QUANTUM LEADERSHIP “Regional Directors Discussion Panel” LEADERSHIP SUMMIT CHI ETA PHI SORORITY, INCORPORATED ATLANTA, GEORGIA AUGUST 19, 2022
Approval Statement of Provider Awarding Continuing Nursing Education Credits • Chi Eta Phi Sorority, Inc. is an approved provider of nursing continuing professional development by the DISCLOSURE AND INFORMATIONCOMPLETION
American Nurses Credentialing Center’s Commission on Accreditation. Completion of this program will award 1.5 continuing nursing education (CNE) credits. Approval Statement of Provider Awarding Continuing Nursing Education Credits
Criteria for Awarding Nursing Continuing Professional Development Credits: As an attendee, to receive the nursing continuing professional development credits, you must comply with the following:
1) Be registered for the Summit and remain for 90% of each presentation. 2) Complete and submit the presentation evaluation form no later than September 2, 2022. Criteria for Awarding Nursing Continuing Professional Development Credits:
Presence or Absence of Conflicts of Interest: The speakers and the members of the planning committee have declared no Conflicts of Interest. Commercial Support: This activity has no commercial support or sponsorship.
QUANTUM LEADERSHIP MARGARET H. PANNELL, BSN, RN IMMEDIATE PAST DIRECTOR MIDDLEWEST REGION
LEARNER OUTCOMES: 1. State Key Elements of Quantum Leadership. 2. State the Impact of Quantum Leadership on Healthcare Delivery and Organizational Sustainability.
LEARNER OUTCOMES: 3. Assess and Identify Personal Leadership Characteristics.
A new management approach that integrates the most effective attributes of traditional leadership with recent advances in both quantum physics andneuroscience.WHATISQUANTUM LEADERSHIP
It is a model that allows for greater responsiveness. It draws on our innate ability to recognize, adapt and respond to uncertainty and complexity. WHAT IS QUANTUM LEADERSHIP
21st Century Leaders need to be able to manage rapid change and ambiguity in a non-linear, multi-disciplinary and networked environment. WHAT IS QUANTUM LEADERSHIP
The Quantum view sees an organization and its members as interconnected, energetic beings, enhanced by collaboration and interaction. These connections are non-linear and non-hierarchical.WHATIS QUANTUM LEADERSHIP
KEY ELEMENTS OF QUANTUM LEADERSHIP • Acting with moral purpose (values-driven action) to make a positive difference in the lives of organization members and society as a whole,
• Building relationships that nurture both individuals and organizations, • Making truly informed decisions by acquiring knowledge through listening to and empowering members. KEY ELEMENTS OF QUANTUM LEADERSHIP
PERSONAL LEADERSHIP SKILLS/ASSETS • SELF-AWARE • OPEN AND RECEPTIVE • INTEGRITY / OBJECTIVITY • ACCOUNTABLE
PERSONAL LEADERSHIP SKILLS/ASSETS • VISION – PASSION • EMOTIONAL INTELLIGENCE • EMOTIONAL COMPETENCE • MINDFULNESS
1. Increased Staff Engagement, Job Satisfaction and Feeling Valued. 2. Increased Team Creativity and Innovation. Impact of Quantum Leadership on Healthcare Delivery and Organizational Sustainability.
Impact of Quantum Leadership on Healthcare Delivery and Organizational Sustainability. 3. Emergence of Leaders Committed to the Organization Values, Vision, and Mission. 4. Increased Patient Involvement in the Management of His/Her Care.
Impact of Quantum Leadership on Healthcare Delivery and Organizational Sustainability. 5. Increased Access to Care and Patient Satisfaction. 6. Increased Preparedness/Effectiveness in Managing the Chaos of Continual Change.
Impact of Quantum Leadership on Healthcare Delivery and Organizational Sustainability. 7. Increased Productivity Consistent with Organization Vision, Values, and Mission. 8. Cost Effective Utilization of Human and Material Resources.
Juanita Gibbons-Delaney, MHA, BSN, RN-BC Southeast Regional Director
TRANSFORMATIONAL LEADERSHIP
Leadershipistheheartbeatofsuccess
Learner Outcomes Discuss what is Transformational Leadership. Characteristics of Transformational leadership. Cultivate Transformation Leadership into Practice.
5 Characteristics of Transformational Leadership Open Minded “New can be Good” “Reflecting is Growing” Innovative “Stay Ahead” Humility “Ego Check” Proactive “Make it Happen”
Transformational Leadership
HOW TO CULTIVATE THE FIVE PRACTICES? Modeling The Way • Encouraging The Heart • Inspiring A Shared Vision • Enabling Others To Act • Challenging The Process
Transformational Leader
Summation No matter your role, position, or experience, you can cultivate a transformational leadership style. Make informed decisions through listening and empowering others. Keep the Mission and Vision of CHI ETA PHI in the Actforefront.withmoral purpose to guide decisions.
Communication and Effective Quantum Leadership
Middlesouth Regional Email:Jwestbrooks@chietaphi.orgDirectorCellPhone:713.320.9928
Joy Westbrooks, MPH, BSN, RN-BC
Learner Outcomes Learning Outcomes for this activity as a result of participating in the activity: • Learner will describe 4 personality types and their characteristics • Learner will describe 4 communication styles and how to effectively communicate with each one
DISC Style Communication Tips High D’s want control, challenge, autonomy to make decisions and solve problems. When in Conflict High D’s Can: • Become aggressive and autocratic • Create win/lose outcomes • Refuse to bend • Overpower with force Be Sure To: • Share the bottom-line first Be clear about rules & expectations • State points clearly, briefly Show your competence & independence • Let them vent No idle chatter or long stories • Give facts, be fast Be prepared, share details only as requested KEY: Be Prepared, Be Brief, Be Gone!
DISC Style Communication Tips High I’s want others to be friendly, emotionally honest & want to be recognized for their contributions When in Conflict High I’s Can: • Want to talk & must fee “heard” • Gloss over tension initially • Verbalize feelings impulsively • Personally attack Be Sure To: • Ask for their opinion Provide big picture & limited details • Let them talk/express/vent Follow up about the details, in writing • Share individual recognition publicly Ask specific questions if you want specific answers • Don’t be abrupt, cold or curt • Allow time to socialize KEY: Let Them Talk Themselves to Clarity!
DISC Style Communication Tips High S’s want others to be relaxed, agreeable, cooperative & appreciative When in Conflict High S’s Can: • Avoid aggression • Try to save relationships • Accommodate or give-in • Simmer beneath the surface Be Sure To: • Start with a personal comment Use a logical, step-by-step approach • Present your case in a non-threatening was Let them know how things will be done • Make sure they really are in agreement before Give them time & support to adapt to change moving on KEY: “Start Personal, Provide Assurance, Check in Often!”
DISC Style Communication Tips High C’s want others to socialize less & focus on details, logic & accuracy When in Conflict High C’s Can: • Startegize to “get even” • Resist passive-aggresively • Overpower with logic & fact Be Sure To: • Prepare your case in advance Provide facts, figures & logic • Not force a rapid decision Share/discuss specific expectations & deadlines • Minimize chit-chat, stick to business Demonstrate loyalty • Avoid emotional appeals & ambiguity Be precise and focused • KEY: “Use Logic, Give Them Time & ALL of the Details!”
Summation • 1. Communication is KEY for effective quantum leadership. • 2. Identify and understand your personality style and how to interact with those who have a different personality style than yours. • 3. Identify your communication style and how you perceive and are perceived as you communicate with others.
Immediate Past Southwest Regional Director
of Effective Leaders
Sheila Grumbach, MS, BSN, RN, CNOR
CommunicationQuantum
Learner Outcomes • State how communicating goals, objectives, vision along with frequency and engagement are important to effective communication leadership competency • Describe the communication tools that provide effective communication leadership competency • Emotional Intelligence • Active Listening • Humble inquiry
12 Principles of Quantum Leadership (1) self-awareness (2) vision and value led (3) spontaneity (4) holism (5) field-independence (6) humility (7) ability to reframe (8) asking fundamental questions (9) celebration of diversity (10) positive use of adversity (11) compassion (12) a sense of vocation (purpose)
Expectations for every leader • Build relationships • Develop people • Lead change • Inspire others • Think critically • Communicate clearly • Create accountability -Being a good leader is not about avoiding failure — it’s about enabling as many different paths forward as possible for as long as possible-
Communicate clearly Communicating goals, objectives, vision Share information and ideas that matter - because effective communication means you'll need to convey compelling information that leads to more informed actions and decision-making. Don't think of communication just as telling your followers things, but think of it as sharing information, asking questions, listening and brainstorming. These are all important forms of clear communication in leadership.
Communication Leadership Competency
Communication Leadership Competency
Great leaders start somewhere else: They start with an awareness of their strengths. They should begin with a goal in mind, communicate the desired outcomes and then identify where they've had success in the past -- and then consider how they'll use those successes to help them now.
Self-awareness is key in using your strengths. It's hard to use something you're not aware that you have.
Emotional Intelligence
Emotional Intelligence Self-awareness strategies Communication Leadership Competency • Quit treating your feelings as good or bad • Observe the ripple effect from your emotions • Lean into your discomfort • Feel your emotions physically • Know who and what pushes your buttons • Watch yourself like a hawk • Keep a journal about your emotions • Don’t be fooled about a bad mood • Don’t be fooled by a good mood, either • Stop and ask yourself why you do the things you do • Visit your values • Check yourself
strategies Communication Leadership Competency
Emotional Intelligence
Self-awareness
Self-awareness
• Active listening is defined as “A communication technique where a listener has to feedback to the speaker what they have heard, by paraphrasing in their own words, to confirm understanding of both parties.” (Wikipedia)
• It is hearing very carefully to what people are saying. It is listening to what they are saying clearly and word by word. Listening skills are very important in all walks of life and in every relationship. Be it job or personal, active listening is very important to improve your performance at work and to build the quality of relationships with others.
Active Listening
Communication Leadership Competency
Active Listening Active listening skills: • Prepare • Clear your mind • Observe • Focus • Empathize • Acknowledge • Respect • Ask/Repeat • Respond Communication Leadership Competency
Active Listening Benefits of Active listening • Feelings • Relationships • Knowledge • Socialize • Clarity Communication Leadership Competency
Humble Inquiry The Gentle Art of Asking Instead of Telling Building Positive Relationships and Better Organizations Schein, Edgar H.; Schein, Peter A.. Humble Inquiry, Second Edition (pp. 9-10). Berrett-Koehler Publishers. Communication Leadership Competency • To help someone develop problem-solving techniques, a leader must create the conditions to let them think. • Practice humility — step back, listen, and hear someone's thinking. Focus on the other person's thoughts and not your own. • Ask rather than tell. Are You Asking in 360 Degrees? • Asking down • Asking across • Asking up -make sense of the unpredictable understandable-
The skills of asking in general and Humble Inquiry in particular help in three
Humble Inquiry Developing the Attitude of Humble Inquiry Communication Leadership Competency
broad domains: (1) in your personal life with your loved ones and in all aspects of your social life; (2) in your organizations, to identify needs for collaboration among interdependent work units and to facilitate such collaboration; and (3) in your role as leader or manager, to create the relationships and the climate that will promote the open communication and trust needed for effective and safe task performance.
Quantum Communication of Effective Leaders Summary
Angela R. Jourdain DrPH, MSN, RN, CCRN, NEA-BC Regional Director
20th Northeast
Authentic Leadership
1.Identify key characteristics of authentic leadership.
Outcomes
2.Recognize the benefits and challenges of nurses adopting authentic leadership styles.
3.Applying the principles of authentic leadership to create an action plan to develop authentic leadership style.
Domains of Authentic Leadership
Why Authentic Leadership? The "top-down" style of management Fully engaged and committed Believe in those in charge. Inspire passion and confidence Spirit of teamwork and loyalty Inspire trust in their teams Willing to be open about problems
PoweripLeadershAuthenticand All leaders have Power. The Right kind of power –good for group and goal to be Expertachieved.Power Team looks up to your skills, knowledge, and experience. Authentic leaders use the power of understand powerAuthenticexample.leaders
Authentic Leadership ceemotionalHighLimitationsWeaknesses,Strengths,understandingWell-developedintelligenSelfawareness Key Characteristics
Authenticity -ability to manage JudgmentPersonalDelivertransformationalAuthentic emotionsleaderhonestfeedbackdissatisfactionandactionsHonesty
Solid othersSeeksactivelydevelopsadvice,trust by listeningtounderstandfrom their moral Well-developedperspective. listening ,skillstoproperly interpret Make decisions reflecting personal values and listeningGreatskills
DeliverRoleEmotionsFulfillment honest feedback Emotional control
Leader’s role is leading andValuehittingexperiencestoEnergyorganizationtheintorelatingthelifeandgoalsrelationshipsresults. Relationshipdriven
Not exempt from Highlymistakes.adept to own omingsAccountablemoralStrongmistakes.internalizedperspectiveforshortcAccountability“Iwillownthat.“AngelaR.Jourdain
Authentic behavior Removing their ego Act to better organization,entirenotself Humility
Long-term team goals relevant to ethical foundation. Honest about potential Recognizesobstacles importance of acknowledging challenges to Organizationalovercome success goals with wider goals outside their specific role. Shares goals with others and allows engagement in the pursuit Long-term goals
external asbehaviorsInconsistentpressures.perceivedinauthentic. 0 CodeInternalofEthics
Ethical Positivebehaviorinternal code of ethics resistant to
Am J Crit Care. 2005;14(3):187–197.
Source: American Association of Critical-Care Nurses. AACN standards and sustaining healthy work environments: a journey to excellence.
for establishing
Embrace Leadership Be a servant to the vision Be vulnerable – but in a healthy way. Employ “neutral honesty.”
Thank You Angela R. Jourdain DrPH, MSN, RN, CCRN, NEA-BC 20th 20nerdirector@gmail.comKappaRegionalNortheastDirectorEtaChapterLongIsland,NY
American Nurse. 2022. Quantum leadership: Upside down. <https://www.myamericannurse.com/quantum-leadership-upside-down/>
Danah Zohar, 2022. "Twelve Principles of Quantum Leadership," Springer Books, in: Zero Distance, chapter 0, pages 137-146, Springer. Dictionary.apa.org. 2022. APA Dictionary of Psychology. <https://dictionary.apa.org/nonverbal-communication>
Chavalit Taso, F. & Laszlo, C. (). Quantum leadership-New consciousness in business
Emotional Intelligence 2.0. Travis Bradberry and Jean Greaves
PM Study Circle, Fahad Usmani, PMP March 29, 2022, https://pmstudycircle.com/leadership-styles/ Porter, T., Malloch, K., & Stichler, J., (). Quantum leadership –Creating sustainable value in health care Priceless Professionals Development Schein, Edgar H. and Schein, Peter A. (n.d). Humble Inquiry, second edition- the gentle art of asking instead of telling.
References
DISC Insights by People Keys
Emotional Intelligence for Leadership. Jack Henry Kison George, Bill (William W.). (2003). Authentic leadership : rediscovering the secrets to creating lasting value. Jossey-Bass Melnyk,Infographicworld.comB.andRaderstorf, T., 2022. Making the Case for Evidence-Based Leadership and Innovation. Connect.springerpub.com. https://connect.springerpub.com/content/book/978-0-8261-96255/part/part01/chapter/ch01
The 21 Irrefutable Laws of Leadership, 10th Anniversary. John C. Maxwell
The Active Listening Chart By Creator: Imelda Bickham (Own work) [CC-BY-SA-3.0 (http://creativecommons.org/licenses/by-sa/3.0)