1. Madison Leadership Intelligence Theory (MLIT)
Madison Leadership Intelligence Theory (MLIT)
Dr. Cliff Madison Jr.
Dr. Andree Swanson
IBAM, San Diego, CA November 3-5, 2016

2. Background
How the Madison Leadership Intelligence Theory (MLIT) came to be

3. Dissertation Study
The combination of leadership attributes was accurately named by MLIT and was the foundation for this study.
Identify the leadership traits and interdependence of each of the leadership characteristics as applied to the MLIT.
Importance of leadership and the theory of MLIT and the Clinical Nurse Manager Leader (NM-L)

4. Madison Leadership Intelligence Theory (MLIT)
Transformational Leadership
Transpersonal Leadership/Social Intelligence (SQ)
Servant Leadership
Emotional Intelligence (EQ)
Cultural Intelligence (CQ)

5. Transformational Leadership
Translating Strategy into Action
Transformational leadership
a leadership approach that causes change in individuals and social systems.
Creates valuable and positive change in the followers with the end goal of developing followers into leaders.
Building Strategic Relationships
Developing Employee Capability
Transformational Leadership
Leveraging your Emotional intelligence
Leading Through Change

6. Transpersonal Leadership/Social Intelligence (SQ)
Leaders and followers are committed to work and live in alignment with the highest and best in themselves. They attend to and follow what is personally life-enhancing, brings joy and builds upon their unique capabilities.

7. Servant Leadership
Servant leadership is a philosophy and set of practices that enriches the lives of individuals, builds better organizations and ultimately creates a more just and caring world.

8. Emotional Intelligence (EQ)
Emotional intelligence (EI) or emotional quotient (EQ) is the capacity of individuals to recognize their own, and other people's emotions, to discriminate between different feelings and label them appropriately, and to use emotional information to guide thinking and behavior.

9. Cultural Intelligence (CQ)
Cultural Intelligence, cultural quotient or CQ, is a term used in business, education, government and academic research. Cultural intelligence can be understood as the leader’s capability to relate and work effectively across organizational cultures.

10. Research Methodology
How was the dissertation study conducted

11. Population: Nurse Managers in VHA Hospitals
Magnet and a non- Magnet accredited hospitals

12. The Clinical Nurse Manager’s position changed and movement over the past 5 years (2010 – 2015) in either VHA hospitals.
Demanding work environment.
Required strong leadership at the clinical unit level.
Ineffective leadership also created a gap in the quality of the direction with the amount of change at the front level leadership.
A lack of knowledge, self-confidence, self-awareness, and the self-efficacy of Clinical Nurse Manager-leaders in healthcare created an unstable, frustrated workforce, lower quality of care, and unsafe environment for patient care.
(Kelly et al., 2012; Skagert et al., 2012; Trinkoff et al., 2010).

13. Nurse Managers Took Survey

14. Interpretation of the Findings
MLIT revealed the Nurse Managers from non-Magnet perceive Transformational Leadership as more important than those Magnet facility Nurse Managers surveyed.
Only two measurement areas within the Madison’s Leadership Intelligence Theory (MLIT), Emotional Intelligence, and Transformational Leadership illustrated a significant difference of greater than two-point separation between the Magnet accredited and non-magnet healthcare facilities.

15. Validating the Instrument
Forbes School of Business, Bachelors of Arts in Business Leadership Took an interest in the instrument

17. Gender
Answered: Skipped: 0

18. Size of your organization?
Answered: Skipped: 1

19. Please identify your age based on generation.
Answered: Skipped: 3

20. Using the OPM and VA Leadership Competencies listed below, please mark the rating and respond with your reaction accordingly to each of the competencies.-- Leading People-- Building Coalitions-- Leading Change-- Results Driven-- Global Perspective-- Business Acumen

21. Leadership Competency -- Leading People requires leaders to build high-performing teams and develop the ability of teams to perform and contribute to the organization.  

22. Leading Change -- Creates a culture that fosters creativity and applies innovative solutions to drive organizational change. Leading Change is the leader's ability to bring strategic change, to both within and outside the organization, to meet organizational goals.

23. Results Driven -- Does an effective leader guide and inspire others to achieve results and improve organizational effectiveness and efficiency.

24. Q10: Business Acumen
Answered: Skipped: 1

25. Q11: Building Coalitions
Answered: Skipped: 1

26. Q17: The Professional Leadership Competencies Theory (PCT) consists of intelligence types and  leadership styles.  Each of the leadership styles and intelligence types has characteristics of the six competencies: Leading People, Building Coalitions, Leading Change, Results Driven, Global Perspective, and Business Acumen.
Answered: Skipped: 0

27. Q18: Transpersonal Leadership/Spiritual Intelligence (SI) is a leadership style in which individuals reach beyond their ego, believe in  personal development, and  continuous learning. The characteristics include  ethical, radical, emotionally intelligent, and authentic.
Answered: Skipped: 1

28. Q19: Servant Leadership is a leadership style in which the leader focuses on  enriching the lives of others, building better organizations, and focusing on justice to create a more caring world.
Answered: Skipped: 1

29. Q20: Emotional Intelligence (EQ) is the ability to identify and manage your own emotions and the emotions of others.
Answered: Skipped: 1

30. Q21: Cultural Intelligence (CQ) is the ability to relate and work effectively across cultures.
Answered: Skipped: 1

31. Q22: Based on the six competencies, rank the intelligence types and leadership styles.  Rank the styles based on their ability to meet all six of the competencies.
Answered: Skipped: 2

32. Future Research
Where do we go from here?

33. Biographies Dr. Andree Swanson Dr. Cliff Madison Jr.
Dr. Andree Swanson is an Associate Professor at the Forbes School of Business at Ashford University. She earned a doctorate in Educational Leadership with a focus on distance education from the University of Phoenix.
Additionally, Dr. Swanson earned two masters degrees:  a Masters of Human Relations from the University of Oklahoma and a Masters of Arts in Organizational Management from the University of Phoenix.
She holds an undergraduate degree in Business Administration and Management from the University of Maryland -- European Division. 
Andree has researched and written on emotional intelligence, leadership, and generational studies.
Dr. Cliff Madison is a veteran educator and the Program Director for the College Internship Program, Bloomington Campus. Dr. Madison earned his Doctor of Philosophy in Organizational Development and Leadership from the University of the Rockies.
Dr. Madison holds two masters degrees: a Master of Science degree in Education from California State University-East Bay with a concentration in Online Training and Learning and a Masters of Arts in Organizational Management from the University of Phoenix.
He earned his undergraduate degree in Applied Technology from Boise State University.
Cliff is an adjunct professor and is a 21+-year veteran of the U.S. Air Force.