume that a nursing supervisor has a staff

nurse who has been absent a great deal over

the last 3 months. Normally, the supervisor

would feel compelled to intervene.


Decision


• However, the supervisor has reliable

making information that the nurse will be resigning

soon to return to school in another state.






• Because the problem will soon no longer

exist, the supervisor decides that the time

and energy needed to correct the problem

are not warranted.

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• As the example given in decision


making, the supervisor actually


taking a risk by assuming the


nurse will be resigning.
Risk





management • This situation is a risk



management. The supervisor try

to eliminate or to focus more on


other crucial situation rather


than focus on punishment.

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• conflict was considered to be an indication

of poor organizational management, was

deemed destructive, and was avoided at

all costs.


• Too little conflict results in organizational

stasis. Too much conflict reduces the

organization’s effectiveness and
Conflict eventually immobilizes its employees



• Conflict also has a qualitative nature. A
Management person may be totally overwhelmed in

one conflict situation yet can handle

several simultaneous conflicts at a later

time.


• The difference is in the quality or

significance of that conflict to the person

experiencing it.

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• Although quantitative and

qualitative conflicts produce


distress at the time they occur,

they can lead to growth, energy,

and creativity by generating new


Conflict ideas and solutions.





Management • If handled inappropriately,



quantitative and qualitative


conflicts can lead to

demoralization, decreased

motivation, and lowered


productivity.

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Conflict




Management








The relationship between

organizational conflict and

effectiveness.

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• Delegation can be defined simply

as getting work done through


others or as directing the

performance of one or more

people to accomplish

organizational goals.
Delegation





• Huston (2009) defines delegation


as giving someone else the

authority to complete a task or

action on your behalf.

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LEADERSHIP ROLES

1. Functions as a role model, supporter, and resource person
Leadership in delegating tasks to subordinates


2. Encourages followers to use delegation as a time

Roles 3. management strategy and team-building tool

Assists followers in identifying situations appropriate for
delegation
Functions 4. Communicates clearly and assertively in delegating tasks



5. Maintains patient safety as a minimum criterion in
Associated determining the most appropriate person to carry out a
delegated task


With 6. Is an informed and active participant in the development
of local, state, and national guidelines for NAP scope of
practice


Delegation 7. Is sensitive to how cultural phenomena affect transcultural
delegation

8. Uses delegation as a means for stretching and
empowering workers to learn new skills and be successful

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• Plan ahead.



• Identify necessary skill and education

levels to complete the delegated task.


Strategies for • Select capable personnel.



• Communicate goals clearly.
Successful • Empower the delegate.





Delegation • Set deadlines and monitor progress.



• Monitor the role and provide guidance.



• Evaluate performance.


• Reward accomplishment.

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Qualities Of A Good Leader

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01














Self confidence






Not over-confidence

(which leads to arrogance),


but with self-confidence


which people know

whether you have or have


not got it

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02














Sacrifice for the





benefit of members






Leaders’ willingness to engage in self-


sacrifice, which is a unique behavior

to promote group welfare as it entails


personal costs or risks, will be


influenced by the extent to which

they feel that they belong

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02













Sacrifice for the





benefit of members






When a leader experiences a sense of

belonging towards his/her group, this leader


should feel more alignment with the interests


of his/her group and be more motivated to

take on personal costs or risks to promote


the interests of the group and its members

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03













Good




communication





skills






This skill is crucial for


delivering information for

understanding between


the team members.

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04
















Be exemplary






Leaders bring passion into

work. Their pursuit of goals


and objectives is imbued with


optimism.





Exceptional leaders make

team member want to work


both harder and smarter.

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04
















Be exemplary






Because they are passionate and

infuse everything they do with a


sense of purpose, making it a


part of a greater goal, we are

eager to participate.