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Leadership for Non-Managers Part 1: Overview of the Informal Role

presented by Linda M. Shell, DNP, MA, RN

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Disclosure Statement:

Financial: Linda M. Shell receives compensation from MedBridge for this course. There is no financial interest beyond the production of this course.

Non-Financial: Linda M. Shell has no competing non-financial interests or relationships with regard to the content presented in this course.

Satisfactory completion requirements: All disciplines must complete learning assessments to be awarded credit, no minimum score required unless otherwise specified within the course.

MedBridge is committed to accessibility for all of our subscribers. If you are in need of a disability-related accommodation, please contact [email protected]. We will process requests for reasonable accommodation and will provide reasonable accommodations where appropriate, in a prompt and efficient manner.

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Video Runtime: 58 Minutes, Learning Assessments: 31 Minutes

An informal leader is a person within an organization who is viewed as someone that others listen to and follow due to their experience and reputation among peers. Informal leaders do not hold official positions as a managers, but people choose to follow them, and they often influence others' decisions. Informal leaders can be inspirational, engaging, and collaborative, and they frequently exist among therapists, nurses, unlicensed assistants, housekeepers, and others in non-management roles. These informal leaders tend to focus on others rather than themselves and have the innate ability to lead others, particularly during change. They are essential in the health care setting for delivery of quality care and increased levels of customer satisfaction. This course is focused on development of the leadership skills and advancement of those in non-management or informal leadership roles.

Meet Your Instructor

Linda M. Shell, DNP, MA, RN

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 on education, leadership development, building resilience, fall prevention, dementia programming, and sleep improvement. Dr. Shell has served on various…

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Chapters & Learning Objectives

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1. The Role of the Informal Leader and Its Important Role in the Organization

This chapter will contrast and compare the roles of formal leaders and informal leaders in health care organizations. The characteristics of informal leaders will be explored, along with the reasons people tend to follow informal leaders. It will also discuss why leadership at all levels is critical in the health care environment and how informal leaders play a key role in organizational success.

2. Sources of Power for Informal Leadership

Both formal and informal leaders utilize a variety of power to influence others and achieve positive outcomes. This chapter will describe both positional and professional power and how their use can be problematic or positive for leading and influencing others. It will also provide insights for identifying the type of power most frequently used by informal leaders and its value in change management.

3. Discovering Your Leadership DNA

There is no single best way to lead as each leader, formal or informal, brings their own unique set of skills to the leadership role. It is essential for informal leaders to understand how their talent, skills, abilities and experience informs their leadership style. This chapter will discuss leadership DNA and assist learners in embracing their own unique leadership DNA profile.

4. How Emotions Drive the Behavior of the Informal Leader

Successful leaders are not those with high levels of intelligence but rather those who know how to control their emotions and positively impact others through their words and behaviors. This chapter will discuss the four domains of emotional intelligence and why each is critical to development of leadership skills for the informal leader. An assessment of emotional intelligence is included to assist the informal leader.

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