scholarly journals 35 Catalysing nurse middle managers clinical leadership development through peer-to-peer shadowing: start tomorrow!

2019 ◽  
Author(s):  
Pieterbas Lalleman ◽  
Joanne Bouma ◽  
Gerhard Smid ◽  
Jananee Rasiah ◽  
Marieke Schuurmans
Keyword(s):  
Leadership Development ◽  
Middle Managers ◽  
Peer To Peer ◽  
Clinical Leadership

Peer-to-peer shadowing as a technique for the development of nurse middle managers clinical leadership

2017 ◽  
Vol 30 (4) ◽  
pp. 475-490 ◽  
Author(s):  
Pieterbas Lalleman ◽  
Joanne Bouma ◽  
Gerhard Smid ◽  
Jananee Rasiah ◽  
Marieke Schuurmans
Keyword(s):  
Leadership Development ◽  
Ad Hoc ◽  
Middle Managers ◽  
Nurse Managers ◽  
Peer To Peer ◽  
Structured Interviews ◽  
Clinical Leadership ◽  
Content Type ◽  
Reflection In Action ◽  
Behavioural Repertoire

Purpose The purpose of this study was to explore the experiences and impact of peer-to-peer shadowing as a technique to develop nurse middle managers’ clinical leadership practices. Design/methodology/approach A qualitative descriptive study was conducted to gain insight into the experiences of nurse middle managers using semi-structured interviews. Data were analysed into codes using constant comparison and similar codes were grouped under sub-themes and then into four broader themes. Findings Peer-to-peer shadowing facilitates collective reflection-in-action and enhances an “investigate stance” while acting. Nurse middle managers begin to curb the caring disposition that unreflectively urges them to act, to answer the call for help in the here and now, focus on ad hoc “doings”, and make quick judgements. Seeing a shadowee act produces, via a process of social comparison, a behavioural repertoire of postponing reactions and refraining from judging. Balancing the act of stepping in and doing something or just observing as well as giving or withholding feedback are important practices that are difficult to develop. Originality/value Peer-to-peer shadowing facilitates curbing the caring disposition, which is essential for clinical leadership development through unlocking a behavioural repertoire that is not easy to reveal because it is, unreflectively, closely knit to the professional background of the nurse managers. Unlike most leadership development programmes, that are quite introspective and detached from context, peer-to-peer shadowing does have the potential to promote collective learning while acting, which is an important process.

Effectiveness of full range leadership development among middle managers

2015 ◽  
Vol 34 (9) ◽  
pp. 1161-1180 ◽  
Author(s):  
Teerapun Chaimongkonrojna ◽  
Peter Steane
Keyword(s):  
Transformational Leadership ◽  
Leadership Development ◽  
Effective Leadership ◽  
Middle Managers ◽  
Leadership Behaviors ◽  
Full Range ◽  
Development Program ◽  
Content Type ◽  
Full Range Leadership ◽  
The Impact

Purpose – The purpose of this paper is to examine the impact of the Full Range Leadership Development Program (FR-LDP) of middle managers of a furniture company in Thailand and explore how they experience the leadership development phenomenon. It addresses the fundamental question of how effective leadership behaviors occur and are sustained. Design/methodology/approach – In total, 31 middle managers completed a six-month multi-methods development program of three alternating training sessions and on-the-job practice. A 360-degree feedback survey of the Multifactor Leadership Questionnaire 5X Short, comprising 284 questionnaires of “leaders” and “raters,” was used to measure the change in effective leadership behaviors and the overall leadership outcome. A sub-sample of 20 participants from these managers was selected for in-depth interviews at the end of the intervention. Semi-structured interviews and critical incident analysis was applied to understand the leadership experience of these managers. Findings – The study revealed that leadership behavior and overall outcome performance had improved over the course of the FR-LDP. The program did contribute positively to individual learning. Sustained effectiveness was not due solely to the development or intervention process, but also on individual objectives and action, together with supervisor interest and support. Research limitations/implications – The study provides a valid, in-depth insight into leadership in Thailand, which has practical application. However, the size of the sample may not be sufficient for broad generalizations in other cultural contexts or environments. Originality/value – The study extends the understanding of how middle managers develop transformational leadership in Thailand. The study contributes to how middle managers learn what they need to know, how they get to know it and factors that influence their practice of transformational leadership in their workplace. The findings provide to organizations options on resources, talent retention and sustaining organizational performance.

Good intentions gone awry: investigating a strategically oriented MLD program

2020 ◽  
Vol 39 (3) ◽  
pp. 334-354
Author(s):  
Magnus Larsson ◽  
Melissa Carsten ◽  
Morten Knudsen
Keyword(s):  
Leadership Development ◽  
Social Identity Theory ◽  
Middle Managers ◽  
Development Program ◽  
Social Identification ◽  
Strategic Action ◽  
Complex Organizations ◽  
Content Type ◽  
Cascading Effects ◽  
Organizational Attitudes

PurposeComplex organizations increasingly rely on middle managers as strategic linking-pins between the top and bottom levels of the organization. Using social identity theory and commitment theory as the foundation, this study evaluates a management and leadership development program (MLDP) intended to engage middle managers as strategy creators and implementers. We also evaluate the cascading effects of leadership development by assessing changes in subordinates' identification with the leader, and commitment to the work unit and organization.Design/methodology/approachUsing a sample of 107 manager participants and 913 of their subordinates, this study measures differences in both manager and subordinate identification and commitment prior to and after the completion of a 6 months strategically oriented MLDP.FindingsDespite the organizations' best intentions, manager identification with and commitment to the organization decreased after completion of the MLDP. Similarly, subordinates identification with the leader and commitment to the organization also decreased at Time 2.Research limitations/implicationsThe results paint a complex picture of the nuances of social identification as an outcome of MLDPs, and problematize the notion of cascading effects on subordinates within the organization. Researchers are encouraged to further examine organizational attitudes and perceptions as outcomes of MLDPs.Practical implicationsSuggestions are offered regarding how practitioners can manage strategically oriented MLDPs in order to avoid identity confusion and promote strategic action.Originality/valueStrategically oriented MLDPs are increasingly popular in organizations. This study is one of the first to evaluate the theoretical mechanisms through which these programs may affect managers and problematize these effects for complex organizations.

scholarly journals Nurses’ and midwives’ clinical leadership development needs: A mixed methods study

2011 ◽  
Vol 67 (7) ◽  
pp. 1502-1513 ◽  
Author(s):  
Mary Casey ◽  
Martin McNamara ◽  
Gerard Fealy ◽  
Ruth Geraghty
Keyword(s):  
Mixed Methods ◽  
Leadership Development ◽  
Mixed Methods Study ◽  
Clinical Leadership ◽  
Nurses And Midwives

Impact of clinical leadership development on the clinical leader, nursing team and care-giving process: a case study

2008 ◽  
Vol 16 (6) ◽  
pp. 753-763 ◽  
Author(s):  
BERNADETTE DIERCKX de CASTERLÉ ◽  
AN WILLEMSE ◽  
MARC VERSCHUEREN ◽  
KOEN MILISEN
Keyword(s):  
Leadership Development ◽  
Clinical Leadership ◽  
Care Giving ◽  
Nursing Team

Using the patchwork text assessment as a vehicle for evaluating students’ perceptions of their clinical leadership development

2012 ◽  
Vol 12 (1) ◽  
pp. 46-51 ◽  
Author(s):  
J.A. Leigh ◽  
J. Rutherford ◽  
J. Wild ◽  
J. Cappleman ◽  
C. Hynes
Keyword(s):  
Leadership Development ◽  
Clinical Leadership

scholarly journals Leadership challenges of middle management at Transnet's Durban Container Terminal

2019 ◽  
Author(s):  
◽  
Nomalungelo Zola Nxasana
Keyword(s):  
Leadership Development ◽  
Middle Managers ◽  
Container Terminal ◽  
Participation Rate ◽  
Sampling Technique ◽  
Organisational Culture ◽  
Senior Managers ◽  
Practical Applications ◽  
Leadership Challenges ◽  
Formal Leadership

Transnet Port Terminals’ Durban Container Terminal (DCT) is the largest and busiest container terminal in Africa and the fifth largest terminal in the southern hemisphere based on container throughput. Middle Managers (MMs) at the DCT are responsible for ensuring that this leviathan of port trade stays afloat and operates optimally. By virtue of their position, MMs find themselves both followers (taking directions from senior managers) and leaders (overseeing subordinates). Striking a balance between these two roles is often associated with many challenges and tremendous amounts of stress. This study aimed to identify some of the structures in place at the DCT geared towards empowering MMs at the DCT cope with the leadership demands of their duties. The research focused on the formal leadership development programmes offered by Transnet Port Terminals and evaluated its effectiveness in enhancing the MM as leader. To understand MMs’ concerns better, a holistic assessment was conducted on the environment and organisational culture in which MMs operated. The specific objectives of the study were to investigate DCT’s organisational culture, to identify the development structures in place for grooming MMs for leadership, to investigate the effectiveness of developmental programmes in enhancing MMs leadership; and to explore the receptiveness of subordinates towards MMs’ leadership. The present study is a descriptive study that used the probability random sampling technique as the results were intended to be generalizable over the entire MM population at Transnet’s DCT. This method has been described as one of the best techniques for collecting data as it highly reflects the population of interest. Research data were collected by means of a self-administered structured questionnaire. Forty-seven invitations were sent to MMs, 35 accepted and were enrolled into the study (i.e. 74.5% participation rate). One of the main findings of the study indicated that the DCT had a dual organisational culture. Middle Managers thus found themselves working in an environment that was both hierarchical and developmental. Middle Managers had all attended at least one of the leadership development programmes offered by Transnet Port Terminals. Moderate monotonic correlations were found between understanding course material and its practical applications; and leadership enhancement. However, a weaker association was observed between course relevance and leadership development. It is also emerged that MMs and subordinates had good working relationships. The main limitation of the study was gaining access to the MMs. This was partially due to the conflicting shifting times. As such, it was not possible to gain the participation of a statistically representative sample of the MMs to generalise findings over the entire MM population at the DCT.

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