// TDL - Core Principles in Transformational Distributed Leadership

TDL - Core Principles in Transformational Distributed Leadership

CPD Points: 13
Duration: 13 Hours
Media Type: Clustered Asset
Provider: Academyst (eMedicus Ltd.)


Effective leadership is critically important at all levels in an organisation and particularly at the clinical coal face, where leadership failures come with a high price-tag to all concerned. However, the approach taken to leadership has a very strong influence over the success of that leadership and, critically, whether it makes Mid Staffs-type situations more or less likely. This highly comprehensive and practical programme looks at a transformational approach to leadership, coupled with encouraging distributed responsibility and accountability – groups of people who lead in an engaging, collaborative manner and who collectively share responsibility for the outcome they deliver. It’s just what we need today (and always have).

The Leadership Context

  • Understanding the healthcare context today
  • How will this change over time?
  • The factors creating the conditions in which we lead
  • The effects these have on the people we lead
  • What this means to us as leaders
  • How it affects leadership approach

Defining Leadership Properly
  • The leadership definition
  • Differentiating leadership from management
  • Understanding leadership at the functional level
  • The role of the leader
  • The strategic component of leadership
  • Strategic risk arising from ineffective leadership
  • Leadership content & how it drives leadership approach
  • Defining Transformational Distributed Leadership
  • The role of culture in leadership effectiveness
  • Understanding the ‘distributed’ safety net

The Leader’s Trap

  • The organisational design component of leadership ineffectiveness
  • The leader’s or Chief Executive’s trap
  • Understanding the genesis and evolution of typical Trust structure
  • The implications of the wrong OD
  • How decision-making effectiveness is undermined
  • What might a better model look like?

  • Understanding Transformational Distributed Leadership
    • Operating successfully in the new system conditions
    • Coping with constant change
    • The rapid adaptability imperative
    • Knowledge, alignment and effects gaps
    • How to lead successfully in spite of them
    • Adapting our leadership approach
    • Moving away from Command and Control
    • The Leader as Catalyst model
    • 3 types of transformation
    • The vital imperative for Type 1 Transformation
    • Adapting our mental model
    • The transformational leadership approach
    • The distributed leadership safety net

    Understanding ENABLEMENT
    • The ENABLEMENT Model
    • How the ENABLEMENT Model leads to performance and transformation
    • The construct of WILL, SKILL, CAPACITY & AUTHORITY
    • Examining WILL – what it is and what influences it
    • The Limbic component and what this means
    • Utilising the right behavioural approach
    • Perspectives on SKILL
    • Understanding the CAPACITY Trap
    • How can we overcome our severe capacity limitations?
    • Understanding AUTHORITY
    • The right culture – stewardship
    • Functional and leadership benefits of the right culture

    Models & Frameworks
    • The competency-based approach
    • NHS Leadership Framework
    • Understanding its conceptual and functional elements
    • Why it only partially addresses our challenges today
    • An action-based approach
    • 6 Core Components of Effective Leadership
    • What happens when each facet is ignored or under-addressed

    Trust & Confidence

    • The importance of trust generally
    • Its specific importance in a distributed leadership environment
    • Directions of trust
    • What does trust mean from a leadership perspective
    • Integrity versus confidence
    • How to engage a willingness to follow
    • How to wrestle freedom to operate from above
    • Relating trust to the leader as catalyst approach
    • Providing the right moral compass
    • Practical strategies for developing the right kind of trust

    Setting Direction, Vision & Culture

  • The context of setting direction today
  • The impact of pace of change
  • What is an aligned strategy?
  • Relating strategy to Trust and service failures
  • The strategic cycle – how to identify strategic choices
  • PESTEL analysis – understanding the bigger picture
  • 8 Keys to Strategic Success
  • Aligning strategy to system and commissioning plans
  • Critical elements of system change that must be incorporated
  • Addressing competitiveness in vision and strategy
  • Vision – what it is and how to address it today
  • Values & beliefs – influence on strategy and behaviour
  • Mission – encapsulating purpose, values and beliefs
  • Generating a sense of belonging and ownership
  • The principle of the Guiding Ideal

  • Operationalising Direction
    • The operationalisation challenge
    • The importance of effective goals
    • Adopting a SMART+ approach
    • Aspirational versus Operational goals
    • The step down process – how to go from aspiration to operations
    • The importance of ownership
    • Communicating direction
    • Leadership versus management communication

    Aligning the Organisation

  • What does aligning the organisation really mean?
  • Why is it so vital and what happens if we fail to pay attention to it
  • Behavioural alignment in rapidly changing environments
  • Critical principles that need to be addressed today
  • Adopting a productive improvement approach

  • Aligning the People
    • The people we lead – critical considerations
    • Model for clinical team behaviour
    • Behavioural drivers and how they work together
    • Intrinsic vs. Extrinsic vs. Biological drivers
    • Human needs and how they influence behaviour
    • The importance of autonomy, mastery and purpose
    • What happens when these are ignored?
    • What does this look like on the ground?
    • Learning from exemplary organisations
    • The organisational survival principle in alignment
    • Alignment of personal interests and values
    • Discretionary effort – importance and how to access it
    • Fostering innovation in complex problem solving
    • Tapping in to the strongest behavioural drivers

    Influencing for Improved Impact
    • What do we mean by influence?
    • Authentic influence vs. autocratically-driven compliance
    • The importance of meaning and emotions in influencing
    • Understanding the behavioural process in more depth
    • The principle of a balance of effects
    • How instructions, strategy and stimuli are filtered
    • What influences that filtering process
    • The judgement of meaning
    • Diagnosing and then managing meaning
    • Understanding the Tipping Point
    • A simple influencing framework
    • Applying the framework in communications and scenarios
    • Approaching adverse behaviour
    • Overcoming emotional hijack to produce better behaviours
    • Relating this to the programme as a whole

    • Doctors - Junior
    • Doctors - Middle
    • Doctors - Senior
    • Nurses - Junior
    • Nurses - Middle
    • Nurses - Senior
    • Business & Administration - Junior
    • Business & Administration - Middle
    • Business & Administration - Senior
    • Allied Pros - Junior
    • Allied Pros - Middle
    • Allied Pros - Senior