Front-line leaders are engaged and know how to connect with followers. They’re emotionally intelligent, generous, and empower those around them to achieve their best.
Be present - you lose out when you’re distracted
Demonstrate empathy - let others know you care
Practice awareness - it improves your decisions
Share yourself - this helps you be authentic
Empower your people - they are the catalysts
Be a storyteller - connect deeply with others
Once you start to see front-line staff as people, not merely as faceless employees, you want to do everything in your power to care for them. Your whole approach to leadership changes.
GORDER, CHRISVAN (2014-10-10). THE FRONT-LINE LEADER: BUILDING A HIGH-PERFORMANCE ORGANIZATION FROM THE GROUND UP (KINDLELOCATIONS2002-2003). WILEY. KINDLE EDITION.
Valuing frontline staff is the most important part of becoming a frontline leader—be it in health administration or any other field.
A culture that values frontline staff creates loyalty. This loyalty has many advantages including increased performance, retention, quality control, engagement, productivity, and morale. Each outcome contributes to the bottom line.
Front-line staff are the key to success in healthcare. Studies indicate that happy employees improve the health of patients. Healthcare front-line staff are directly responsible for patient satisfaction levels.
Postmodern leaders are bold, cooperative, creative, and enjoy developing their teams. They value the contributions all team members make toward positive outcomes.
Be creative - exhibit and cultivate new ideas
Think outside the box - let go of old ways of thought and action
Chaos & complexity play a role - theories from both of these disciplines inform postmodern style
Workers are investments - seen in contrasts to ideas of workers as a cost of doing business
Embrace diversity - it brings creativity & strength
Empower workers - delegate work & develop new leaders
(Bojeand Dennehy, 2000)
Uncertainty and continual change in the environment means leaders struggle to make decisions about the future. Postmodern leaders must lead despite ambiguity and within specific contexts.
FROMBELAK& DVORSKI, 2015
While leadership of the past focused on clear hierarchies, linear solutions, and automation of processes, postmodern leaders understand that today’s environment requires more collaborative and complex approaches.
Leading in a post reform environment as healthcare shifts from volume to value requires innovation and collaborative approaches. Healthcare organizations are becoming flattened and need leaders that understand how to work cross-functionally. Leaders are increasingly called upon to work with other organizations and understand partnerships.
Transformational leaders work together to improve conditions and achieve goals. Inspiration and cooperation drive transformational leaders toward positive change.
Create collaboration - encourage those you lead
Become a role model - be fair, have integrity, and exhibit moral fortitude
Set expectations - create goals and hold others to high standards
Reward and recognize - point out the good work others do for you and the organizations
Be inspiring - motivate and mobilize your team to achieve great thin
Encourage - working together for the benefit of all and develop your team
Personal transformation can and does have global effects. As we go, so goes the world, for the world is us. The revolution that will save the world is ultimately a personal one.
James MacGregorBurns, the creator of the transformational leadership style, believed that a great transformational leader is one that helps others express their best selves. Transformative leaders continually inspire and motivate their teams to achieve ambitious goals.
Helping, healing, and caring for people when ill is a moral imperative. Transformative leaders acknowledge the duty and privilege this responsibility requires. They also recognize that all boats rise with the tide, focusing on their team’s success and population health outcomes.
Servant leaders are defined by their ethics and commitment to developing others. These leaders take a personal interest in lifting others up and the positive outcomes for people their organization’s create.
Prioritize service - help those with highest need
Share power - don’t reinforce imbalances
Demonstrate care - put others first
Develop others - grow the community
Eschew wealth - avoid accumulation
Build trust - listen and be follower centric
Create a safe space - embrace learning
The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead.
Servant leaders are aware of their priorities, service to others first. These may be customers, constituents, clients, or beneficiaries. In all interactions servant leaders strive to preserve the dignity of those that follow them and whom they serve.
Contrarian leaders aren’t afraid to go against conventional wisdom when appropriate or useful. Contrarianism is about the freedom to maintain intellectual and creative freedom while taking counsel into consideration.
Think gray - either/or thinking can limit your options and keep you stuck
Do leadership - don’t get stuck in being a leader to enjoy prestige or privileges
Delegate decisions - to subordinates frequently
Put off decisions - many issues work themselves out or aren’t important
Listen to experts - but keep your skepticism
Balance - your vision with ideas from your followers
The contrarian leader prizes and cultivates his ability to simultaneously view things from two or more perspectives. He can listen to what others have to say about important issues without surrendering his principles or his creative judgment.
STEVEN B. SAMPLE. THE CONTRARIAN’S GUIDE TO LEADERSHIP (J-B WARREN BENNIS SERIES) (KINDLE LOCATIONS 314-315). KINDLE EDITION.
It’s important to maintain intellectual and creative freedom while gaining input from others. In fact, there are many decisions that a good contrarian leader will put off or delegate to others. Sometimes the best response is no response, a delayed response, or a contrarian response.
The rules have changed and contrarian leaders know how to look at what worked in the past and get rid of outmoded processes or practices. As the pace of change accelerates contrarian leaders in healthcare know that reflection and reasoned action are still keys to success.
Metamodern leaders are the avant garde, responding to unprecedented change with complex and nuanced responses. Metamodern leaders embody the paradox of pragmatic idealism, being immensely flexible while sincere and centered.
Leadership involves artifice - learning to perform in the role requires practice and improvisation
Authentic engagement - while the role of leader is artificial, the leader should be authentic
Empower others - to not only take ownership of their work product but organizational outcomes
Co-create meaning and success - everyone shares leadership at different times, be flexible
Persuade others - not to follow you, but to have ownership in the vision and success of the organization
Exhibit emotional intelligence - through empathy, self-awareness, self-regulation, and understanding
A leader’s self-construct should be a highly complex concatenation of desirable goals, values, traits, strengths, affects, and states… Complex self-constructs help leaders deal with diverse and nuanced situations, evolving contexts, and an increasingly interconnected world.
METAMODERN LEADERS: 21ST CENTURY AVANT GARDE BY ANNA MONTGOMERY HTTPS://METAMODERNLEADER.COM/2016/02/11/METAMODERN-LEADERS-21ST-CENTURY-AVANT-GARDE/
A metamodern leader focuses on creating a positive environment that emphasizes psychological safety. Balancing evidence-based organizational behavior insights and creativity and spontaneity leaders gain the benefits of engagement, inclusiveness, and innovation. Empowered workers take on leadership roles in specific contexts in a symbiotic relationship.
With intersectoral collaboration and a continuum of care as priorities, metamodern leaders are primed to address the challenges of continuous change. Innovation in processes, structures, and leadership itself provide the tools to co-create thriving organizations.
Each leadership style brings its own strengths to deal with a more complex and fast changing healthcare environment. As you learn more about your style remember to try aspects of other styles tosee what fits and is effective within your specific context. Leadership is an art and a science. By combining technology, an understanding of organizational development and behavior, and cultivating self-awareness, the healthcare leaders of tomorrow build the foundation of their organization’s success.