Week 2

NURS 3514
LEADERSHIP, CHANGE &
INNOVATION

Leadership Theories &

Emotional Intelligence
 Land
Acknowledgement
York University recognizes that many Indigenous Nations have
longstanding relationships with the territories upon which York University
campuses are located that precede the establishment of York University.
York University acknowledges its presence on the traditional territory of
many Indigenous Nations. The area known as Tkaronto has been care
taken by the Anishinabek Nation, the Haudenosaunee Confederacy, and
the Huron-Wendat. It is now home to many First Nation, Inuit and Métis
communities. We acknowledge the current treaty holders, the
Mississaugas of the Credit First Nation. This territory is subject of the Dish
with One Spoon Wampum Belt Covenant, an agreement to peaceably
share and care for the Great Lakes region.
 Assignments and Exams
• Grading (Kristine & Dami)

1.Group Preparation Worksheet 5%

⚬ end of Week 3 - Sept 29 @ 2359
2.Leadership Paper 20% - Week 5 - Oct 7**
3.Midterm Exam 20% - Week 6 - Oct 21 @1430
4.Change Initiative Presentation 20% due Nov 25 @1430
⚬ First step: create your groups - group members due next week on eClass (if
you don't have a group, let me know)
⚬ Second step: choose a topic (first two to a topic)
⚬ Third step: start working on Group Preparation Worksheet (due end of
Week 3 - Sept 29 at 23:59)
5.Final exam 35% during exam period in Dec - exact date/time and location
TBA
 1% Bonus Mark
I’m providing you with an opportunity to earn a 1% bonus mark to be
added to your final grade.

If you complete a Self-Awareness Reflective Activity and submit to the

Assignment Dropbox on eClass, you will earn a 1% bonus mark.

This is an optional activity but may help you find a starting point for
your leadership paper due in a couple weeks!

Please note: Late submissions will NOT be accepted. This optional

activity is due end of week 3 Sunday, September 29 at 23:59
 Student Led
Presentation
• Believes that one or a group of people can improve healthcare through taking actions
big or small to collectively improve the healthcare system.
• Self-select into groups of up to 6 members (it needs to be 5-6 members) by start
of Week 3.
• Names of group members submitted in alphabetical order (surname and then first
name) by Sept 23 to the Group Names Discussion Forum in Week 3. If you do not
have a group please email me that you need to be assigned to a group.
• Each expert group will be responsible for exploring and critically analyzing a nursing
issue. The issue should be something group members are passionate about and
meaningful to the nursing profession and healthcare system.**Remember: only 2 groups
per topic. For example: 2 groups can do Burnout and another 2 groups can do Horizontal
Violence/Bullying etc. First 2 groups to request a topic can do it.
• The group will then research the issue, create and IMPLEMENT a change initiative using
a social media platform. Follow the instructions on eClass under the Course
Documents & Resources section.
•
 Learning
Objectives
1.Explore different leadership theories such as transactional, transformational
leadership, authentic leadership and followership.
2.Develop an understanding of leadership characteristics such as emotional
Intelligence, and personality traits.
 Authentic Leadership
• Know themselves;
• Aware of their beliefs and values and act in accordance with
them;
• Positive influence on follower’s attitudes, motivation,
engagement & performance;
• Courageous
• Trustworthy, transparent and inspire excellence
• Focus on
⚬ Leader-Follower Relationships
⚬ Fair and Supportive
⚬ Moral/Ethical Aspects
⚬ Character and Integrity
• Positive leadership focusing on strengths, development and learning
• Have high levels of self-awareness and self-regulation, ability and integrity.

(Gaudine & Lamb, 2015)

 Kouzes & Posner
Five Practices of Exemplary
Leadership:

1.Model the Way

2.Inspire a Shared Vision
3.Challenge the Process
4.Enable Others to Act
5.Encourage the Heart
Kouzes & Posner:
Five Practices of Exemplary
Leadership
Model the Way
• Personal Credibility;
• Stand up for beliefs and give voice to
shared values;
• Involves building and affirming shared
values
• “Walk the talk”;
• Spend time with someone, working
side by side.

(Kouzes & Posner, 2003)

 Kouzes & Posner:
Five Practices of Exemplary
Leadership
Inspire a Shared
• Envisioning theVision
future and enlisting others
in a common vision;
• Passionately believe they can make a
difference;
• “My Vision” must emerge to “Our Vision”;
• Must work together to develop it;
• Breathe life into visions-through vivid
language and an expressive style; and
• Uplift spirits about why they should strive
to do better.

(Kouzes & Posner, 2003)

Kouzes & Posner:
Five Practices of Exemplary
Leadership
Challenge the Process
• Search for opportunities;
• Take risks, try new things and learn from mistakes;
• Willing to step away from status quo;
• Open to receiving ideas from anyone and
anywhere;
• Early supporters and adopters of innovation;
• Learn from mistakes and encourage others to do
the same;
• Need to feel everyone is in charge of change;
• Go for small wins, one step at a time.

(Kouzes & Posner, 2003)

Kouzes & Posner:
Five Practices of Exemplary
Leadership
Enable Others to
•Leaders cannotAct
do it alone;
• Use “We” more than “I”;
• Foster collaboration and strengthen others;
• Teamwork, trust and empowerment are essential
for success;
• Engage the team through mutual respect, trust
and confidence;
• Commitment and support vs. command and
control;
• Make people feel strong, capable informed and
connected; and
• Give away power.
 Kouzes & Posner:
Five Practices of Exemplary
Leadership
Encourage the
• Heart and celebrate
Recognize contributions
values and accomplishments;
• Pay attention, offer encouragement;
• Maintain a positive outlook;
• Show appreciation and recognition.
• Authenticity
• Caring is the heart of leadership

(Kouzes & Posner, 2003)

• Health & Healing
⚬ Creating wholeness, exists at all times
• Uniqueness Strengths-Based
⚬ No two people are alike
• Holism & Embodiment Nursing
⚬ Whole is more than the sum of the parts
⚬ Mind, Body & Spirit
• Subjective reality/created meaning
⚬ Values and belief system, personal
experiences
• Person-Environment Integral
⚬ Physical and social environment
• Self-Determination
⚬ Right to choose
• Learning, timing and readiness
⚬ Learning is essential, but timing and
readiness must be present
• Collaborative Partnership
⚬ Nurse-person relationship
Gottlieb, 2014
1.Works with the whole while appreciating interrelationships
among its parts
⚬ Leader has a vision, recognizes what needs to be
done, transformational leadership, looks at strengths Strengths-
of the people
2.Recognizes uniqueness of staff, leaders and organization Based Nursing
3.Create work environments that promote nurses health
and facilitates their development
⚬ Healthy workplaces
4.Significance of subjective reality and created meaning
⚬ Address multiple perspectives/viewpoints
5.Self-determination-decide what must be done
6.Person and environment are integral and work best to
strengths
⚬ Person is influenced by the physical and social
environments in which they live and work
7.Creates environments that promote learning and
recognizes the importance of readiness and timing-
lifelong learning
Gottlieb, Gottlieb, & Shamian,
8.Collaborative
2012 Partnerships
 Followership
• There cannot be leaders without
followers;
• Have less formal power;
• At times can have more power than
designated leader;
• Followers and leaders interact to
achieve results;
• Should be able to speak up and
share critical information with the
leader and the team;
• Should be enabled to act as
informal leaders

(Gaudine & Lamb, 2015; Yoder-Wise & Grant, 2015)

 Five Types of Followership
1.Isolates - detached from and indifferent to leaders, do not know or
respond to them;
2.Bystanders - decide not to participate and disengage from leader and
group, declare neutrality;
3.Participants - engaged and either favourable or opposed to the leader,
invested in trying to have an effect;
4.Activists - feel strongly about leader and act accordingly; eager,
energized, engaged and heavily invested; work hard to support or
undermine leader; and
5.Diehards - deeply devoted to leader or ready to remove from
power/influence by any means.

(Gaudine & Lamb, 2015)

 balanced performance & decision

I making

Q self awareness
E motivation Emotional
self Intelligence
Q management
social skills
empathy
 Emotional Intelligence

• “A core set of competencies for identifying, processing, and managing

emotions that enable nurse leaders to cope with daily demands in a
knowledgeable, approachable and supportive manner.”

• EI leaders lead by channeling emotions, passion and motivation to

mobilize teams, coach and create a vision for the future

(Akerjordet & Severinsson, 2008)

Emotional Intelligence
Five Main Elements
1.Self-awareness
2.Self-regulation
3.Motivation
4.Empathy
5.Social Skills

Daniel Goleman (1999)

Emotional Intelligence
Self-Awareness

• Ability to know one’s own cultural contexts, emotions, strengths,

weaknesses, drives, values and goals while recognizing the impact on
others;
• Take responsibility of one’s own life and actions;
• Continuous self-reflection enables leader to better “learn” the emotional
implications of his/her thoughts and feelings of others; and
• Cornerstone of EI that enables leader to connect emotions, thoughts and
actions in meaningful ways that promote self control and personal efficacy
(Akerjordet & Severinsson, 2008)
Emotional Intelligence
Self-Regulation
• Manage emotions, through controlling or
redirecting one’s disruptive emotions such as
anger, fear, anxiety and adapting to
changing circumstances;
• “Manage emotions of oneself and others,
convey appropriate expression of emotions
and an adaptive regulation of emotion
(Smith, 2015); and
• Enables making more rational decisions, not
guided by emotions.

(Akerjordet & Severinsson, 2008)

Emotional Intelligence
Empathy
• Awareness and consideration of self and
other’s feelings;
• “Put self in other person’s shoes;” and
• Significant correlation with transformational
leadership.
(Goleman, 1999)
Empathy vs
Sympathy
Emotional Intelligence
Motivation
• Utilizing emotional factors to achieve
goals, enjoy the learning process and
persevere in the face of obstacles;
• Mobilize positive emotions to drive
towards a goal; and
• The desire to achieve for the sake of
achievement (intrinsic rewards), rather
than extrinsic rewards such as salary.

(Goleman, 1999)
Emotional Intelligence
Social Skills
Skill of handling, inspiring and influencing
other’s feelings; manage relationships;
and

Can use
• Persuasion and influencing skills;
• Communication skills;
• Collaboration and Cooperation; and
• Conflict Management Skills.

(Goleman, 1999)
 Emotional Intelligence
• Think of an incident that you found stressful
• Take a role as an observer instead of being a participant
• Notice the shift of emotions and increased ability for self awareness
free of emotions
• Free of how you are impacted by the situation and the impact on
others
• What would you tell yourself about how to address this incident
differently
• Can have better emotional intelligence by working on how you
address your emotions, self awareness, motivation, empathy and
social skills
 Personality Traits
• Jung (1971) believed people can be
characterized by different
personality traits;
• Preference of general attitude
⚬ Extraverted (E) or Introverted
(I);
• Preference of Perception
⚬ Sensing (S) or Intuition (N)
• Preference of how a person
processes information
⚬ Thinking (T) or Feeling (F)
• How a person implements the
information that has been
processed
⚬ Judging (J) or Perceiving (P)
 Personality Traits
• Extraversion-Introversion (E-I)
⚬ Extraversion-preference of
engagement with others and
initiating contact with people.
⚬ Introversion-preference for the inner
world, contemplation, respond to
contact with others.

• Sensing-iNtuiting (S/N)
⚬ Sensing-a preference for perceiving
the world through facts, evidence,
data and details.
⚬ iNtuiting-preference for perceiving
the world through concepts, theories
and abstractions
 Personality Traits
• Thinking-Feeling (T/F)
⚬ Thinking-capacity to decide
objectively based on the evidence
and applicable principles
⚬ Feeling-preference for making
decisions based on values and
effects on people rather than logic

• Judging-Perceiving (J/P)
⚬ Judging-preference for living a
planned and organized life
⚬ Perceiving-preference for living
spontaneously with many options
in the external world
 Personality Types Within a Team
• Business Chemistry
⚬ 4 primary work styles and related strategies for accomplishing shared
goals
⚬ Composite of 4 work styles, though most people’s behavior and
thinking are closely aligned with one or two
• Pioneer, Driver, Integrator, Guardian

(Harvard Business Review, 2017)

Personality Types Within a Team
 Power of
Business
Chemistry
 Next Week...
asynchronous class
Short pre-recorded micro-lecture on Self-Awareness will be posted to be viewed
asynchronously

For Optional 1% Bonus Mark: Self-Awareness Reflective Activity

Submit to eClass Sept 29, 23:59.

• Week 3 is Asynchronous - allocated to work on Change Initiative

• Beginning of Week 3 (Sept 23, 2359) - Group Members due - Forum opens after
class today
⚬ Need a group? Need members? Please email me.
⚬ Topics are first come, first served...
⚬ Class time to meet group and work on Group Prep Worksheet
⚬ Can use our lecture hall to meet with group
• End of Week 3 (Sept 29, 2359) - Group Prep Worksheet 5% due to Turnitin.com