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The post with no name is from Trish Mair

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The post with no name is from Trish Mair

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The leader/follower relationship is one that occurs when staff are treated with respect and feel valued. Role modelling through action and words is necessary to inspire staff to follow.
I have seen some wonderful examples of Nurse unit managers that you want to work hard for and impress because of how you are treated ad who inspire you to have those qualities and become leaders also .This is what I felt the reading confirmed for me

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The

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Excellent thoughts, Kerry. I heard someone say recently, people don't want to be managed, they want to be led. I think that is true for recognised leaders as well. We all need someone to follow or to be inspired by. Sue 

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Excellent thoughts, Kerry. I heard someone say recently, people don't want to be managed, they want to be led. I think that is true for recognised leaders as well. We all need someone to follow or to be inspired by. Sue 

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Yes, you made great sense, Una and thank you for sharing. It is amazing the way a negative attitude can have a flow on effect, both on a vertical level and a horizontal level in the workplace. Suw

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Yes, you made great sense, Una and thank you for sharing. It is amazing the way a negative attitude can have a flow on effect, both on a vertical level and a horizontal level in the workplace. Suw

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Good work, Catherine. I think of a lot of leadership is 'situational' or contingent. You are right with early intervention being necessary to avoid a negative culture becoming entrenched in the workplace and of course, the driving force in preventing that is effective leadership. 

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Good work, Catherine. I think of a lot of leadership is 'situational' or contingent. You are right with early intervention being necessary to avoid a negative culture becoming entrenched in the workplace and of course, the driving force in preventing that is effective leadership. 

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Sue

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Excellent insight and sharing, Jessica. There was no problem with the way you put your commentary into words. Well done

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Excellent insight and sharing, Jessica. There was no problem with the way you put your commentary into words. Well done

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Sue

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Integrative process model                                I have read through Eberly et al. (2013) and I agree that there is a great deal of information to process. My initial impression is that there are many leadership models constantly evolving and not one constitutes the best theory. The common thread between all the literature is that leadership involves many approaches and a myriad of what is involved, though it is individuals working toward a common goal. Two elements identified to be shared with all leadership theories are the locus of leadership being the leader, the follower,  leader-follower or finally a larger group. I can think of a situation were had this model been used it may of created a more conducive work environment. The traditional leader (CNC), lack the skill to promote a positive workplace. The followers (nursing staff), have strong personalities and leads to behaviours that are not allowed to flourish, hence many staff feeling unengaged in their current workplace. If these followers  were encouraged to grow into  leadership roles, I feel that the negative culture could be avoided. Secondly the mechanism of how leadership is transmitted to staff can in the form of behaviours, which promotes the values that staff then act on. This can be the foundation on the work environment. As both Jessica and Una demonstrated so well in their examples, I believe we have all had similar experiences especially in the health field. To answer the question I think that the integrative process model could be used to develop leadership roles by the constant revision of learned behaviours and addressing negative attitudes before they have the ability to set a standard or culture in the workplace. Once these negative behaviours are formed it takes a very skilled leader to change a work enviroment

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Integrative process model                                I have read through Eberly et al. (2013) and I agree that there is a great deal of information to process. My initial impression is that there are many leadership models constantly evolving and not one constitutes the best theory. The common thread between all the literature is that leadership involves many approaches and a myriad of what is involved, though it is individuals working toward a common goal. Two elements identified to be shared with all leadership theories are the locus of leadership being the leader, the follower,  leader-follower or finally a larger group. I can think of a situation were had this model been used it may of created a more conducive work environment. The traditional leader (CNC), lack the skill to promote a positive workplace. The followers (nursing staff), have strong personalities and leads to behaviours that are not allowed to flourish, hence many staff feeling unengaged in their current workplace. If these followers  were encouraged to grow into  leadership roles, I feel that the negative culture could be avoided. Secondly the mechanism of how leadership is transmitted to staff can in the form of behaviours, which promotes the values that staff then act on. This can be the foundation on the work environment. As both Jessica and Una demonstrated so well in their examples, I believe we have all had similar experiences especially in the health field. To answer the question I think that the integrative process model could be used to develop leadership roles by the constant revision of learned behaviours and addressing negative attitudes before they have the ability to set a standard or culture in the workplace. Once these negative behaviours are formed it takes a very skilled leader to change a work enviroment

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I agree with Jessica, I feel that this was hard to express in words,  and please ignore my previous post that I started. Never work on a computer that you are not familiar with!!

Thanks Catherine Maher

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I have read through Eberly et al. (2013) and I agree that there is a great deal of information to process.
My initial impression is that there are many leadership models constantly evolving and not one constitutes the best theory. The common thread between all the literature is that leadership involves a process of individuals

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When thinking about one definition of leadership, I think it is too complex an area to be able to define. However the model Eberly et al (2013) present visually makes sense, but still has a level of depth to it that can be hard to grasp. I would suggest that is why they have come up with some questions to highlight how the model can be used in research. From a psychological point of view I can easily see how the way we work cognitively, affectively and behaviourally can impact on others. Reciprocity can be very powerful in these dynamics with empowerment and performance contributing to followers becoming future leaders themselves. According to Eberly et al, “the line between leadership and followership becomes increasingly blurred” as “leaders also are followers and followers also exhibit leadership” (2013,p.442)

Working within a team that does not have a present leader, means being creative and finding ways that work so that I am able to continue being engaged in my work. I think we can all lead and be followers at different times depending on the need. Whether this is unconscious or not I do tend to give time and seek out time from the colleagues who are more engaged in their work and remain positive in the face of adversity. I cannot rely on my immediate team leader for what I need to be a leader myself, or to feel valued in the workplace. I have worked in teams where people shut down and keep a low profile so as not to be targeted; second guess what to write in an email or second guess their abilities and so on. This is not for me although sometimes you can be swept into a vacuum before you know it when new staff come along. Kerry M

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Hi all,                                                                                                                                                                    The integrative process model appears to be the newer type
of leadership which analysis the different levels of leadership focusing on the
individual leader to the team/group/organisation of leaders to also the
followers. This model can predict leader-follower relationships. This is due as
the leader portrays certain behaviours, the follower receives these behaviour
cues which allows the follower act in his/her prototype. This can result in a
positive relationship of trust, respect and communication. 

I did find this article very long but I did like the
explanation of the leader–member exchange (LMX) theory, a theory that
traditionally emphasized the leader–follower relationship as the primary locus
of leadership, claiming that it is the leader’s as well as the followers’
positions within their respective social networks and the reciprocal sharing of
network links that determine the type of leadership.

                                                                                                                                                                                                                                               In my workplace similar to Jessica’s example, I too can
relate to leaders who have positive attitudes, which also makes me work in a
positive way too. Similar the anxious and cranky leader (that I can think of in
work) makes her followers anxiety and negative, meaning followers (nurses)
portray they have had a terrible shift, which I think eventually leads to
exhaustion, unsupportiveness and staff turn over. I think leaders must meet
their follower’s typical style of working in order to obtain engagement with
followers and provide the highest standard of patient centered care. This also
is known as the contingency leadership theory. However the integrative leadership
theory also includes combining the trait, behaviour and contingency theories
together to identify successful leader-follower relationship. I think if the
follower already has a negative attitude in work, it is the leader duty to
reason with this person as negative attitudes can spread among the workforce.
Sometimes, I think by even changing the language we use to describe our
patients from real negative words (such the demanding patient keeps ringing the
bell) to more empathic/ professional words (such as patient really stressed
about their situation) can help nurses provide better quality of care and a
more positive environment.  I also find it hard to describe in words these situations but hope it makes sense. Thanks Una

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Hi all,                                                                                                                                                                    The integrative process model appears to be the newer type
of leadership which analysis the different levels of leadership focusing on the
individual leader to the team/group/organisation of leaders to also the
followers. This model can predict leader-follower relationships. This is due as
the leader portrays certain behaviours, the follower receives these behaviour
cues which allows the follower act in his/her prototype. This can result in a
positive relationship of trust, respect and communication. 

I did find this article very long but I did like the
explanation of the leader–member exchange (LMX) theory, a theory that
traditionally emphasized the leader–follower relationship as the primary locus
of leadership, claiming that it is the leader’s as well as the followers’
positions within their respective social networks and the reciprocal sharing of
network links that determine the type of leadership.

                                                                                                                                                                                                                                               In my workplace similar to Jessica’s example, I too can
relate to leaders who have positive attitudes, which also makes me work in a
positive way too. Similar the anxious and cranky leader (that I can think of in
work) makes her followers anxiety and negative, meaning followers (nurses)
portray they have had a terrible shift, which I think eventually leads to
exhaustion, unsupportiveness and staff turn over. I think leaders must meet
their follower’s typical style of working in order to obtain engagement with
followers and provide the highest standard of patient centered care. This also
is known as the contingency leadership theory. However the integrative leadership
theory also includes combining the trait, behaviour and contingency theories
together to identify successful leader-follower relationship. I think if the
follower already has a negative attitude in work, it is the leader duty to
reason with this person as negative attitudes can spread among the workforce.
Sometimes, I think by even changing the language we use to describe our
patients from real negative words (such the demanding patient keeps ringing the
bell) to more empathic/ professional words (such as patient really stressed
about their situation) can help nurses provide better quality of care and a
more positive environment.  I also find it hard to describe in words these situations but hope it makes sense. Thanks Una

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Share board activity 3- integrative process model. 

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Share board activity 3- integrative process model. 

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When reading through the article, there was a lot of information to take in and my interpretation may be different to my peers.

Particularly reading through pages 439-441 Eberly et al (2013) discuss that their integrative process model indicates that behaviours are the way that leaders transmit thoughts, feelings and traits. They go on to say that followers receive these cues through the leaders behaviours, therefore if a follower essentially has the same behaviours , thoughts, feelings and traits they will respond to the leader, strengthening the leader-follower relationship.

When reading this, I reflected back upon my previous employment, unfortunately when I commenced work within the unit there was a significant problem with workplace bullying, burnout and in general not a lot of people being happy in their positions - creating quite a negative working environment. I may refer to myself as the follower in this example and my nurse unit manager (NUM) as the leader. The NUM displayed behaviours both individually and within the relationships she formed with colleagues and clients to promote a positive working environment, xero tolerance to bullying culture and was working very hard toward changing the working environment. I too recognised that the traits and values that she had were something that I identified with, thus making me more aware of not falling into the "negative trap". I recall my supervisor talking with me about the "power of 3" that being the leader influencing me, and me influencing someone else and the flow on effect changing the culture of the organisation - I have to say it actually was effective! I guess that scenario came to my mind when I was reading the article.

I think that integrative process model could be extremely effective in developing leader ship roles, Eberly et al. (2013) describe effective leadership as more than just individual personality, behaviour and cognitions but also the interactions that a leader has with others like the quality of relationships that the leader builds with others. an integrative approach looks at integrating all loci involved and taken into consideration - if this happened in workplaces, and leaders displayed this I believe that staff satisfaction could be lifted, staff retention could improve leading to more patient centred care. We are all leaders in different ways and if we model that throughout ALL our professional relationships be that to our managers, directors, students, administration staff etc, then we lead by example in the hope that the people we have interacted with will then model leadership within the relationships they form.

I really hope that makes sense - I struggled putting it into words.

Thanks all for reading.

Jessica Moussa