Person‐centred leadership: A relational approach to leadership derived through action research

Abstract

This study and its conceptual framework is of relevance to practitioners, educationalists and researchers interested in developing a relational approach to nurse leadership and person-centred cultures.

Followership: much more than simply following the leader

“…[23] Distributed, dispersed leadership [24] A collaborative (collective) follower sees the advantages of working closely with others. Willing to help develop a culture that shares and distributes power throughout the organisation Offers to take leadership even if low in the hierarchy A leader who works in a collaborative way in multidisciplinary teams and projects Involves and empowers them in initiatives and projects as an equal Asks them to take on leadership roles within their scope of competence Relational, transformational leadership [25][26] A transformational follower is heavily invested in people, relationship-building and helping others achieve their own potential A leader who pays attention to them, their career development and personal growth, who gets to know them as a person, who stretches them, provides effective feedback and communicates regularly and appropriately Complex adaptive leadership [27][28][29] A complex adaptive follower is willing to work with ambiguity and 'mess', has 'cognitive complexity', seeing the system as a complex, interconnected whole and promotes interdependent working A leader who operates at system level, understands the interdependency of teams, departments, services and organisations Involves them in service change and new pathways Inclusive, person centred [30][31] An inclusive, person-centred follower welcomes and values true diversity (of ideas, views, personal characteristics), Focussed on involving people in decisions, co-creating ideas and initiatives A leader who clearly values people, includes everyone in conversations and developments Doesn't pay lip service to listening to ideas that are different from their own Servant leadership [32] A servant follower is one who works with humility, integrity, wisdom and altruism for the greater good, wants to make a difference (to lives, to services) and leave a lasting positive legacy A leader who is humble and who can articulate their core values around why they became (and still are) a doctor or health professional Willing to go the extra mile for their patients/service and values followers who do so Value led, ethical, moral leadership [33][34][35] A value-led, ethical follower is highly driven by their core values and sense of purpose, wants to do 'the right thing'. May be an activist or whistleblower in driving change and tackling injustice A leader who holds and demonstrates core values, an ethical stance and attention to rules Supports their followers in challenging injustice or poor care Willing to speak out Finally, when working in the 'leadership triad', it is not always about the 'what' to do or the 'how' to do it that it important, it is the 'why' that we need to be clear about, and once we have identified the core purpose of why people come into healthcare and leadership, the rest will follow.…”

Developing communication support for interaction with children during acute radiographic procedures

“…The results of this study support the use of person-centredness, which requires the information to be adapted to the person's information needs. 11 The starting point for delivering information is to give children and parents the opportunity to express their needs. 12 The person-centred approach fulfils the requirements to meet the child's rights in the peri-radiographic process.…”

“…9 In the attempt to achieve person-centredness, it is necessary to take a more holistic approach to the child and to see every child as a complete person and not only focus on biological facts. 10,11 Person-centredness should not only be interpreted as an individual approach but also include the health care professionals and leaders in an organization. Person-centredness is created in the meeting between the person, the staff and the organization.…”

“…Person-centredness is created in the meeting between the person, the staff and the organization. 11 An important strategy to achieve personcentredness is to take the starting point in listening to the patient's narrative and then integrate his/her resources, opportunities, barriers and goals with the expertise of the health care professional. In order to build a partnership, such a strategy may be adapted.…”

Scoping Review of the Person-Centered Literature in Adult Physical Rehabilitation

“…Nonetheless, providers' perspectives are important too, given that PCR is inherently a two-way process, i.e. is co-constructed between clients and providers, accounting for the personhood of both [7,[50][51][52], while both clients' and providers' perspectives are germane, for example, to understand why PCR is or isn't implemented [53,54].…”