Nursing Informatics Leadership Theory and Practice (Coursera)

Course 3 of 5 in the Nursing Informatics Leadership Specialization.

Syllabus

WEEK 1
Evaluate effective leadership styles for leadership in nursing informatics in clinical or academic contexts to improve your leadership success
Overview: In this module we explore the knowledge complexity archetype and its relationship to leadership. Leadership Scholar Robert Dilts suggests effective leadership involves a mixture of several types of leadership ability. Self-skills have to do with how the leader deploys themselves in situations. Relational skills have to do with the ability to understand, communicate and motivate other people. Strategic thinking skills are necessary to define a desired state with specific goals and objectives. Finally, systemic thinking skills are used to define not only the problem space of a situation or challenge but also the desired state and how to organize the teams and people in the system to achieve that desired state. Leadership requires mastery of self, communication, relationships and mastery of the system. In this module several leadership styles are introduced, and you are invited to reflect on the ones that you most appreciate. Leaders must navigate and negotiate different levels of perspective as they turn visions into action. The Dilts Logical Levels of Leading and Learning conceptual model is a useful leadership framework to structure your thinking about leadership challenges. The model suggests the best leaders align environments, behaviors, capabilities, values and beliefs, identity, mission and visions to create a world to which people want to belong.

WEEK 2
Discover core values that support effective nursing informatics leadership in academic and clinical contexts to inform development of a personal leadership mission statement, and development plan
Remember from the last module one of the logical levels of learning and leading was related to values and beliefs. One’s values and beliefs support one’s identity, purpose and mission and provide motivations to lead. Leadership scholar Richard Barrett has developed an evolutionary leadership model built on values and suggests becoming conscious of one’s values supports personal and professional development as people change and grow evolving from self-interest, to personal transformation and beyond to serve the common good. Values are linked with needs and motivations. As one’s needs are satisfied one evolves in terms of awareness, development, and focus. In this module you will have an opportunity to learn about Barrett’s seven levels model and complete a personal values assessment (PVA). You will be invited to reflect on how your personal values influence your leadership style. You will have the change to contemplate what values you want to strengthen and develop. Gaining insight into your needs and motivations will help you craft intentional leadership development plans. Using your values to create a personal leadership mission statement will help clarify your contributions to a group or organization and provide direction for professional development in the future.

WEEK 3
Discover competing values and polarities related to knowledge leadership and management to promote successful leadership collaboration
Recall from earlier modules, leadership is about alignment of vision, mission, purpose, people and processes. Successful organizations and leaders find ways to manage competing values and polarities. Some people in the organization like to create, others compete, some prefer control and some prefer collaboration. Managing competing values promotes creativity and innovation as well as the positive aspects of control and competition. Preferences and perspectives associated with these competing values create polarity dynamics. Polarities are interdependent pairs of values or alternative points of view that seem contrary, yet need each other over time to achieved desired outcomes. Uncovering and managing the missing logic in a polarity dynamic which results from a clash of competing values is an essential informatics leadership skill. Developing an awareness and skills in polarity management will contribute to your leadership success and give you tools to enhance your flexibility and requisite leadership behaviors. The law of requisite variety suggests the agent with the most flexibility in a system will control the system. Mastering competing values and polarity management will support the development of your requisite variety leadership practices.

WEEK 4
Reflect on results from the Minnesota Nursing Informatics Leadership Inventory (MNLI) to inform successful leadership development and practice
In this module you can review and reflect on your Minnesota Nursing Informatics Leadership Inventory (MNLI) results. You will also hear nursing informatics leaders speak to the requisite variety of leadership practices that support leadership success. How will the advice they share influence your thinking, feeling, and commitments to leadership action? With insights gained, you will have the chance to revise your personal leadership mission statement. What values guide your work? How does the way you lead influence the systems of care where you work? How do you communicate your leadership style to your peers and colleagues? How do your reflections influence in your thoughts, feelings and future plans for action? How will you develop the requisite leadership behaviors and practices to support your success?

WEEK 5
Discuss the value and importance of foresight leadership in nursing informatics to anticipate trends and consequences that are likely to transform the learning health care system
Nursing foresight is the ability and act of forecasting what will be needed in the future in light of emergent health care trends that have consequences for population and planetary health, as well as the profession’s purpose, definition, professional scope, and standards of practice. Foresight leadership in nursing requires the development of future literacy skills. Futures literacy invites people to create and share stories about the future to inform current practice and realities. Nurses who bridge innovations across contexts must become time-conscious, future literate, and enact requisite variety leadership practices. This requires insight about self and others’ orientations toward time, appreciation for the value of innovation and design thinking and attention to active monitoring of industry trends, forecasts and disruptions. Foresight leadership is a function of discerning logical consequences of trends and developing vision based scenarios using futures thinking tools, techniques and methods. Nursing informatics leaders must stimulate strategic conversations about espoused visions looking backwards from the future. Foresight leadership helps people and organizations anticipate and create the future rather than react to emerging futures. Nursing informatics leaders are in a position to create a legacy and position organizations for success, through intentional use of foresight leadership knowledge, principles, practices and strategies.