Programme content

Leading with power and influence

In large complex systems and organisations, power and influence take many forms. This session will explore the “iceberg” model of influence.

Outcomes

By the end of the session you will have:

 Gained an improved understanding of power, your own personal power, others and how these interact

 Discuss the ethical implication of power dynamics

 Explored the differences and implications of power and influence and formal and informal power structures

 Understand how you can use this knowledge to be an effective leader

 Completed a personal “locus of control” map

Leadership attributes

 Lead by example and live the Trust’s values

 Be clear on our vision, purpose and key priorities

 Inspire, motivate and assure colleagues

 Share the right information with the right people

Choosing and connecting

Within formal structure there is the perception of restriction on behaviours and choice. This session will examine this perception and give you the opportunity to re-empower yourselves and make your choices more informed and less reactive

Outcomes

By the end of the session you will have:

 Gained an improved understanding “self as instrument”

 Increased your understanding of how communication styles impact high functioning leadership

 Explored the impacts of cognitive bias has on high level leadership

 Understand how choice and the “perception of choice” differs in regarding leadership

 Discuss how fostering a culture of autonomy and advocacy positively impacts high functioning organisations

Leadership attributes

 Engage with our staff, patients and communities, listen to their views and where possible act upon them

 Foster greater collaboration with other Trusts’ and local authorities

 Ensure teams are connected and inclusive

 Ensure staff feel safe

 Support and model wellbeing and resilience