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Finding Your Voice as a LeaderTheresa M. “Terry” Valiga, EdD, RN, CNE, ANEF, FAANProfessor EmeritaDuke University School of NursingATI National Nurse Educator SummitApril 2022Seattle, WA

Assertions We are failing to prepare leaders for tomorrow We cannot afford widespread inattention to the development of leaders Failure to encourage potential leaders is one of our gravest deficiencies “It is my belief that we are immunizing a high proportion of our most giftedpeople against any tendencies to leadership.”John Gardner “The Antileadership Vaccine”

The future is notto be forecast,but created.Arthur C. Clarkewriter, futurist, inventor

For it is not light that is needed, but fire;it is not the gentle shower, but thunder.We need the storm, the whirlwind, andthe earthquake.Frederick Douglass,social reformer, abolitionist, orator, writer

Learning Objectives Distinguish between leadership & management Propose specific ways in which nurse educators can function as leaders withintheir own institutions & across the broader nursing education community toachieve & sustain excellence in nursing education Describe human & material resources that can be “tapped” to help one provideleadership that will lead to & sustain innovation & excellence in nursingeducation

Distinguishing Leadership& Management

SIMILARITIES Leaders AND Managers Facilitate change Get things done with & through others Serve as spokesperson for the group Work toward goals Set direction Plan Guide groups or teams of people Evaluate others Are accountable for results May use metrics to measure performance Rely on effective communication

DIFFERENCES Using EXTREMES to Illustrate

Leaders/LeadershipSelected or allowed by a group offollowersElementPositionComes from knowledge, credibility, &ability to motivate followersPower BaseArise from personal interests &passion may not be synonymouswith goals of the organizationGoals & VisionDeveloped, tested, & encouragedamong all members of the groupHigh encourages creativity &innovationManagers/ManagementAppointed by someone higher in theorganizational hierarchyA legitimate one, arising from theposition of authorityThose espoused or prescribed by theorganizationInnovative Ideas Allowed, provided they do not interferewith task accomplishment but notnecessarily encouragedRisk LevelLow encourages balance &maintaining the status quo

Leaders/LeadershipRelative disorder seems to begeneratedRelate to vision & judgmentOn peopleElementDegree of OrderNature ofActivitiesFocusManagers/ManagementRationality & control prevailRelate to efficiency & cost-effectivenessOn systems & structureLong-range with an eye on thehorizonPerspectiveShort-range with an eye on thebottom lineExtensive not limited to anorganizational position of authorityDegree of“Freedom”May be limited to those with adesignated position in the organizationDo the right thing (Bennis & Nanus, 1985, p.Actions21)Do things right (Bennis & Nanus, 1985, p. 21)

Not allmanagers areleadersNOT ALLLEADERS AREMANAGERS !!!

Functioning as a Leaderin Nursing Education

Finding Your Voice as a Leader Leaders go through stages Becoming a leader is a developmental learning process One learns to be a leader by serving as a leader One has increasing impact as a leader based on past performance& promise of future performance

To Be a Leader in Nursing Education Figure out what “bugs” youKnow what you’re passionate about & let your passion show in all you say & doKnow what the “big” issues in nursing education are be informedEnvision things the way you think they should beCommunicate your vision clearly & convincingly verbally & through writtenproposalsTake advantage of – &/or CREATE – opportunities to lead changeDevelop networksLearn all you can about leadership & what it means to be a leaderTake risksBe persistent don’t give up too easily

What Really “Bugs” You ?Lack of studentparticipation(class & online)Lack of innovation inteachingPromotion& tenurecriteria &processesHow teachingassignments aremadeLimited support for &acknowledgement ofteaching excellenceLimited attention topreparing students asleadersIncivilityWorkload &how itscalculatedColleagues whodon’t “carrytheir weight”

Resources to DevelopLeadership Abilities

Self-Assessment Selected Tools/Inventories Implicit Association Test measures attitudes & beliefs that people may be unwilling or unableto report designed to reveal attitudes or assumptions you make on a daily basis Myers-Briggs Type Indicator determines your personality type Leadership Style Self-Assessment helps you understand your personal leadership style Emotional Intelligence (EQ) Assessment helps you determine where your emotionalweaknesses exist when handling situations involving pressure, criticism, & failure

Self-Assessment (continued) Leadership Blind Spot Assessment helps you identify blind spots about yourself, yourteam, & your organization Performing Under Pressure Assessment focuses on the circumstances that may causeleaders to underperform when leading through a crisis Personal Effectiveness Tips more than 25 videos (with activities) about leadership includingfinding a mentor, dealing with change, & identifying your leadership blind spots CliftonStrengths helps you determine what you do naturally best, develop your strongest talents, &use your results to optimize your professional life often completed by all members of a team to help allparticipants understand one another’s strengths

Self-Assessment (continued) MindTools Leadership Skills Assessment measures where you already leadeffectively & where you have room for further professional development Optimal Thinking Leadership Assessment provides feedback about your strengths &possible positions that can play to your strengths Leadership Practices Inventory (LPI) 360o assessment measures the frequency youengage in exemplary leadership behaviors (outlined by Kouzes & Posner) inspires the breakthroughinsights needed to build positive relationships & achieve the extraordinary Grossman & Valiga Leadership Characteristics & Skills Assessment helpsyou reflect on your perception of what makes for a good leader & your perception of your own ability to lead

BooksJournals

MentorsWhat to lookfor in themWhat toexpect ofone anotherHow to “use” themWhereto findthemIF YOUR MENTOR OPENS DOORSFOR YOU, WALK THROUGH THEM !!!

ademicLeadershipAcademy

Summary & Conclusion

Take-Aways Leadership involves ―――――having a visioninspiring others to help make the vision a realitytaking risksknowing yourselfacting purposefully to make a difference Resources to support growth as a leader are unlimited Not all managers are leaders NOT ALL LEADERS ARE MANAGERS !!! WE NEED LEADERS IN NURSING EDUCATION !!!

4 Pillars of Leadership John Lewis Principles & Values are Timeless― Stand for something & make your position on what you value unequivocally clear byyour actions Dare to Disrupt― Find ways to get in the way Be courageous Align with Others Who Inspire You― Be persistent Be resilient Empower & strengthen one another Legacy Matters― Leave a legacy that shows you were there Recommit yourself to do all you can tofinish the work

Words of Wisdom“Don’t follow the path. Go [instead] wherethere is no path & begin the trail. When youstart a new trail equipped with courage,strength & conviction, the only thing that canstop you is YOU !!”Ruby BridgesCivil Rights Pioneer

Words of WisdomIf your actions inspire others to dream more,learn more, do more & become more, you area leader.John Quincy Adams

Learning Objectives Distinguish between leadership & management Propose specific ways in which nurse educators can function as leaderswithin their own institutions and across the broader nursing educationcommunity to achieve & sustain excellence in nursing education Describe human and material resources that can be “tapped” to help oneprovide leadership that will lead to & sustain innovation & excellence in nursingeducation

Leadership Practices Inventory (LPI) 360o assessment measures the frequency you engage in exemplary leadership behaviors (outlined by Kouzes & Posner) inspires the breakthrough insights needed to build positive relationships & achieve the extraordinary Grossman & Valiga Leadership Characteristics & Skills Assessment helps