“Transformational Empowerment” Leadership and Change Management

Concept

Presented by:

Traci McGee

University of Charleston

Doctor of Executive Leadership Program

April 1, 2015

Transformational Empowerment:

Overview

• DEL Program Outcome #2

• Leadership Concept Description

• Empirical Support of Concept

• Culture of Inquiry Rubrics

• Personal Assessment: Underlying Concepts

• Plan for Testing and Validating

• Application of TE Leadership Model

Transformational Empowerment:DEL Program Outcome #2

Goal: Develop own leadership

theory and apply to DEL Program

Outcome #2:

oSeize Opportunities and Bring

About Decisions

a) creative action

b) eliminate unvalued processes

Transformational

Empowerment: Leadership Concept Description

A Model for Transformational Empowerment:

achieve engagement & sustainability of

organizational change • strengthening individual identification and

involvement in the organization

The TE leader transfers influence to knowledge

workers with high autonomy, allowing them to make

decisions about daily activities

Transformational

Empowerment:Empirical Support of Concept

• Employee empowerment is individual motivation at work through delegation of responsibility & authority to lowest organizational level where a competent decision can be made (Amundsen & Martinsen, 2014).

• The behavior of a charismatic leader influences followers’ need for achievement, through three core components: envisioning, empathy, and empowerment (Choi, 2006).

• The process of empowerment is "directed autonomy" whereby frontline employees are assigned decision-making responsibility and for knowing how their performance fits the organization’s purpose and mission (Ford, Robert C., Fottler, 1995).

• The transformational model’s contexts are significant in achieving organizational change (Higgs & Rowland, 2011).

• Research links perceptions of leader humility to perceptions of transformational leadership, which in turn has been found to generate satisfaction with supervision, positive leader-member exchange relationship quality, and trust in leadership (Basford, Offermann, & Behrend, 2013).

Transformational Empowerment:

Culture of Inquiry Rubrics

Assemble, Align, Reconfigure

AssetsCRITERIA:

• View big picture • manage tension

• exploitation/exploration

• learning in organization

Relation to TE Concept:

• Balcony view

• Assemble, Align, Reconfigure to

motivate and engage

Leadership Development

RubricCRITERIA:

• Grounded: leadership theory

• Learning-leadership dev. practices

• Organizational outcomes and

context

• Assessment

Relation to TE Concept:

• Empowerment

• Development

• Unify actions towards

organizational outcomes

Transformational Empowerment: Personal Assessment: Underlying

Concepts

Concepts underlying personal theory of leadership

theory: beliefs, values, perceptions, models

• Adaptation and optimism: Childhood—family,

farm

• Transformational leadership model in nursing

• Change management surgical services, 2002-

present: Strong personalities, Involve team

• Change is crucial in Healthcare reform

• Majority of people are good and want to do the

right thing

Transformational

Empowerment:Plan for Testing and Validating

• Testing and Validation:• Questionnaire• Establish metrics • Evaluate sustainability

• Brooks McCabe: • Common interests• Crisis offers opportunity • Be able to argue opposing view• Make the idea theirs• Encourage innovation• Opponent today: Ally tomorrow• Uncover hidden motives

Transformational

Empowerment:Application of TE Leadership Model

Make good judgments and seize opportunities that help you sense and shape environment: competencies, style, and skills

• Application of TE Leadership Model in HealthcareoCompetency: Communication, Relationship

BuildingoStyle: Visionary, Charismatic, Confident, Fair,

FlexibleoSkills: Conflict Management, Negotiation,

Sense-making, Scanning, Framing

TRANSORMATIONALEMPOWERMENTMODELOFLEADERSHIPINHEALTHCARE

~INNOVATION~CHANGE~EMPOWERMENT~ENGAGEMENT~HEALTHYTEAMS~

OBSOLETE~STAGNANT~DYSFUNCTIONALLEADERSHIP~INFORMALLEADERS~CLIQUES

PATIENT· PatientFirst· PatientSatisfaction· ServiceExcellence· BestPractices· OptimalOutcomes· PatientSafety

· FocusedonSelf· CultureofFear· Errors· SafetyConcerns· Hostility· HorizontalViolence

PATIENT

EMPLOYEEEMPOWERMENT:

~PracticeCouncils~~SharedGovernance~~SharedLeadership~

REPULSION

ATTRACTION

INTERESTSBELOW

THELINE

INTERESTSABOVE

THELINE

SUPPORTSMISSION&VALUES:

· ContinuousImprovementinPatientQualityMetrics

· CostSavings· IncreasedEarnings· Efficiency

UNDERMINES

MISSION&VALUES:

· PoorPatientQualityIndicators

· Waste· RevenueLoss· Inefficiency

ENGAGEMENT

DIS-ENGAGEMENT

DIS-ENGAGEMENT

ENGAGEMENT

CONFLICTRESOLUTION

RESISTANCE&

OBJECTIONS

~Cliques~~PoorClinicalPractice~

:EmployeeDisengagement

OPPORTUNIYFOR

CHANGE

OPPORTUNITYFOR

CHANGE

References:

Amundsen, S., & Martinsen, Ø. L. (2014). Empowering leadership: Construct clarification, conceptualization, and validation of a new scale. Leadership Quarterly, 25(3), 487–511. doi:10.1016/j.leaqua.2013.11.009

Antonakis, J., Fenley, M., & Liechti, S. U. E. (2011). Can Charisma Be Taught ? Academy of Management Leraning & Education, 10(3), 374–396. doi:10.5465/amle.2010.0012

Avolio, B. J. (2004). Transformational Leadership and Organizational Commitment: Mediating Role of Psychological Empowerment and Moderating Role of Structural Distance. Journal of Organizational Behavior, 968(8), 951. doi:10.1002/job.283

Choi, J. (2006). A Motivational Theory of Charismatic Leadership: Envisioning, Empathy, and Empowerment. Journal of Leadership & Organizational Studies, 13(1), 24–43. doi:10.1177/10717919070130010501

Ford, Robert C., Fottler, M. D. (1995). Empowerment: A matter of degree. Academy of Management Executive, 9(3), 21–29. Retrieved from http://0-content.ebscohost.com.library.acaweb.org/ContentServer.asp?T=P&P=AN&K=9509210269&S=R&D=bth&EbscoContent=dGJyMNXb4kSepq84v%2BbwOLCmr02eqLBSr6a4S7SWxWXS&ContentCustomer=dGJyMPGutk6zqbJRuePfgeyx43zx

Higgs, M., & Rowland, D. (2011). What does it take to implement change successfully? A study of the behavior of successful change leaders. The Journal of Applied Behavioral Science, 47(3), 309–335. doi:10.1177/0021886311404556

Laschinger, H. K. S., Wong, C. a, Cummings, G. G., & Grau, A. L. (2014). Resonant Leadership and Workplace Empowerment : The Value of Positive Organizational Cultures in Reducing Workplace Incivility. Nursing Economic$, 32(1), 5–15, 44. Retrieved from http://www.ncbi.nlm.nih.gov/pubmed/24689153

Learning Guide: DEL Proagrm. (n.d.). University of Charleston.

References:

Martin, S. L., Liao, H., & Campbell, E. M. (2013). Directive versus empowering leadership: A field experiment comparing impacts on task proficiency and proactivity. Academy of Management Journal, 56(5), 1372–1395. doi:10.5465/amj.2011.0113

Maulding, W. S., Peters, G. B., Roberts, J., Leonard, E., & Sparkman, L. (2012). Emotional Intelligence and Resilience As Predictors of Leadership in School Administrators. Journal of Leadership Studies, 5(4), 20–30. doi:10.1002/jls

McGee, T. (2015). Leader Interview with Brooks McCabe. Charleston, WV.

Mehta, P., & Sharma, K. (2014). Leadership : Determinant of Women. SCMS Journal of Indian Management, April-June, 5–11.

Opposing Magnet Theory.pdf. (n.d.).

Rajotte, C. a. (1996). Empowerment as a leadership theory. The Kansas Nurse, 71(1), 1.

Spreitzer, G. M., Janasz, S. C. De, & Quinn, R. E. (1999). Empowered to lead: The role of psychological empowerment in leadership. Journal of Organizational Behaviour, 20(4), 511–526. doi:10.2307/3100387

Summers, S. (2013). Magnet status: What it is, what it is not, and what it could be. Retrieved from www.truthaboutnursing.org/faq/magnet.html

Wilder, R. S., & Guthmiller, J. M. (2014). Empowerment through mentorship and leadership. Journal of Evidence-Based Dental Practice, 14(SUPPL.), 222–226. doi:10.1016/j.jebdp.2014.04.006