Leadership Theories and Management

Week 1 - Leadership Theories and Management

• Leadership involves influencing others to achieve maximum performance on tasks or projects.
• Leadership is the ability to inspire communities to create new realities.
• Leadership is a combination of strategy and character, with character being more important.
• Leadership is about serving others and developing more servant leaders.
• Leadership is about growing oneself before leading, then growing others.

Leadership in Nursing

• Clinical leadership provides direction and support for patient care.
• Clinical leadership influences patients, families, and healthcare teams to integrate care for positive results.
• Informal leaders lack formal authority, but are respected for their knowledge and experience.
• Informal leaders lead by example, anticipate risks, educate, inspire, and advocate for nurses.
• Formal leaders have a specific title, authority, and the right to make decisions.

Leadership Styles

• Great Man theory suggests leaders are born, not made.
• Behavioral theories focus on what leaders do.
• Autocratic leaders are directive ("DO THIS!").
• Participative/democratic leaders involve others ("What do you think we should do?").
• Laissez-faire leaders allow freedom ("Do this or that as you see fit").

Relational Theories

• Transactional leadership helps organizations achieve current objectives efficiently.
• Transactional leadership uses rewards and punishments, focusing on tasks, similar to managers.
• Transformational leadership involves working together to achieve high goals.
• Transformational leadership is inspirational, visionary, empowering, and acts as a catalyst for change.
• Transformational leadership engages people to promote organizational goals and performance.
• Transformational leaders are role models, confident, and articulate a vision.
• Transformational leadership improves job satisfaction, quality of work life, and patient satisfaction.
• Charismatic leadership influences followers with personality and charm.

Transactional Leadership Characteristics

• Focuses on the organization's goals.

Week 2 - Leadership Theories and Emotional Intelligence

• Authentic leadership involves knowing oneself, acting in accordance with beliefs and values.
• Authentic leadership has a positive influence on followers, being courageous, trustworthy, and supportive.

The 5 Practices of Exemplary Leadership

• Model the way by setting a personal example and giving voice to shared values.
• Inspire shared vision by turning personal vision into a shared vision.
• Challenge the process by taking risks and trying new things.
• Enable others to act by using "we" instead of "I" and promoting teamwork.
• Encourage the heart by celebrating values and accomplishments.

Strength-Based Nursing

• Health and healing create wholeness at all times.
• Recognizes that no two people are alike.
• Holism considers the whole person (mind, body, spirit).
• Subjective reality involves values, beliefs, and personal experiences.
• Emphasizes the person-environment integration.
• Recognizes self-determination.
• Focuses on the collaborative nurse-person relationship that considers each person's strengths.

5 Types of Followership

• Followership is essential to leadership; followers have less formal power but influence results.
• Isolates are detached from leaders and don't respond.
• Bystanders disengage from leaders and declare neutrality.
• Participants are engaged and can be favorable or opposed to the leader.
• Activists are eager and heavily invested, supporting or undermining the leader.
• Diehards are deeply devoted or ready to remove the leader.

Emotional Intelligence

• Emotional intelligence enables nurse leaders to manage emotions in a knowledgeable and supportive manner.
• Self-awareness involves understanding one's own emotions, strengths, and weaknesses.
• Self-regulation involves managing disruptive emotions and making rational decisions.
• Motivation involves achieving goals by using emotional factors and enjoying the learning process.
• Empathy involves awareness and consideration of self and other's feelings.
• Transformational leadership is significantly correlated with empathy.
• Social skills involve handling and influencing others' feelings.

Personality Traits

• Preferences in general attitude: Extraverted (E) prefer engaging with others, Introverted (I) prefer inner contemplation.
• Preference of perception: Sensing (S) prefers facts and details, Intuition (N) prefers theories and abstractions.
• Preference of how a person processes information: Thinking (T) is objective, Feeling (F) is based on values.
• How a person implements information: Judging (J) prefers planned life, Perceiving (P) prefers spontaneity.

Personality Types within a Team

• Pioneers explore new possibilities and enjoy working with others on novel ideas.
• Drivers love a challenge, value competence, and are direct, logical, and goal-oriented.
• Integrators value connection, explore different perspectives, relationships, and prioritize others.
• Guardians value stability, strive for accuracy, and focus on details.

Week 3 - Self Awareness and Leadership

• Self-awareness is an intrapersonal, extrapersonal, and relational experience.
• Cultural competence is grounded in critical reflection and action.
• The Johari Window is a model with 4 quadrants.

Johari Window

• Open: what we know about ourselves and what others know about us.
• Blind: what we don't see in ourselves, but others do.
• Hidden: what we know but keep hidden from others.
• Unknown Self: unknown information about ourselves.
• Each area gives information about self and the wider the open window, the more we know about ourselves.

Eurich's 4 Archetypes

• Two types of self awareness are internal and external.
• Internal is how well we know ourselves.
• External is how well you understand how others see you.
• The four archetypes are aware, introspectors, seekers, and pleasers.
• Aware know who they are and what they want, and values other opinions.
• Introspectors are clear on who they are but do not seek out others opinions.
• Seekers do not know who they are or what they stand for and may feel stuck.
• Pleasers focus on pleasing others and overlook what matters to them.

Week 4 - Examining Change Theories

• Focuses on various models for understanding and implementing change.
• Lewin's Theory of Change involves unfreezing, moving, and refreezing.
• Unfreezing recognizes the need for change and examines the status quo.
• Moving involves initiating change and discarding old behaviors.
• Refreezing establishes new attitudes, values, and behaviors as the norm.
• The Force Field Model involves driving forces and restraining forces.
• Need to analyze forces and manage balance.

Kotters' Eight Stage Change Process

• Establish a sense of urgency.
• Create a guiding coalition.
• Develop a clear shared vision and communicate it.
• Empower people to act on the vision removing barriers.
• Create short term wins.
• Consolidate and build on the gains.
• Institutionalize the change and anchor changes to culture and make permanent.
• The vision should not be authoritarian or controlling.
• Strategy sets how to implement the vision, enabling managers to develop implementation steps.

Rogers Diffusions of Innovations Theory

• Innovators are risk takers.
• Early adopters are targeted as opinion leaders and will help motivate the early majority.
• Once early majority adopted, then the late majority tend to follow.
• Laggard is left behind as a group of people who are the last to adopt an innovation or new idea.
• Innovators are 2.5%, early adopters are 13.5% of the population.
• Early majority is 34%, late majority is 34%, and laggards are 16% of the population.
• FIVE features influence adoption: relative advantage, compatibility, complexity, trialability, and observability.
• Degree to which people can understand the innovation is complexity.

Complexity Science Theory

• Constant change occurs, complexity of the environment within healthcare system setting the stage for change.
• Leaders need to be aware of issue when implementing the change.
• Can examine the interrelationships of emotional, physiological, psychological, spiritual, cultural, social, and other patterns influencing individuals reality at any given point.
• Focuses on individuals and strategies that are successful rather than what is going wrong.
• Expands on practices and strengths within the environment and emerges with new solutions.
• It stresses that humans and their environments are considered complex, adaptive systems.

Complexity Theory: Positive Deviance

• Focus on successful strategies.
• Expand existing practices.
• Leverage innovations.
• Engage stakeholders to create a practice opportunity.
• Define the problem, current perceived causes, and desired outcomes.
• Determine the presence of positive deviant individuals.
• Discover successful behaviors.

Week 5- Motivation, Team Building, Bullying and Conflict

Foundation of Professional Nursing Practice

• Florence Nightingale theory emphasized environment.
• Mary Seacole established the british hotel near battlefield and provided care to the sick and wounded soldiers.
• Charlotte Edith Anderson Monture was the first indigenous nurse in Canada.

Motivation

• Motivation can spend time, improve satisfaction and higher quality of safety.
• Individual desire to perform behavior.
• Motivation includes intensity and persistence.
• Sources of motivation include: workplace autonomy, working conditions, personal characteristics and internal psychology.

Maslow's Motivation Theory

• Physiological needs involves the maintenance of basic physical needs, maintaining and promoting homeostasis.
• Safety needs, protection from violence.
• Love and belonging, social needs, and familial bonds.
• Esteem, recognition of achievements and self confidence.
• Self-actualization, or desire to become the best version of oneself.

Team Development

• Forming is the establishment of group principles and initial connection of members.
• Storming occurs when member relationships change, and hostility may be present.
• Norming signifies the beginning of group cohesion and sense of belonging.
• Performing shows the group achieves its goals.
• Adjourning assess the year and implement a plan for transitioning roles.

Team Member Competencies

• Horizontal Leadership that team members can work together for a common goal.
• All the colleagues works together in the same location.
• Managers coach engage and motivate for decisions.

Conflict

• Themes emerge within nurses families nurses others with conflict.
• Conflict results in innovation and overcoming group understandings.

Addressing Conflict:

• Competition, stronger assertiveness result win-lose solution.
• Collaboration, and working for needs results win-win solution.
• Compromise is when you find solutions that gets each party something of themselves.
• Avoidance is when there is refusal to deal or address issue.
• Accommodation, allowing solution that one group takes.

Five Styles of Conflict Management

• Avoidance is distance from conflict.
• Accommodation gives in for the other party.
• Collaboration, for addressing conflicts and working together.
• Compromise creates solutions for another party.
• Competition is when one party will dominate another.

Bullying

• Horizontal occurs between peers or colleagues.
• Vertical bullies of different hierarchical levels.
• Receivers of less power or self esteem that address bullying with assertive communication.
• Bullies often are not aware.

Week 6 - Work Environments

• Organizational culture, workplace violence, incivility and burnout

Quality of Work Life

• The work environment contributes to both satisfaction and wellbeing. .
• Workload and acknowledgment.
• Positive attitudes regarding work-life balance.

Healthy Work Environment

• Important aspects include managing workload and leadership.

Organizational empowerment

• Leads to an increase in job satisfaction, increase of positive work, and positive colleague attitudes.

Kanters 4 organizational Empowerment Structures

• Ability to access information, support, and resources improves goals.
• Access to opportunities to learn and grow.

Job Satisfaction

• Is correlated to the working environment regarding socioemotional and transformational leadership.
• Is significant to mental and general health, patient safety, and self esteems

Burnout

• Is correlated to workload, emotional exhaustion , cynicism, and inefficacy.

Organizational Culture

• Is developed by a group that share and form rules.
• Strong culture and can be beneficial to commitment and morale.
• Adaptive cultures respond to changing conditions.

Complexity Science Theory

• Traditional leadership is longer effective.
• Addresses the power within systems.
• The world that can not be separated from people and situations.

Liberating Structures

• Provide unique expressions for sustainable change.
• Help identity pattern of working.

Explore leadership theories, management styles, and the essence of leadership in nursing. Understand the roles of clinical, informal, and formal leaders. Learn how leadership involves influencing, serving, and inspiring others to achieve common goals and improve patient care.