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Leadership Program for Long‐Term Care: Making Better Leaders
Mary‐Lou van der Horst Josie d’AvernasDirector, The RIA‐SCLRI Vice President@The Schlegel‐UWaterloo Research Institute for Aging The Schlegel‐UWaterloo Research Institute for AgingWaterloo, Ontario Waterloo, Ontario
November 10, 2015 0930‐1030The Canadian Association on Gerontology Conference, Calgary Alberta
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• Presenters: Mary‐Lou van der Horst and Jose d’Avernas
• Relationships with commercial interests: • Grants/Research Support: N/A • Speakers Bureau/Honoraria: N/A • Consulting Fees: N/A• Other: N/A
• This project is supported with funding from: Schlegel Centre for Learning, Research and Innovation
• The views expressed in this publication are the views of the author(s)/presenter(s) and do not necessarily reflect those of the funder.
Presenter Disclosure
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• Explore the foundations of transformational leadership
• Present the college certificate Leadership Program for Long‐Term Care
• Review Ontario cohort evaluation results and impact stories
• Interact with program learning activities
Workshop Objectives
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Leadership Program for Long‐Term Care
What is transformational leadership?Why is it important?
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Consider these facts…
• Number of older adults in Ontario will double from 1.9 Million today to 4.1 Million by 2036
• Average life span is expected to increase from 81 today to 87 by 2036
But no plans to add new LTC beds into the system
• Complexity of care in LTC is increasing and will continue to increase:o 62% have dementiao Those with dual diagnosis increasing at 11% per year o 93% have 2 or more chronic diseases o 22‐24% increase in number of residents needing help with ADLs 2006‐
2014
But funding is not keeping pace
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Therefore….
• We will need to be innovative in how LTC works into the future
• LTC will be transformed into something quite different than what it is today
LTC transformation will require transformational leadership
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Consider these facts…
• 6.6 working adults per senior in 1971• 4.2 in 2012• 2.3 in 2036 • Extreme shortages of PSWs are predicted
There will be increasingly fierce competition for workers for LTC
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Therefore….
• We will need to develop stronger and better leadership within the system to attract workers to LTC
• We will need to attract and recruit good leaders within this shrinking pool of workers
LTC transformation will require transformational leaders
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Are YOU a transformational leader?
” Transformational Leadership . . . occurs when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality.”
Burns 1978
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Quickie QuizAgree Disagree Questions
1. I would never require someone on my team to do something that I wouldn’t do myself.
2. My team would say that they know what I stand for.
3. Inspiring others has always come easy to me.
4. My team members have told me that my enthusiasm and positive energy are infectious.
5. My team would say that I am very attentive to their needs and concerns.
6. Even though I could easily do a task myself, I delegate to expand my team’s skills.
7. Team creativity and innovation are keys to success.
8. I encourage my team to question their most basic way of thinking.
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Transformational Leadership
Four Main Components1. Idealized influence or charismaCharismatic leaders behave in admirable ways that causes followers to identify with the leader. They display convictions, take a stand, appeal to followers on an emotional level because the leader has a clear set of values and shows them in their actions. They are a role model for their followers. Genuine trust is built between these leaders and their followers and built on a moral and ethical foundation.
2. Inspirational motivationThe leader articulates a vision that is appealing, compelling, persuasive, and inspiring to followers. They challenge followers with high standards, communicate optimism for the future and provide meaning for the work at hand. Followers who have a strong sense of purpose will be motivated to act. The leader always use communication skills to articulate the vision with precision and power.
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Intellectual Stimulation
Individual Consideration
Idealized Influence
Inspirational Motivation
Transformational Leadership
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Transformational Leadership
Four Main Components3. Intellectual stimulationThe leader challenges assumption, takes risks and solicits followers’ ideas. These leaders stimulate and encourage creativity in their followers. The leader’s vision provides a guiding framework that allows followers to connect with the leader, organization, each other and the goal(s). The leader works to remove barriers to allow freedom for the followers to creatively achieve the goal.
4. Individualize consideration or individualized attention.The leader attends to each followers’ needs, acts as a mentor or coach and listens to the follower’s concerns and needs. The leader also respects and celebrates the individual’s contribution to the team. Diversity of the team, give the team its strength. This helps to educate the next generation of leaders and individually allow for achievement of self-actualization, self-fulfilment and self-worth. It works to encourage followers to further achieve and grow.
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Intellectual Stimulation
Individual Consideration
Idealized Influence
Inspirational Motivation
Transformational Leadership
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Transformational versus Transactional Leadership
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Transactional Leadership TransformationalLeadership
Leading Leading within the status quo Leading for change
Levels for motivation
Conventional rewards and punishment for meeting or failing to meet expectations
Higher order social and spiritual values (sense of meaning and identity)
Tactics Setting of clear performance expectations and active monitoring of individual work performance
Encourages collaboration and teamwork
Focus On the present Towards the future
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Leadership Program for Long‐Term Care
What is it?
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Leadership Program Development
• Right amount – Conestoga College/SCLR LTC 184h certificate program
• Right delivery model ‐ Designed for adult learner success, affordable
• Right place – Fully accessible online, multi‐site interactions
• Right people – Expert instructors
• Right impact – Sector capabilities design
• Right partner –Organization/Carewest –Education partnership
Fall 2013‐ Summer 2015 CAREWEST
2010‐2012
Spring 2013
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Building Transformational Leadership CapabilitiesFarmers don’t grow wheat, they create the conditions for wheat to grow.Eli Soprow
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Leadership Program for Long‐Term Care
What are the Impacts?
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Leadership Program Impacts
• Multifactorial Leadership Questionnaire – measure change in transformational leadership transactional leadership, passive leadership behaviours
• Leadership Commitment – student leadership commitment statements , assignments and portfolio building for reflective practice
• Program Evaluation – student feedback on the program
If your actions inspire others to dream more, learn more, do more and become more, you are a leader John Quincy Adams
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Impact: Multifactorial Leadership Questionnaire
0
0.5
1
1.5
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2.5
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3.5
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IDEALIZED INFLUENCE‐ATTRIBUTES
IDEALIZED INFLUENCE‐BEHAVIOURS
INSPIRATIONAL MOTIVATION INTELLECTUAL STIMULATION INDIVIDUAL CONSIDERATION
Subscale
Component
Transformational Leadership Schlegel Villages and peopleCare
Pre
Post
** **
*indicates significance (α=.05)
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Impact: Multifactorial Leadership Questionnaire
**
0
0.5
1
1.5
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2.5
3
3.5
4
MANAGEMENT BY EXCEPTION ‐ PASSIVE LAISSEZ‐FAIRE
Subscale
Component
Passive/Avoidant Leadership Schlegel Villages and peopleCare
Pre
Post
*indicates significance (α=.05)
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Impact: Multifactorial Leadership Questionnaire
0
0.5
1
1.5
2
2.5
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3.5
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TRANSFORMATIONAL PASSIVE/AVOIDANT
Subscale
Leadership Style
Composite ScoresSchlegel Villages and peopleCare
Pre
Post
*indicates significance (α=.05)
*
*
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• “I have become a more open leader, one who is willing to share a part of myself with others. I use passion when discussing things such as visions in the workplace. I am more apt to model the behaviour I want to see in team members...I have become a more self‐assured, happier leader.”
“Attitude” Impact: Statements from Graduates
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• “What this course has shown me is I was missing some great opportunities! In particular, the concept of acting as a servant leader and a transformational leader really filled in some gaps in my understanding and assumptions. When I think about my past supervisors and role models, these concepts were quite different but match my own style much better, and allow me to be much more effective.”
“Knowledge” Impact: Statements from Graduates
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• “I have learnt to be confident with conflict resolution with families, and staff. My communication skills have improved and I’m using knowledge and tools learnt from this course...From the emotional intelligence exercise I have learned to control my emotions when dealing with extremely volatile situations. This would not have been possible without this course.”
“Skill” Impact: Statements from Graduates
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The leadership course taught him many things, Vernon says, but chief among them is the realization that rushing from task to task can detract from opportunities to create long‐lasting impact.“Before the program, it was about how many tasks or things can I get to from day to day to day, and not really thinking ‘all right, before I go there, what do I want to accomplish?”“The key thing is serving,” Vernon says. “I truly know what that means now. It’s not only serving the environmental staff but to serve our clients – it could be staff member, it could be resident or it could be simply someone off the street coming through our doors.”When all team members take ownership of those interactions and pride in that service, then the organization as a whole grows stronger and leaves a lasting impact on the community, he says. ‐ Graduate 2014
Impact: Personal Stories
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The impact she felt as a result of her time in the program resonates throughout the team she supports today, and she firmly believes it’s helping to provide a better dining experience for the residents and clients she serves. “Within my team in Dietary Services, everybody has a
leadership role but it’s specific to who they are and what they do,” she says. The leadership program helped her to see the strength
and leadership capabilities each team member carries within and build upon those traits to make a stronger team as a whole. The program, she says, “opened up my mind to investing
in the strength of my team. Nowadays, all you hear on the news is negativity. I look more to the positivity, looking at people’s strengths and how to take advantage of those and to work with those.”Too many organizations invest energies focused on
weakness and deficit, she says, yet if leaders could concentrate on building upon what’s working well, success will be easier to find.
‐ Graduate 2014
Impact: Personal Stories
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Leadership Program for Long‐Term Care
Ready for a Fun Leadership Exercise?
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The Great White North
• A small aircraft with 6 passengers on board crashed in the Canadian Great White North. The passengers survived the ordeal but the aircraft was rendered inoperable and the radio transmitter destroyed. The nearest town is 200km away. It’s summertime.
• Imagine yourselves as the passengers.
• The decision has been made that some people will stay behind with the aircraft. A small “rescue” team will venture out with the goal to reach the nearest town to get help. Some of you are worried and not happy about the decision, but agree to support it. The following is a list of articles on board that could aid your survival. You must decide what articles will stay at the crash site and what articles will go with the rescue team.
• As you’re deciding, experiment with “wearing 6 different hats” and thinking from the hat’s viewpoint.
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How Did Things Work Out?
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Contact us . . .
Mary‐Lou van der Horst Director, Schlegel Centre for Learning, Research and Innovation in Long‐Term Care@The Schlegel‐UWaterloo Research Institute for AgingWaterloo, Ontario
Email: [email protected]: 905‐541‐0656 c (519) 904‐0660 x4104 w
Josie d’AvernasVice PresidentThe Schlegel‐UWaterloo Research Institute for AgingWaterloo, Ontario
Email: [email protected]: (519) 904‐0660 x4101 w
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