Welcome to module one of course three, in the nursing informatics leadership specialization, nursing informatics leadership theory and practice. In this module, you'll learn about diverse leadership theories and multiple perspective taking required of leaders. Leadership is about aligning people, processes, and plans with a purpose. Leadership is about understanding knowledge complexity, to support people's learning. Leadership requires mastery of self, communication, relationships, system dynamics, and cultures. The learning objectives for this module, challenge you to describe the knowledge complexity archetype, to gain insight into the informatics leadership competencies needed for successful knowledge management and leadership in an organization. Describe 10 leadership theories to understand different types of leadership models. Explain the Dilts Logical Levels Leadership Model to develop a conceptual framework for effective leadership. Define three types and six levels of leadership (Meta, Macro, and Micro) to support the development of an informatics leadership skill set. Finally, describe self, relational, strategic, and systemic thinking skills necessary to master effective leadership. In this module, we compare the traditional data information knowledge and wisdom, the DIKW model, that is familiar to many nursing informaticists with the Knowledge Complexity Archetype work of Verna Allee. Read about Allee's notions of the evolution of knowledge. Allee advises leaders to attend to learning, performance, and action issues associated with the complexity of knowledge. In her model, data, information, and knowledge provide the foundation for managing meaning. Leaders are key in helping people manage meaning and helping people in organizations learn. Managing meaning provides the foundation for the development of a systems thinking mindset, and a philosophy about the influence of data information and knowledge and action on a system. This philosophy and systems perspective, yields wisdom insights. Experienced through time, contributes to wisdom. Wisdom acknowledges a unity, that supports a sustainable future. Leaders must develop a systems thinking mindset and be able to shift perspectives as issues arise. Nursing informatics leaders, help people master and understand the complex system dynamics associated with organizational learning. Leaders who realize the very dimensions of the knowledge complexity archetype, appreciate the implications for the action and performance in a system and an organization. With the knowledge complexity archetype in mind, let us explore some leadership theories and models that help leaders advance organizational learning in action. There are many leadership theories. The first learning activity in this module, invites you to watch a video by Dr. David Zigarelli, who provides an overview and explains 10 leadership theories in five minutes. Which theory resonates most with your current view of philosophy of leadership? A discussion prompt, invites you to share your ideas and opinions about the theory that appeals to you. As you reflect on these theories, consider how the competing values framework introduced earlier in this specialization relates to the theories and helps you understand leadership challenges, given organizational culture dynamics. For example, how might a Creative Market hierarchy collaborative culture deal with issues of managing meaning, or organizational learning to maximize performance? Would a transactional or a transformational approach to learning be better in one culture versus another? The next learning activity, is an invitation to read two articles authored by Robert Dilts on the logical levels model of leading and learning. Here, we build on the leadership essentials introduced in course one. Specifically, leadership essential two, aligning people, process, and purpose. The logical levels Model, suggests the best leaders expand their perspectives to align environments, behaviors, capabilities, values and beliefs, identity, mission, and visions to create a world to which people want to belong. In this model, there are three types and six levels of perspective-taking. The Meta perspective of leadership, involves attention to vision and purpose and creation of a greater good. Macro leadership, is about culture building and a leader's ability to support people to find their identity, place, and role in an organization. This requires attention to the vision, purpose, values, and culture of the organization. People's values and beliefs contribute and influence their personal and professional identities, values and beliefs impact capabilities and organizational dynamics. At the micro-level, leadership perspectives relate to the relationship between behaviors, actions, and tactics given the contexts and constraints of the environment. Note the arrows in this model flow up and down. Each of these levels is nested within the others. Think of the model as a nested Russian doll, with each level embedded in the next. On the way up, levels transcend and include lower levels. On the way down, all the levels support the higher levels in terms of efficiency, effectiveness, and alignment. Traversing and negotiating each of these logical levels, creates a bi-directional success pathway from vision to action and action to vision. An important aspect of this model, is solutions to issues are often nested above wherever the issue is anchored. For example, solutions to environmental constraints are found at the behavioral level. What people do or do not do in a given environment makes a difference. Behavioral issues are remedied by attention to capabilities. Capabilities are influenced by beliefs and values, beliefs and values support and define identities and roles. Identities are influenced by purpose, mission, aspirations, and vision. This leadership model, is diagnostic and prescriptive. For example, it helps a leader determine at what level the issue is hovering, and provides a way to add some perspective related to the issue. How might the issue be influenced or challenged by bringing attention to another logical level? Think about a problem you're currently experiencing in your workplace. If you had to categorize its logical level, where would you put it? Does it have to do with environment, behavior, capabilities, values or beliefs, role, mission, identity, contribution to the greater good? How does thinking about the problem from another logical level give insights and ideas for reframing the issue? Can you see how attending to the alignment of all six levels supports leadership insights and potential leadership interventions? Attending to alignment and perspective taking requires cognitive flexibility, an application of requisite variety in terms of understanding itself, relationships with others, and system dynamics. The law of requisite variety states that, "The agent with the most flexibility in the system, will be the most influential." Self-skills have to do with how leaders deploy themselves in situations. Relational skills have to do with the ability to understand, communicate, and motivate other people. Strategic thinking skills, enables the choice of leadership action given a challenge and the creation of an outcome oriented desired state. Finally, systems thinking skills help to decide how best to organize people and resources in the system, to achieve desired outcomes. The Dilts model, is useful framework to structure thinking about leadership challenges at different levels of prospective. Leaders who develop the ability to identify the need for requisite variety, can consider the six levels while contemplating a problem or issue. Successful leaders work to align people, processes, and plans with a desired purpose or outcome in mind. How does the competing values framework align with the Dilts model? Successful leaders attend to the Meta, Macro, and Micro levels of leadership. Think about the nursing informatics pioneers introduced in the previous course. Can you identify where they may have addressed different levels of the Dilts Logical Levels Model to create alignment to achieve the outcomes they wanted? Share your reflections and observations with colleagues in a discussion post. If you want to learn more and go deeper into the Dilts Model, read the history of the models development, check out the added references and resources on the next two slides. In module two, we will focus on how personal values provide the foundation for creating a personal leadership mission statement. Quiz time, enables you to test your mastery and knowledge from this module.
