Developing Rela-onal Leadership in Danish public organiza-ons

Transkript

1 Developing Rela-onal Leadership in Danish public organiza-ons Jody Hoffer Gi<ell & Carsten Hornstrup Board Member & Professional Partner RCRC CEO Hornstrup & Partners

2 Få mere inspira,on Få konkret viden om hvordan du kommer i gang med Rela,onel koordinering i din egen praksis: h8p://kurserogkonferencer.dk/rela,onel- koordina,on- i- praksis- 2/ Et uddannelsesforløb, der skærper dine evner,l at være Strategisk rela,onel leder: h8p://kurserogkonferencer.dk/strategisk- rela,onel- ledelse- effekfulde- forandringer- i- praksis/

3 Forskningsprojekt: Ledelse af Rela,onel Koordina,on I samarbejde med Jody og Rela,onal Coordina,on Research Collabora,ve har vi taget ini,a,v,l et nyt forsknings- og udviklingsproces. Målet er at undersøge hvordan vi ved at udvikle kvaliteten af den rela,onelle ledelse kan skabe fundamentet for at udvikle den rela,onelle koordina,on og derigennem performance. Interesseret så spørg os. Eller se på:

4 Research interest: How do the rela-onship between leaders and employees influence the development of Rela-onal Coordina-on?

5 New research project Fokus: Arbejdsprocesser: Succes kriterier 1. Hvordan sikres en øget kvalitet og/eller effek,vitet iw xx? A. Hvilke konkrete arbejdsprocesser kan sikre de ønskede resultater? Kvalita,ve og kvan,ta,ve mål for effekterne af demensstrategien 2. Hvor og hvordan kræver det, at vi udvikler det tværfaglige samarbejde? B. Hvilke konkrete ak,viteter kan understø8e udviklingen af det tværfaglige samarbejde? Bedre Rela,onel Koordina,on 3. Hvor og hvordan skal ledelsen lede og understø8e udviklingsprocesserne? C. Hvilke konkrete ledelsesmæssige processer skal anvendes og udvikles? Bedre rela,onel ledelse

6 Coordina,ng around the core task Rela-ons: Shared goals Shared knowledge Mutual respect Performance Communica-on: Frequent, accurate,,mely and problem solving

7 Getting started Visitation Nurse Consultant Dementia Complex work processes Assistant Nurse 1 Physiotherapist Assistant Nurse 1 Hospital nurses GP

8 4,71 Relational Coordination Survey Consultant for Dementia 1,98 3,41 Physio Therapist 3,47 2,91 2,51 2,29 2,14 3,51 2,78 2,52 2,05 2,00 Visitation 2,83 2,36 1,96 3,11 2,00 3,41 Community Nurses 2,61 2,59 2,73 2,81 2,65 2,85 Low <2,5 Medium 2,5 3,4 High >3,5 2,91 Assistant Nurse 1 2,86 3,61 3,50 Assistant Nurse 2 3,54 3,54 1,35 2,41 Hospital Nurses 2,42 2,42 2,34 2,26 2,50 1,94 1,38 GPs 1,98

9 Connec,ng RC & RL Leaders N.A. Leaders Nurse Opgaven Visitation Leaders Phys. Consultant Leaders Leaders

10 Rela-onel leadership vs. Rela-onel coordina-on Relational leadership One organization Significant correlation: r = 0,432 p = 0,001 Scale test: Cronbach's Alpha 0, Relational Coordination 100

11 Leadership drives RC Low Medium High Leader N.A. Leader Nurse Task Visitation Leader Phys. Consultant Leader Leader

12 Same case new illustra,on Director of Health Head of Elderly Serv. Head of Health Coordina,on Head of Social Services Own Home Support Visita,on Demen,a Center Nurses Demen,a Consultants Hospital Nurses GP Therapists

13 Organized lack of RC? Director of Health Low Medium High Head of Elderly Serv. Head of Health Coordina,on Head of Social Services Own Home Support Visita,on Demen,a Center Nurses Demen,a Consultants Hospital Nurses GP Therapists

14 Relational leadership 1: Organisational cohesiveness Linking Bridging External External Bonding 1. Do senior leaders create clarity around expectations for how middle managers employees should contribute to change activities? 2. Do senior leaders and middle managers/employees share and work for the same goals? 3. Do senior leaders respect middle managers and employees contribution to change activities?

15 Relational Leadership 2: Strategic competent contributors 1. Do senior leaders promote working for the whole by discussing overall goals strategies middle managers and employees? 2. Do senior leaders support and promote cross professional collaboration? 3. Do senior leaders promote and support cross-organizational collaboration?

16 Responsibility & Ownership Transparency High Expect a large degree of ownership Expect some ownership Low Expect little or no ownership Insisting on participation No/low Large 1. Are middle managers and employees invited to contribute with their experience and ideas? 2. Do middle managers and employees get involved in finding new solutions in relation to own areas of responsibility? 3. To what degree do middle managers and employees get information about change directly from decision makers?

17 Transparancy and involvement Transparancy is to be open, explain what we do AND to do it in good,me. Expect a large degree of ownership An effec-ve change process is a fair process, that balances the two Expect some ownership Expect little or no ownership Insis-ng on involvement: How do I make sure that all important stakeholders contribute especially the cri,cal voices that don t normally par,cipate?

18 Resistance to change insisting on involvement The sceptical The neutral The positive Leaders attention: How do I make sure that all important stakeholders contribute especially the critical voices that don t normally participate? In stead of talking about resistance to change probably it would be more correct to talk about meaningless change? If that's right, is what we look at then managerial initiated resistance and managerial initiated costs?

19 Collabora,on among middle managers We see a much more collaborative group of unit leaders a new forum for discussing strategic managerial challenges. (Department Head) We have developed a much more coordinated view of the managerial tasks (across unit leading doctors and nurses. (Unitleader Nurse) We use each much more at an informal everyday level. (Unitleader MD) I experience a higher degree of loyalty between us. Before this process some employees could shop between us to get it their way. Now people accepts a no the first time. (Unitleader MD)

20 Influencing employee collabora,on We have developed stronger bridging relations between unit leaders, which also shows in stronger employee collaboration. (Department Head) As a side effect of the process, Senior doctors has developed stronger patterns of collaboration. (Department Head) The established collaboration between unit leaders has been noticed outside the leader team. It sets a standard to follow, (Unitleader Nurse)

21 Strategic rela,onal leadership Organizational Cohesivenes Strategic Competence Building capacity for performance Engagement & Ownership

22 Leadership driving RC Organizational Cohesiveness Relations Performance Communication Strategic Competence Engagement & Ownership

23 Rela,onal Leadership Ques,ons 1. Do senior leaders create clarity around expectations for how middle managers employees should contribute to change activities? 2. Do senior leaders and middle managers/employees share and work for the same goals? 3. Do senior leaders respect middle managers and employees contribution to change activities? 4. Do senior leaders promote working for the whole by discussing overall goals strategies middle managers and employees? 5. Do senior leaders support and promote cross professional collaboration? 6. Do senior leaders promote and support cross-organizational collaboration? 7. Are middle managers and employees invited to contribute with their experience and ideas? 8. Do middle managers and employees get involved in finding new solutions in relation to own areas of responsibility? 9. To what degree do middle managers and employees get information about change directly from decision makers?