1. Building Leadership Capacity in Nursing: Principles, Precepts and Practice 2nd Annual Global Nursing Management and Innovation Forum “Enlightening Nursing Managers with Proactive Skills” Martin McNamara 10th March 2017 Berlin, Germany

2. Building Leadership Capacity
Theory and concepts
Embodying and enacting leadership
Surviving the dangers of leadership
A curriculum for leadership formation
Supporting leadership

3. Theory and concepts Adaptive leadership (Heifetz & Linsky)
Eco-leadership (Western)
Evolutionary worldview (Laloux)
System sight (Oshry)

4. Adaptive Leadership
‘People expect…[leaders] to use their authority to provide them with the right answers, not to confront them with disturbing questions and difficult choices’

5. Adaptive Leadership
Adaptive work creates risk, conflict and instability…addressing the issues underlying adaptive problems may involve upending deep and entrenched norms…Leadership requires disturbing people – but at a rate they can absorb

6. Adaptive Change and Challenges
Multiple adjustments
Attitudes, habits, beliefs, values and behaviours
Loss, uncertainty, disloyalty, feelings of incompetence
Owned by the people with the problem
Adjust unrealistic expectations
Counteract dependency
Promote resourcefulness

7. Western’s Discourses of Leadership
Controller – scientific management, resources and outputs
Therapist – human relations movement, people and teamwork
Messiah – transformational leadership, vision and culture
Eco-leader….

8. Eco-leadership Connectivity Systemic ethics Leadership spirit
relationships within eco-systems and technical, social and natural networks; interdependence
Systemic ethics
respect for persons and environment; focus on systemic and structural ethical issues
Leadership spirit
centrality of human spirit, creativity, imagination, communities, friendships
Organisational belonging
situate organisations in time, place, space; in local habitat and community, within virtual and real networks and global forces

9. Laloux’s Evolutionary Worldview
Impulsive
Division of labour, top-down authority
Conformist
Replicable authority, stable organisational chart
Achievement
Innovation, accountability, meritocracy
Pluralistic
Empowerment, values-driven culture, stakeholder value
Evolutionary…

10. Laloux’s Evolutionary Worldview
Individual and collective unfolding
Taming the ego
Inner rightness as compass
Self-management
Wholeness
Evolutionary purpose

11. System sight: Oshry’s organisational worlds
Top
Middle
Frontline

12. Oshry’s organisational worlds
Complexity
Accountability
Neglect
Neglect
Tearing
Vulnerability
Neglect
Neglect

13. Predictable Condition
Disempowered
Experience

14. Top
Predictable condition
Overload
Predictable reflex response
Suck it up
Disempowered experience
Burdened

15. Frontline Predictable condition Disregard Predictable reflex response
Hold ‘them’ responsible
Disempowered experience
Oppressed

16. Middle
Predictable condition
Crunch
Predictable reflex response
Slide in the middle
Disempowered experience
Torn

17. Customer
Predictable condition
Neglect
Predictable reflex response
Hold ‘it’ responsible
Disempowered experience
Righteously screwed

18. Side show Make up a story Evaluate the others Take it personally React
Malicious
Insensitive
Incompetent
Take it personally
React
Get mad
Get even
Withdraw
Lose focus
Partnership

19. Partnership
A relationship in which we are jointly committed to the success of whatever endeavour, process or project we are in

20. Silos Conflicting messages Confusion Non-cooperation Loss of synergies
Duplication of resources
Tension in the system
Increased internal competitiveness
Decreased external competitiveness

21. Systemic Awareness
It’s not
Personal
It’s Systemic!

22. Predictable Condition
Disempowered
Experience

23. Embodiment and Enactment: Empowerment Stands
Be a top who creates responsibility throughout the organisation
Be a frontline worker who is responsible for my condition and for the condition of the system
Be a middle who maintains independence of thought and action in the service of the system
Be a customer who gets involved in delivery processes and makes them work for me

24. Embodiment and Enactment: Top Empowerment Strategies
Informing
Involving
Developing
Structuring
Inspiring

25. Embodiment and Enactment: Frontline empowerment shift
Get involved!
Victim Co-creator
Complainer (BMW) Project manager,
Champion
Charter, vision
networks, resources,
strategy

26. Embodiment and Enactment: Middle Empowerment Strategies
Contract with the top
Be top when you can – the leader
Be on the frontline – the reality check
Be the coach
Be the facilitator
Integrate with your peers

27. Embodiment and Enactment: Customer Empowerment Strategies
Contract with the service provider to build a relationship/partnership
Find out how it works
Set clear demands and standards
Get into the process early as a partner, not late as a judge
Stay close to the provider

28. Embodiment and Enactment: Centre ring
Increased empathy and understanding
Don’t take it personally
Stay focused
Don’t get hooked by ‘stuff’
Be strategic: take others’ worlds into account
Ease their condition
Partnership

29. Practice: see systems Systemic awareness Powerful shared vision
Interchangeability
Shared information
Mutual coaching
Work (don’t avoid) the tough issues
Deal with uncertainty, not positions

30. Practice: integrate Share information
Work information (system diagnosis)
Coordinate efforts
Problem solve
Mutual coaching
Share best practices
Collective influence

31. Precepts
Re-think what success means in personal, professional and organisational terms
Business model innovation that takes account of social responsibility and environmental sustainability
Focus on leadership formation
Organisational re-design (systems, processes, aesthetics, geographies, buildings, hierarchies, responsibilities)

32. Precepts
Unleash talent and creativity – encourage diversity, break down conformist cultures
Challenge status quo
Surface and challenge assumptions
Broad picture, local detail
Playfulness
‘Yes, and….’ not ‘Yes, but…’
Handle ambiguity and uncertainty

33. Precepts
Unleash talent and creativity – encourage diversity, break down conformist cultures
Foster what’s already there
Involve others
Connectivity and receptivity
Purpose
Diverge and converge
Actively manage the process

34. The Dangers of Leadership
To lead is to live dangerously
Marginalisation
Diversion
Attack
Seduction

35. A Curriculum for Leadership Formation
Depth
Personal – self, values, purpose, behaviours, reflection, self-awareness, drivers, coping, resilence, supports stressors, derailment
Relational
Social awareness, impact on others, engagement, alignment, trust, conversations, recognition, team dynamics, organisational dynamics, interdependencies, integration, alignment, cohesion, sustaining

36. A Curriculum for Leadership Formation
Style and preferences, followership, distributed and collective
Networks
Systems, nodes, clusters, cultures, influence, belonging v connectivity
Strategic
Future, known, gaps, actions

37. Building Leadership Capacity: Principles
Focus on leadership not just leaders
Leadership development beyond the skills and competencies of any individual
Focus on how context forms and shapes employees
Enabling architecture for leadership to flourish

38. Building Leadership Capacity: Principles
No personal development without organisational development
Leaders learn more from each other than from trainers
Leaders learn more from work experience than from classrooms
Leaders are formed by their context and culture

39. Building Leadership Capacity: Principles
Leadership is an emergent process and requires a generative and generous culture
Leadership formation requires both a formal and informal process
Leadership formation and emergent cultures require containing structures that encourage reflective, creative and developmental activity to thrive

40. References
Heifetz R. & Linsky M. (2002) Leadership on the Line: Staying Alive through the Dangers of Leading. Harvard Business School Press.
Laloux F. (2016) Reinventing Organizations: An Illustrated Invitation to Join the Conversation on Next-Stage Organizations. Nelson Parker.
Oshry, B. (2007) Seeing Systems: Unlocking the Mysteries of Organisational Life. Berrett-Koehler Publishers, San Francisco.
Western S. (2013) Leadership: A Critical Text. Sage Publications, London.

41. Building Leadership Capacity in Nursing: Principles, Precepts and Practice 2nd Annual Global Nursing Management and Innovation Forum “Enlightening Nursing Managers with Proactive Skills” Martin McNamara 10th March 2017 Berlin, Germany