Leading Across Borders – Evidence-Based Nursing Blog

Join Time E which can give attention to and be guided by boundaries Dr Susan Hamer, Director of Nursing, Learning and Organizational Development, National Institute for Health Research(@OfficialNIHR, @dollyblue3)

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I even have all the time been excited about other ways of serious about leadership, and over time of my practice I even have develop into increasingly aware of the important thing role a pacesetter plays within the operation of a team, organization or system. As I read quite a bit about leadership and watched fads come and go, I also became aware of excellent serious about leadership, but where it wasn’t quite the precise time to implement it, though the ideas have quite a bit to supply. One such approach is that described in 2009 by Ernst and Yip (2009), who, based on their research, proposed an approach to improving organizational performance called leadership that transcends boundaries.

Perhaps now’s the precise time for more leaders to think about these ideas. The authors challenge leaders to actively think in regards to the context of their work and what a greater understanding of what it means to work throughout the system, up and down, actually means within the context of leadership effort. We need to think about this proposition because too many traditional leadership models simply don’t resonate in today’s organizations. I run a big managed network where we’ve got many points of contact with other organizations and bases in lots of locations. Acute trusts that provided secondary and first care were provided locally, which is just not the case. Care homes currently support a few of our most vulnerable adults. In the past it was health care, now it’s social care. All these redefinitions of the workplace, patients, society and caregivers mean that the boundaries have develop into blurred, shifted or just non-existent.

That’s why we’d like agile leaders who can quickly see the perceived or real boundaries they’re working on and address them in a way that higher meets needsf patients, caregivers and the communities we serve. However, as with all recent skills, it isn’t easy. I do know that when I’m under pressure, my default response is to work with familiar colleagues in ways which might be familiar to me, and since pressure appears to be a relentless feature of healthcare leadership, I often run the chance of sitting in a self-generated silo and doing what’s familiar.

Perhaps most significantly, working across boundaries helps leverage a wider range of diverse perspectives, increases the potential for innovation, can reduce risk and costs, and creates synergies. When I intentionally practice as a boundary-pushing leader, I see a broader perspective, I’m more collaborative, and cross-organizational solutions seem more achievable. It isn’t in any respect time-consuming or symbolic. I’m a part of a change that’s more more likely to stick when teams are invested in shared goals. Some of the things I even have learned from the six boundary spanning practices (Ernst & Chrobot-Mason, 2010) are working on the intersection of boundaries to attach, mobilize, reflect, buffer, and weave.

What leadership models has/is your organization adopted?

What are the benefits/why change leadership styles in modern organizations?

What are you able to do to enhance your boundary pushing skills as you concentrate on developing your leadership skills?

Ernst, C., & Yip, J. (2009). Boundary-spanning leadership: Tactics for bridging social identity groups in organizations. In T. L. Pittinsky (Ed.) Crossing the divide: Intergroup leadership in a world of difference (pp. 89–99). Boston: Harvard Business School Press.

Ernst, C., & Chrobot-Mason, D. (2010). Boundary-spanning leadership: Six practices for solving problems, driving innovation, and remodeling organizations. New York: McGraw-Hill Professional.

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