LEADERSHIP WORKSHOP

PR-INBRE

Organizational Excellence Capacity Building Workshop Series Puerto Rico IDeA Network Biomedical Research Excellence

Hotel Sheraton, Old San Juan December 12-13, 2016

Environments in which organizations must function have become increasingly complex. To be effective within these new environments, leadership must develop skills that enable them to be inspire and achieve excellence among staff and stakeholders, capable of meeting the new challenges of today’s world. One of the Administrative Core aims is to provide an administrative structure that leads the network to the successful completion of the proposed INBRE program goals. PR-INBRE organizational health is critical to ensure that the main goals are achieved. For this reason, the PR-INBRE’s Administrative Core sponsored an Organizational Excellence Capacity Building Workshop Series for the Program

Coordinator(s), Core Directors, Steering Committee representatives and other selected staff.

The first workshop was held in December 12-13, 2016 in the Hotel Sheraton at Old San Juan.

“Organizations learn only through individuals who learn. Individual

learning does not guarantee organizational learning. But without it no organizational learning occurs”

Peter Senge (1990)

Introduction

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Day 1★ Introduce the concept of

organizational development and exemplary leadership

★Describe the Five Practices of Exemplary Leadership

Key points:

• Organizational Excellence equals visionary leaders and learning organizations.

• Leadership is a relationship, self-development and everyones business in a organization.

• Leadership is learned!

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Model the way

Inspire a Shared Vision

Challenge the Process

Enable Others to Act

5 PRACTICES OF

EXEMPLARY LEADERSHIP

Encourage the heart

Kouzes & Posners, 1991

Leaders clarify values by finding their voice and affirming shared values, and they set the example by aligning their actions with the shared values.

Leaders envision the future by imagining exciting and ennobling possibilities, and they enlist others in a common vision by appealing to shared aspirations.

Leaders search for opportunities by seizing the initiative and by looking outward for innovative ways to improve, and they experiment and take risks by constantly generating small wins and learning from experience.

Leaders foster collaboration by building trust and facilitating relationships, and they strengthen others by increasing self-determination and developing competence.

Leaders recognize contributions by showing appreciation for individual excellence, and they celebrate values and victories by creating a spirit of community.

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The workshop main approach was based on the Five Practices of Exemplary Leadership Inventory from Jim Kouzes and Barry Posner research on organizational development and leadership. This approach proposes leadership competencies that are essential for healthy organizational development. The principles of the Exemplary Leadership model are the following: model the way, inspire a shared vision, challenge the process, enable other to act and encourage the heart.

Exemplary Leadership Practice

Learn-Action

“Growing in leadership ability, just like growing in other areas of life, will continue as long as you commit to improvement and follow up with action…”

The Leadership Practices Inventory (LPI) instrument is an essential tool to help workshop participants gain perspective into how they see themselves as a leader, how others view them, and what actions they can take to improve their use of The Five Practices. The LPI measures the frequency of 30 specific leadership behaviors on a 10-point scale, with six behavioral statements for each of the Five Practices. Participants and their observers they select rate how frequently they engage in each of these important behaviors associated with The Five Practices.

Leadership Practices Inventory Survey

Leaders

“Before they can inspire others, leaders need to have a clear, purposeful vision”

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Day 2★Relate how the Five Practices

apply to your leadership in the PR-INBRE

★ Identify strengths and weakness as a leader, based on valid and reliable feedback from the LPI

Key points:

• Individuals prefer to learn in one of three ways: visual, auditory or kinesthetic. Understanding the learning styles can help leaders/organizations to be more strategic and effective.

• In order for the organizations to succeed they need to learn.

• Learning organization key ingredients are systems thinking, personal mastery, mental models, building a shared vision and team learning.

90%of the workshop participants reported

‘visual’ as their

preferred learning style

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Systems Thinking

Personal Mastery

Mental Models

Building a Shared Vision

ORGANIZATIONAL

LEARNING

Team Learning

The learning organization is one where thinking in terms of systems is part of the philosophy of the organization and where the leaders of the organization continuously question their actions with regards to this philosophy.

Development of the human resources is essential in order to progress and to be always ahead of the times. Organizational learning is impossible without individual learning.

Our mental models influence the decisions we implement. When we operate using specific mental models and do not question them, this image of the organization and of the possibilities may also limit which ideas we try out and which we don’t.

One of the greater indications of the learning organization is its shared vision. An organization cannot learn and improve if there is not a clear idea of where it is headed.

Teams develop and transform over time and the better they function as the more appropriate their decisions will be.

PR-INBRE VALUES

Excellence Integrity

Commitment

Dr. Surangani Dharmawardhane

Dr. José Rodríguez-Medina

Dr. Juan López Garriga

Dr. José Rodríguez Orengo

PR-INBRE

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People in PR-INBRE who have taught you something worthwhile

Evelyn Rivera

Isabel de Lemos

Nicole Ortiz

Dr. Surangani Dharmawardhane

Dr. José Rodríguez Orengo

People who have made you feel appreciated and special in the program

PR-INBRE

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WORKSHOP EVALUATION

26 Faculty: 19 (73.1%)

Undergraduate: - Graduate: -

Others: 7 (26.9%)

Participants

Knowledge None Low Medium High

Overall, knowledge of the topics presented B - 7.1% 92.9% -

A - - 14.3% 85.7%

Describe the Five Practices of Exemplary Leadership B - 28.6% 57.1% 14.3%

A - - 7.1% 92.9%

Relate how the Five Practices apply to your leadership in B - 35.8% 57.1% 7.1%

the PR-INBRE A - - 21.4% 78.6%

Describe the key components of Organizational Excellence B - 14.3% 57.1% 28.6%

A - - 7.1% 92.9%

Understanding of the actions you can take to improve your B - - 85.7% 14.3%

effectiveness as leader A - - 14.3% 85.7% B-Before, A-After

Satisfaction Very Satisfied Satisfied Neutral Unsatisfied

Overall activity 64.3% 28.6% - 7.1%

Information presented 57.1% 35.8% 7.1% -

Trainers expertise 71.4% 28.6% - -

Organization of the activity 78.6% 14.3% - 7.1%

Length of the activity 71.5% 21.4% - 7.1%

Facilities of the activity 71.4% 28.6% - -

Relevance & Usefulness Strongly agree Agree Neutral Disagree

This workshop was of great relevance for my professional performance 64.3% 28.6% - 7.1%

This workshop will be useful for my professional performance 64.3% 21.5% 7.1% 7.1%

The trainers actively involved me in the topics 78.6% 14.3% 7.1% -

The trainers were responsive to the audience questions 78.6% 21.4% - -

This workshop address my needs 57.2% 28.6% 7.1% 7.1%

I will recommend this workshop to others 64.4% 21.4% 7.1% 7.1%

Format

Most liked by participants

“Interactive active learning”

“It was dynamic”

“That [it] was highly interactive”

“Hands-on activities”

“Different hands on activities”

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1 2 topic & Activities

“topic questions & answers”

“topic description and presentation”

“topic relevance”

“informative”

“open discussions of sensitive topics”

3 Organization

“effective”

“the length of the workshop was appropriate”

“very structured and on-time”

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“team dedication”

“communication”

“all groups of INBRE were represented”

“exploring areas for improvement with colleagues”

“the relaxed atmosphere”

“speak with colleagues I hardly have the chance to interact”

Other aspects participants also liked

Areas for improvement

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“Examples must be clear and additional discussion needed”

“Provide materials prior to workshop”

“More details beforehand on the topics presented”

“include more graphs and data”

“deeper in topics”

“even more interactive sessions”

“more discussions on how the program can be improved”

“briefly present another school of thought on leadership”

DSC-CIES Were passion and innovation meet

Prepared by

Nicole M. Ortiz Vega, MS Sharon M. Alvalle Vélez, MS

Supported by an Institutional Development Award (IDeA) from the National Institute of General Medical Sciences of the National

Institutes of Health under grant number P20 GM103475. The content is solely the responsibility of the authors and does not necessarily

represent the official views of the National Institutes of Health.