Fostering Positive Program and Organizational Relationships Using Transformational Leadership

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Fostering Positive Program and Organizational
Relationships Using Transformational Leadership

• David C. Berry, PhD, AT, ATC, ATRIC
• Department of Kinesiology
• Saginaw Valley State University
• University Center, MI

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Image this?

• 22 year-old exercise science student is in need
  of an 8-week internship to graduate
• A local fitness club recently expanded their
  facility and programming and as a result, theyre
  now short staff
• They contact the Universitys internship
  coordinator who is more than glad to provide
  student helpers, assuming the facility does
  what they the University dictates- giving no
  regards to the facilitys needs

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Image this?

• Good or bad idea?

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Image this?

• Why is this a good or bad idea?
• What type of leadership style would be classified
  as?
• How does or can this/these attitudes foster a
  positive working relationship between
  organizations?
• Who, if anyone is the winner in this case?

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Model of Transactional Leadership

• A transactional leader focuses more on a series
  of "transactions
• This person is interested in looking out for
  oneself program in this case, having exchanged
  benefits with their subordinates and clarify a
  sense of duty with rewards and punishments to
  reach ones goals

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Model of Transactional Leadership

• Transactional leaders are-
• Well aware of the link between the effort and
  reward
• Rely on standard forms of inducement, reward,
  punishment and sanction to control followers
• Motivate followers by setting goals and promising
  rewards for desired performance
• Dependent on ones power to reinforce
  subordinates for their successful completion of
  the bargain

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Image this?

• 22 year-old exercise science student is in need
  of an 8-week internship to graduate
• University is likely functioning under
  Transactional Leadership
• We give you student helpers, but you need to do
  what we say- why, because you need us- we dont
  need you!

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Ask yourself?

• Do you want your preceptors/clinical instructors
  to be happy?
• Do you work to make your preceptors/clinical
  instructors happy?
• Do you care?

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Model of Transformational Leadership

• Changes and transforms individuals and
  organizations
• Concerned with ethics, morals, and the long-term
  goals of individuals and organizations
• Process
• Determine what motivates individuals
• Satisfies subordinates needs
• Treat as full human beings

James MacGregor Burns Leadership 1979
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Model of Transformational Leadership

• Differs from Transactional Leadership because-
• Being a transformational leader is more than
  merely payment, goods, or promotions for services
  completed
• Working for the greater good (creating a culture)
  of the organization, while not compromising the
  needs of the individual
• Characteristics
• Typically charismatic
• Strong role model
• Value-driven goals

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Model of Transformational Leadership

• Focuses on followers needs
• Followers inspired to put the needs of the
  organization above their own needs
• Need to buy-in and believe the organizations
  vision

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Transformational Leadership Research

• Transformational leaders generated higher
  commitment from followers in numerous other
  studies (Avolio, 1999 Bass, 1998)
• Transformational leaders motivate and inspire
  followers to achieve extraordinary goals (Avolio
  Bass, 2004), are process-oriented, and focus on
  being a leader (van Linden Fertman).

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Transformational Leadership Research

• Nursing managers described as transformational
  leaders had greater organizational commitment
  from followers (McGuire Kennerly, 2006)
• Transactional leadership resulted in greater
  attrition of staff nurses than transformational
  leadership (Kleinman, 2004)
• Transformational Leadership resulted in greater
  job satisfaction for teachers (Bogler, 2001)

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How to Become a Transformational Leader

• Be a strong Role model!
• Demonstrate your integrity Build trust!
• Put the needs of others above your own
• Listen more than you talk-active listening
• Encourage creativity and ingenuity
• Sell your vision (without being too pushy)

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Selling your Vision

• Ask for input in developing the vision for those
  in the organization
• Together, develop a plan for achieving the vision
• Explain where you are limited by accreditation
  standards or institutional guidelines
• Be willing to consider alternative visions this
  is potentially, the most difficult task

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Fostering Positive Relationships

• All relationships require nurturing
• All relationships have room for improvement
• When conflicts do arise, resolutions are easier
  to achieve

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Strategies for Fostering Positive Relationships
with Practicum/Internship Instructors

• Integration of faculty and preceptors/clinical
  instructors
• Decision-making input
• Involvement with their activities
• Seek win-win solutions
• Positive reinforcement
• Are you their biggest fan?

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Decision-Making Input

• Program admissions
• Scholarships/awards
• Curriculum revision
• Self study/site visit
• preparation
• Handbook revisions

• Hiring decisions
• Equipment purchases
• Clinical assignments
• Faculty evaluations

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Off-Site Involvement

• Occasional coverage/guest lecture
• Special events
• CEU opportunities
• Community involvement
• Seek reimbursement for services

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Positive Reinforcement

• Catch the instructor doing well and say
• THANK YOU
• Summarize evaluations and focus on positives- but
  do not ignore the negative
• Thanks for-
• Equipment loans
• Guest lectures
• Feedback on academic issues

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Saying Thank You

• Thank you letters/e-mails
• Holiday cards
• Providing faculty status
• Recognition in alumni newsletters and/or on
  website
• Letters to the Boss

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Additional Perks

• Stipends/tuition waivers
• Adjunct teaching opportunities
• Parking pass
• Faculty/staff ID
• Tickets to games
• Invitations to cookout at your house, student
  club gatherings
• Club t-shirts
• Textbooks

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Be their biggest fan!

• Tell everyone how wonderful your
  practicum/internship sites are to-
• Other sites
• Faculty
• STUDENTS!!!
• Current Prospective
• Administrators
• Community

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Case Discussion

• Youre putting together your tenure file and
  realize
• that your department requires a narrative
  describing
• your current leadership style. You have faced
• several leadership challenges over the past
  several
• years and realize that being a leader is more
  than
• someone who has written a self-study and
• navigated a site visit.

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Case Discussion Question

• Using the characteristics of a transformational
  leader, identify what qualities you currently
  possess and how you utilize these leadership
  qualities within your program to facilitate a
  positive working relationship between academics
  and your practicum/internship sites?
• Do these strategies work? What, if any of these
  strategies hasnt worked.
• What other strategies do you employ to promote a
  positive working relationship between you and
  your practicum/internship sites?

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Group Discussion

• What current challenges do you face with your
  practicum/internship sites?
• What strategies based upon the transformational
  leadership styles presented could you utilize to
  improve these challenges?
• Do you see your practicum/internship sites being
  receptive to these changes?

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Conflict Resolution Theory

• Analytical- not a gut reaction
• Recognizes the individual
• Helps to identify the root of the problem
• Seeks a mutually agreeable resolution

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Conflict Resolution What it is not!

• Does not (should not) manage the problem!
• Does not (should not) settle a problem!
• Rather, it seeks to identify the cause of the
  problem and resolve it so it finds common ground
  a mutually agreeable resolution.

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Conflict Development

• A helpful tool in identifying where to go is
  identifying the cause of apprehension or conflict
  both yours and theirs-
• Lack of or low self-esteem
• Lack of being heard
• Lack of involvement
• Not feeling a part of something
• Not being needed
• Feeling threatened

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Conflict Research

• Nursing educators felt increased preparation was
  necessary in conflict resolution and management
  (Vivar, 2006)
• Deutsch (1973) discussed cooperative vs.
  competitive conflict resolution
• Ingles (1960) found the need for conflict
  resolution between nursing practitioners and
  nursing educators

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Conflict Resolution Strategies

• Good website Conflict Resolution Network
  http//www.crnhq.org/twelveskills.html
• 12 strategies for conflict resolution
• Be willing to shift your attitude
• Think dialogue not debate
• Move away from win/lose and either/or

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Conflict Resolution Strategies

• Win/Win approach
• How can we solve this as partners rather than
  opponents?
• Empathy
• Develop communication tools to build rapport. Use
  listening to clarify understanding.
• Appropriate assertiveness
• Apply strategies to attack the problem not the
  person.
• Co-operative power
• Eliminate "power over" to build "power with"
  others.
• Creative response
• Transform problems into creative opportunities.
• Broadening perspectives
• Agree to disagree

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Conflict Resolution Strategies

• Managing emotions
• Express fear, anger, hurt and frustration wisely
  to effect change.
• Willingness to resolve
• Name personal issues that cloud the picture.
• Mapping conflict
• Define the issues needed to chart common needs
  and concerns.
• Negotiation
• Plan and apply effective strategies to reach
  agreement.
• Mediation
• Help conflicting parties to move towards
  solutions.
• Development of options
• Design creative solutions together.

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When All Else Fails

• Documentation
• Consistent language
• Patterns of behavior
• Objective
• Communication with
• your supervisors
• Respect

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Case Discussion

• You are about to make a curricular change
  (students can only work for 10 hours a week now)
  that you know is not going to sit well with most
  of your practicum/internship sites and youre
  dreading the fallout and possible conflicts that
  are going to arise.
• Question
• Using some of the strategies just learned, how
  can you overcome this situation and resolve it
  peacefully?
• How could this situation help to foster/improve
  your relationship with your practicum/internship
  sites ?

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Group Question

• Identify a recent issue, confrontation and/or
  difficult practicum/internship site or instructor
  youve had to handle recently. How did you
  originally handle this situation, was it
  successful?
• What strategies learned today could be utilized
  in this situation? Do you think the results would
  be different?

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Questions to Ponder

1. What makes transformational leadership more
   effective than transactional leadership? Where do
   you fall on this continuum? What do you think
   works best within your program to facilitate a
   positive working relationship?
2. Do you help to empower your practicum/internship
   sites and instructors? Are they more receptive to
   program changes because of this? Has it improved
   your working relationship?
3. If you do not currently empower your
   practicum/internship sites and instructors what
   strategies based on the concept of
   transformational leadership might you employ?

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Questions to Ponder

1. What mechanisms/strategies do you currently have
   in place to attend to your practicum/internship
   sites and instructors needs? What changes might
   you make today to address these needs?
2. Do transformational leadership strategies have to
   be confined to your practicum/internship sites
   and instructors? Do you see any use of these
   strategies in the classroom?
3. What was your most recent situation which
   required conflict resolution strategies? Did they
   work? How could this be avoided in the future?

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Questions
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THANK YOU !!!
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