Leadership for Non-Managers Part 2: Navigating the Informal Role
Presented by Linda M. Shell
12-Month Subscription
Unlimited access to:
- Thousands of CE Courses
- Patient Education
- Home Exercise Program
- And more
Non-Financial: Linda M. Shell has no competing non-financial interests or relationships with regard to the content presented in this course.
An informal leader is a person within an organization who is viewed as someone that others listen to and follow due to the person's experience and reputation among peers. Informal leaders do not hold official positions as managers, but people choose to follow them, and they often influence people's decisions. They can be inspirational, engaging, and collaborative, and frequently exist among therapists, nurses, unlicensed assistants, housekeepers, and others in non-management roles. For example, informal leaders in nursing or therapy are often those with a high level of clinical competency who are recognized as experts. Their influence can be used in a positive or obstructive way. These informal leaders tend to focus on others rather than themselves and have the innate ability to lead others, particularly during stressful times. They are essential in the health care setting for delivery of quality care and increased levels of customer satisfaction. This course is a continuation of Part 1 and is focused on the development of advanced leadership skills for those in non-management roles.
Meet your instructor
Linda M. Shell
Dr. Linda Shell is an advanced practice nurse, consultant, and educator with a passion for developing leaders, delivering quality care, and challenging the status quo of long-term care. As principal of lindashell.com, she collaborates with organizations across the country on education, leadership development, post-COVID…
Chapters & learning objectives
1. Building Teams and Engaging Others
Influential leaders never operate in isolation but find their greatest success in engaging others, working collaboratively, and building teams for achieving outcomes. This course will discuss the key components of team building and identify methods for engaging others and achieving successful outcomes from an informal leadership perspective.
2. Navigating Workplace Conflict and Difficult Conversations
Positive outcomes and quality care are achieved through the process of people working well together—but there are times when working well together is not so easily achieved. People often see the world from different perspectives, and their thoughts and ideas may be in conflict with those of others. Successful leaders are courageous and willing to work through conflict toward stronger relationships and improved outcomes. This chapter will provide a road map for managing conflict in a productive manner and building relationships with even the most difficult personalities.
3. The Power of Critical Thinking
The average person makes hundreds of decisions every day. Informal leaders often make important decisions that influence outcomes and have long-lasting impacts on the working environment. One of the indicators of effective leadership is the ability to critically think through situations and solve problems. This course will offer specific steps informal leaders can use to expand their decision-making capabilities and strengthen their process of critical thinking.
4. How Informal Leaders Have Lasting Impact
All leaders, both formal and informal, impact others through both words and behavior. Often, in high stress environments, leaders don’t take the time to reflect on their behavior or on the opportunity they have for long-lasting impact on others or the organization as a whole. This chapter will discuss five ways informal leaders can positively impact others, develop resilience during challenges, and influence others to produce positive outcomes.
