Ambulance Leadership Forum 22 nd May 2013 Overview Brief overview of leadership theory and research and a c omment on social support Reawakening of interest in specific leader manager behaviour ID: 1029612
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1. Developing Effective Leaders in Ambulance ServicesAmbulance Leadership Forum22nd May 2013
2. OverviewBrief overview of leadership theory and research (and a comment on social support).Re-awakening of interest in (specific) leader / manager behaviour.Evidence from ongoing researchBrief look at interventions: SMBI and SBTFurther information and close
3. Theories & ApproachesTraitBehaviouralSituational (contingency)Holistic or ‘new wave’ approaches Leader-FollowerTransactional – transformationalAuthentic leadershipSupported by research on value of social support
4. Leadership & ManagementSame or different?Some say ‘different’ but ...Leadership roles are underpinned by management behaviour (e.g. motivating and supporting employees)Managers are frequently required to lead (e.g. to instill a sense of collective identity and shared direction amongst employees).
5. Definition A leader is someone who uses various behaviours and interaction styles to influence the thoughts and actions of others. (Sims, S., Faraj, P. & Yun, S. 2009, Business Horizons, 52, pages 149-152)
6. Relationship –Oriented BehaviourBehavioural theoriesConsiderationLeader-Member Exchange (LMX)Mutual respect, interpersonal trust, information sharing and opportunities for joint decision makingTransformational leadershipIndividualized consideration’ (delegation)Intellectual stimulation’ (freedom of thinking)Inspirational motivation’ (encouragement)Idealized influence (sharing success)Positive relationship linked with increased employee job satisfaction and organizational commitment, lower work stress and turnover intentions, greater perceived organizational justice and improved task performance
7. Emerging FocusIdentifying key leader / manager behaviours and designing organisational systems and processes to take account of them (e.g. selection, training and appraisal).
8. EvidenceTwo Trust-based well-being audits (454 and 633 participants)National project focusing on hazardous situations (e.g. HART, MTFA) (486 participants)
9. Specific BehavioursSUPPORTIVEUNSUPPORTIVE1.Listens7. Criticizes effort / performance2. Recognises a job well done8. Quick to blame others3. Makes clear what is expected9. Sets contradictory goals4. Shows interest in well-being5. Makes herself / himself available6. Encourages your point of viewWhich behaviour predicts ‘perceived fairness’, ‘climate for innovation and creativity’, ‘proactive safety culture’ and ‘withdrawal from patients’?
10. ImpactPerceived FairnessRecognitionQuick to blame (-ve)Criticizing effort (-ve)Innovation & CreativityAs above plus contradictory goals (-ve), clear expectations & encouraged to put across own point of viewSafety cultureAs perceived fairness plus clear expectationsBurnout related withdrawalContradictory goals (-ve)Encouraged to put across own point of viewAvailability
11. Specific BehavioursSUPPORTIVEUNSUPPORTIVEListensCriticizes your effort Recognises a job well doneQuick to blame othersTreats staff fairlySets unrealistic expectationsMakes clear what is expectedSets contradictory goalsDemonstrates interest in well-being‘Tells’ rather than listensMakes themselves availableEncourages your point of viewWilling to learn from othersActively encourages working togetherWhich behaviours predict capability, work engagement, well-being & resilience? ?
12. ImpactCapabilityEncouraged to put across own point of viewActively encouraged to work togetherDemonstrates interest in well-being EngagementAs above plus recognition of a job well doneWell-being Clear expectationsContradictory goals (-ve)Willingness to learnEncouraging working togetherTelling rather than listening (-ve)ResilienceBeing availableEncouraging working together
13. ApplicationSMBI (Supportive Manager Behaviour Index)Development of psychometric instrument360 assessmentSBTExperientialEvidence basedProblem-solving emphasis Realistic - real world scenariosRobust evaluation
14. Scenario Based TrainingTo increase awareness and importance of everyday manager behaviourTo allow managers to reflect on their own manager behaviour To see/consider how supportive manager behaviour manifests/applies in specific situationsTo reinforce supportive behaviourTo look for opportunities to demonstrate supportive manager behaviour To allow managers to develop a plan to action supportive behaviour in their own work situations
15. Thank You For further information please contact: tony@zealsolutions.co.uk