team leadership behaviors
DESCRIPTION
Team Leadership Behaviors. Michael A. Rosen, PhD Assistant Professor, Armstrong Institute for Patient Safety and Quality, Department of Anesthesiology and Critical Care Medicine, Johns Hopkins University School of Medicine. Objectives. Define key leadership functions and behaviors. - PowerPoint PPT PresentationTRANSCRIPT
© The Johns Hopkins University and The Johns Hopkins Health System Corporation, 2011
Team Leadership Behaviors
Michael A. Rosen, PhDAssistant Professor, Armstrong Institute for Patient Safety and Quality, Department of Anesthesiology and Critical Care Medicine, Johns Hopkins University School of Medicine
Objectives
• Define key leadership functions and behaviors.
• Explain the concept of ‘shared leadership’ and its relationship to ‘role-based’ or formal leadership.
• Identify key leadership strategies for patient care teams, change management / project teams, and more broadly leading organizational change.
Agenda
• Rapid Fire Ideas: The best and worst leaders
• What is leadership for patient safety?– From frontline to improvement teams and beyond
• Leading patient care teams– Exploring leadership in frontline teams
• Leading change / improvement teams– Developing a team charter
Armstrong Institute for Patient Safety and Quality4
Rapid Fire Ideas: The best and worst leaders
• Think about teams you’ve been on.
• Who was the best leader (no names)?
• Who was the worst leader (please, no names)?
• What made them excel / less than excel?
The Armstrong Institute Model to Improve Care
Comprehensive Unit based Safety
Program (CUSP)
1. Educate staff on science of safety
2. Identify defects
3. Assign executive to adopt unit
4. Learn from one defect per quarter
5. Implement teamwork tools
Translating Evidence Into
Practice(TRiP)
1. Summarize the evidence in a checklist
2. Identify local barriers to implementation
3. Measure performance
4. Ensure all patients get the evidence
• Engage• Educate• Execute• Evaluate
Reducing Surgical Site Infections
• Emerging Evidence
• Local Opportunities to Improve
• Collaborative learning
Technical Work Adaptive Work
What is Team Leadership?
• “The [team leader’s] main job is to do, or get done, whatever is not being adequately handled for group needs.”1
• Four main functions of leadership:2
– Information search– Problem solving– Managing material resources– Managing personnel resources
1McGrath, 19622Fleischman et al., 1991
Team Leadership and Team Performance
• The quality of a team’s leadership is one of the strongest predictors of a team’s success.1
1Burke et al., 2006
10% of team performance 25% of team learning
Leading Teams in Different Contexts
Organizational change
Quality and safety improvement teams
Patient care teams
Armstrong Institute for Patient Safety and Quality9
What is shared leadership?
• Is leadership a trait or characteristic?• Is it the responsibility or role of one person?• Is it a set of functions shared among people?
Denis et al., 2012
Shared Pooled Spreading
Armstrong Institute for Patient Safety and Quality10
LEADING PATIENT CARE TEAMS
Armstrong Institute for Patient Safety and Quality11
Phases of Team Performance
Marks et al., 2001
Action• Executing a task
Transition• Preparing for &
reflecting on performance
Interpersonal• Managing
personal relationships
Armstrong Institute for Patient Safety and Quality12
Exploring leadership in patient care teams
• Find and review the Mapping and Defining Leadership in Your Team(s) worksheet.– Where are your strengths?– Where are your weaknesses?
Armstrong Institute for Patient Safety and Quality13
Transition phase leadership functions
• Select team members• Define vision• Establish expectations and goals• Structure and plan work • Train and develop team members• Facilitate sensemaking• Provide feedback
Morgeson et al., 2009
Armstrong Institute for Patient Safety and Quality14
Action phase leadership functions
• Monitor the team• Manage team boundaries• Challenge the team• Perform the task• Solve problems• Provide resources• Encourage team self-management• Support a healthy social climate
Armstrong Institute for Patient Safety and Quality15
LEADING QUALITY AND SAFETY IMPROVEMENT TEAMS
Five Conditions Leaders can Put in Place to Facilitate Teamwork
1. Ensure the team is a ‘real’ team2. Compelling direction3. Enabling structure4. Supportive organizational context5. Expert coaching
Hackman, 2002
Armstrong Institute for Patient Safety and Quality17
Developing a Team Charter
• Find and review the Building Your CUSP Team: Tips from the Science of Teams worksheet– What are your key team leadership strengths?– What are your key areas in need of
improvement?
References
• Burke, C.S., Stagl, K.C., Klein, C., Goodwin, G.F., Salas, E., & Halpin, S.M. (2006). What type of leadership behaviors are functional in teams?: A meta-analysis. The Leadership Quarterly, 17: 288-307.
• Fleishman, E.A., Mumford, M.D., Zaccaro, S.J., Levin, K.Y., et al. (1991). Taxonomic efforts in the description of leader behavior: A synthesis and functional interpretation. Leadership Quarterly, 4: 245-87.
• Hackman, J.R. (2002). Leading teams: Setting the stage for great performances. Boston, MA: HBS Press.
• Heifetz, R., Grashow, A., & Linsky, M. The theory behind the practice. The practice of adaptive leadership, Boston, MA: Harvard Business Press, 2009: 19.
• Pronovost, P.J. (2011). Navigating adaptive challenges in quality improvement. BMJ Qual Saf 20(7), 560-3.