Download Evolution of a program director Resa Lord, RN, MSN, CPNP

EVOLUTION OF A PROGRAM
DIRECTOR
Resa Lord, RN, MSN, CPNP
Chairperson, Health Sciences
Chattahoochee Valley Community College
OBJECTIVES
At the conclusion of this presentation, the learner
will be able to:
Differentiate between common leadership styles.
 Identify common barriers to effective leadership.
 Utilize practical strategies for personal
leadership and team development.

Leaders are made, they are not born. They are
made by hard effort, which is the price which all
of us must pay to achieve any goal that is
worthwhile.
~Vince Lombardi
LEADERSHIP BY MERRIAM-WEBSTER:
The
capacity to
direct on a
course or
in a
direction.
CHARACHTERISTICS
OF A GREAT LEADER
ARE….
CHARACTERISTICS OF A GREAT LEADER…
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Decision maker
Coach
Influencer
Advocate
Visionary
Mentor
Energizer
Teacher
Communicator
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Role model
Change agent
Diplomat
Problem solver
Evaluator
Energizer
Counselor
Risk-taker
Facilitator
COMMON LEADERSHIP STYLES
“The price of greatness is responsibility.”
~Winston Churchill
AUTHORITARIAN LEADERSHIP
Team members have very little freedom.
 Director must have a high level of control.
 Decisions are made only by the director.
 Director is highly involved.
 Director assumes the responsibility for the team.
 Director is highly effective and efficient.
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DEMOCRATIC LEADERSHIP
Team members have input into team activities.
 Director provides moderate control over team
activities.
 Director is highly involved.
 Director and team make group decisions.
 Director and team members responsible for the
work.
 Director is creative and high quality.
 Director is moderately efficient.
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LAISSEZ-FAIRE LEADERSHIP
Director allows team members freedom with
little control.
 Decisions are made by the team or are rarely
made.
 Director is not very involved and releases all
responsibility of work to the team.
 Efficiency and quality of work product varies.
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LEADERSHIP THEORIES
“Outstanding leaders appeal to the hearts of
their followers – not their minds.”
~F.A. Manske, Jr.
TRANSACTIONAL LEADERSHIP
Day-to-day operations.
 Status quo.
 Rewards for desired work.
 Monitors performance and corrects OR
 Only deals with problems as they occur.
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TRANSFORMATIONAL LEADERSHIP
Clear vision and direction.
 Good communication.
 Empowerment.
 Challenging.
 Admired and emulated.
 Mentoring.
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SERVANT LEADERSHIP
Listen deeply. Effort to truly understand.
 Open-minded. Non-judgmental.
 Ability to deal with ambiguity and complex
issues.
 Clear goals and direction without orders.
 Servant, helper, teacher before leader.
 Think before reacting.
 Chooses words carefully.
 Use of foresight and intuition.
 Sees the BIG picture.
 Employees, customers and community are
FIRST!
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BARRIERS TO EFFECTIVE
LEADERSHIP
“Prosperity is a great teacher; adversity a
greater.” ~William Haylitt
LACK OF COMMUNICATION
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Contributes to
conflict.
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Feeds the rumor mill.
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Errors more likely.
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Decreases morale.
LACK OF CONSISTENCY
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Disengagement.
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Frustration.
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Unclear expectations.
CLOSED-MINDEDNESS
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Not open to new ideas.
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Does not encourage creativity.
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Negative attitude.
BEING IN ‘CRITICAL CONDITION’
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Can’t give criticism constructively.
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Can’t take criticism well.
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Often to critical of others.
PHASES OF LEADERSHIP
GROWTH
“Leadership develops daily, not in a day.”
~John C. Maxwell
PHASE I:
I DON’T KNOW WHAT I DON’T KNOW
Never pass up an opportunity to lead.
 Leadership is influence.
 4 people per day.
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PHASE II:
I KNOW WHAT I DON’T KNOW
Recognize what it is that you don’t know.
 Seek knowledge of what it is you do not know.
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PHASE III:
I GROW AND KNOW AND IT STARTS TO SHOW
Growth in leadership takes time.
 Expand your personal circle of influence.
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PHASE IV:
I SIMPLY GO BECAUSE OF WHAT I KNOW
Automatic.
 Payoff is evident.
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PRACTICAL LEADERSHIP
STRATEGIES
“Any man who is honest, fair, tolerant, kindly,
charitable of others and well behaved is a success, no
matter his station in life.”
~Jay E. House
FOSTER INDIVIDUALITY
Identify gifts and talents.
 What are the motivators?
 What is their ‘language?’
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SET STANDARDS HIGH…BE CLEAR
Never settle.
 Be clear.
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OPEN COMMUNICATION
Formal
 Informal
 One-on-one
 Sincere care and concern
 Verbal and non-verbal
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TO GIVE AND RECEIVE…
THE ART OF FEEDBACK
Positive
 Negative
 Graciousness
 Openness
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LISTENING WITH INTENTION
#1 skill.
 Know your own expectations and values.
 Listen actively.
 Genuine time and attention.
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SO, I AM A LEADER…NOW
WHAT?
“A man too busy to take care of his health is like a
mechanic too busy to take care of his tools.”
~Spanish Poverb
DEVELOP A SENSE OF CONTROL
Confront problems head on.
 Live in the present, look toward the future.
 Do not try to be all things to all people.
 Think positive thoughts.
 Reexamine lifestyle.
 Avoid drugs and alcohol.
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MAINTAIN GOOD HEALTH HABITS
Exercise.
 Eat right.
 Regular sleep habits.
 Eliminate salt.
 Minimize caffeine.
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RELEASE TENSION…ENJOY…
Give it your best.
 Learn to say no.
 Relax at lunch.
 Personal office space.
 Choose enjoyable jobs/tasks.
 Change is opportunity.
 ‘To Do’ lists.
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AND THIS IS HOW IT ENDS…