Transcript KCBN Conference 2013

KCBN Conference 2013
Workshop - Leadership styles and
supporting staff
Facilitators - Roy Deveau, Tizard
centre, University of Kent
Emily Fairless, Support Worker
Staff supporting people who challenge
What we know
• The research - Staff report anxiety, suffering
stress, especially when they don’t know how
to react to CB, lack of training, high sickness
and turnover levels.
• Support is mainly provided by immediate
colleagues AND especially the immediate line
manager
Research also shows
• Staff rapport (relationships) emotional states
and responses to people exhibiting CB are
setting events for CB. i.e. How staff are feeling,
what they believe and how they behave can
make behaviour problems, better or worse. (I
guess, we all knew that anyway).
How should managers support staff
managing CB
• Working with colleagues in good teams is
supportive
• The immediate manager is a prime source of
support. BUT. What is the best form of
support for the immediate manager to offer?
• Observe a role play and discuss, in groups,
how you would manage this staff situation to
get the best for the staff team and the people
they support.
Staff support and leadership styles
see “Leadership Starts with Me” (www.nsasocialcare.co.uk)
• Management is a set of well-known processes, like
planning, budgeting, structuring jobs, staffing jobs,
measuring performance and problem-solving.
• So, management is crucial — but it’s not leadership.
• Leadership is entirely different. It is associated with
taking an organisation into the future, finding
opportunities …..Leadership is about vision, about
commitment and empowerment and, most of all,
about producing useful change. Leadership is not
about attributes, it’s about behaviour. OUR BEHAVIOUR
National Skills Academy - Social care
leadership
• The values, principles and qualities of good
leaders.
• Good leadership qualities, includes: Self
awareness, self management (mindfulness is
prominent today) acting with integrity and
continuous personal development.
• Any worker can find themselves in leadership
scenarios where their knowledge, skills or
experience make them a leader.
My research with service managers
focused upon Practice Leadership
Staff experience and PL
• PL is associated with less staff
stress, greater positive work
experiences and being managed to
develop their work performance.
Staff survey, some results (Deveau &
McGill, in press)
PL was more strongly associated with Developmental
than Supportive leadership (Developmental leadership
rho .376 p<0.001 Supportive leadership rho .197 p<0.05)
PL was associated with lower staff emotional exhaustion
(Maslach Burnout Inventory, Emotional Exhaustion Rho .174 p<0.05)
PL was associated with greater teamwork (rho -0.286
p<0.01)
Interview study with service managers
(Deveau & McGill, in review)
Manager’s developing and shaping staff performance
• If you’ve got someone who is a really, really good carer who is trying
to work with someone with challenging behaviours and they come
unstuck shift after shift, get the most stressful shift…..you’re in
danger of losing that person because they feel frustrated, they get
upset, worn out” (10,8)
• “The way to sort that, was for that person to work three out of five
shifts on the same allocation…..for a period of six weeks. So
although that’s quite tough, at the end of it, you’ve actually
developed the best communication and relationship with that
person…. they were always the people that ended up least stressed
with that particular service user…..but you’ve got to sell that to the
staff member” (10,8).
Employers positive influence on managers
Some managers described their senior
managers as having positive personal
influence upon them, through recognising
abilities and trying to develop these:
“ N was the manager I needed.. She saw the
potential in me before I did”
Theme – Managers personalities and
experiences
 Managers own experiences of ‘life’ and work
mentors/role models both good and bad shaped
their actions and values:
“I think I had a really good mentor when I came
into the profession… I started off as a support
worker. And I think I’ve always been quite
fortunate that I’ve always had good mentors.. I
think that’s had quite an impact”
conclusions
• Frontline managers who use a practice leadership style, get
the best from and for their staff and service users.
• The personal behaviours (e.g. wanting to observe
personally, experiences of mentors more important than
‘training’) and values of practice leaders were crucial.
• Leaders: constant focus upon developing skills, knowledge
and abilities of all the people in a setting. A developmental
focus rather than upon staff’s personal feelings appears to
be more useful in supporting staff to manage stressful
situations.
• The Driving Up Quality Code (post Winterbourne View ,
support provider’s initiative) and supported by CQC
includes a strong emphasis upon practice leadership.
Contact
• THANKS FOR TAKING PART
• if you would like to discuss PL or developing
staff support in stressful situations or ask for a
copy of the slides please feel free to contact
me:
[email protected]