Nursing Leadership and Management PDF

NCM 119 LEC Nursing Leadership and Management CONCEPT OF LEADERSHIP INTRODUCTION NURSING LEADERSHIP THEORIES Leadership is critical to successful organizational outcom...

NCM 119 LEC Nursing Leadership and Management CONCEPT OF LEADERSHIP INTRODUCTION NURSING LEADERSHIP THEORIES Leadership is critical to successful organizational outcomes. 1 - TRAIT THEORIES Leadership is central to safety in a variety of industries and Innate abilities organization. Changes in nursing leadership have been underscored GREAT MAN THEORY in creating safe environment for client and staff particularly as the Asserts that some people are born to lead whereas others are born weakening of clinical leadership has been cited as cause of to be led organization concerns and issues LEADERSHIP TRAIT THEORY o Ability to influence other people (Covey) Assumes that some people have certain characteristics or o Influencing some type of group, to work towards personality traits that make them better leaders than others achievement of a group goals (Bryman) COMMON TRAITS OF A LEADER o Process of empowering beliefs and teaching others to top their full capabilities by shifting the beliefs that have been A. Positive Trait limiting them (Robbins)  Bring people to progress o Process of persuasions and example by which an individual  Transcend their own traits to people who will induced group to take work and action that is accord to become leaders with leader’s purpose or a shared purpose of all (Gardner)  “Effective leaders build leaders while leading” o Process by which a person inspires a group of constituents B. Negative Traits to work together using appropriate means to common  Take people to destruction mission and goal (Holloman)  Destroy rather than build o Process of directing and influencing the task related  “Ineffective leaders build incompetent followers” activities of group members (Stoner) TRAITS OF A LEADER (Reeves) o Process of social transaction in which the person influences others (Merton) 1. Emotionally stable and with composure. Calm and o Process of stimulating to strive willingly to attain confident. organizational objectives giving them the experience to 2. Admitting errors. Owing up to their mistakes, rather than attain the common objectives and satisfactions with the putting energy into covering up type of leadership provided (Flores) 3. Good interpersonal relationship. Can communicate and o Process of influence, in which the leader influences, inspires persuade others without resorting negativity or encourages others toward achieving a goal (Yuki) 4. Intellectual scope understanding a wide range of expertise o It is a process in which leaders make vision so palpable and seductive that everybody is willing to sign on (Bennis) INDIVIDUAL CHARACTER THEORY NURSING LEADERSHIP The traits determine whether or not a person can be effective leader o Process where the nurse influences one or more persons 2 – BEHAVIORAL THEORIES to achieve specific goals in providing nursing care to the o Do and act/made, not born/experiences and observations patients o “people act the way they do depending on self-perception Leader Manager and their environment” May/may not have official Officially appointed appointment to the position LEADERSHIP STYLES IN THE PHILIPPINES Vested with power and Vested with power and A – AUTHORITARIAN LEADERSHIP STYLE authority by the group authority by the organization o Autocratic, powerful, directive, controlling Influence others toward goal Measures the risk to be taken o Does not consult others setting hence, orderly, controlled o Do not give chance to others in decision making performance must be carried o Subordinates are expected to obey orders without asking out explanations Related to people personally Relates to people according o Staff is motivated by rewards and punishments to their roles o Do not trust employees Feels rewarded by personal Feels rewarded when achievement accomplishing organizational B – BUREAUCRATIC LEADERSHIP STYLE mission or goals o Things are done according to policy May/may not be successful as Managers as long as the o Enforces the rules managers appointment holds o “by the book” 1 Kolayn Joanna Coline D. Montoya NCM 119 LEC Nursing Leadership and Management This style can be effective when: FRAMEWORK OF SITUATIONAL LEADERSHIP (BENNER’S) 1. Novice nurse 1. Performing routine task 2. Advance beginners 2. Standards/procedures are to be understood 3. Competent nurse 3. Working on dangerous/delicate equipment 4. Proficient nurse 4. Safety/security training is conducted 5. Expert nurse 5. Performing task that requires handling of cash 4 – CONTEMPARARY LEADERSHIP THEORY C – DEMOCRATIC LEADERSHIP STYLE TRANSACTIONAL LEADERSHIP o Participative o Motivates the follower o Well informed staff o Competitive o Share in decision making/problem solving responsibilities o Focus on the accomplishment o Staffs are allowed to perform task according to the standards TRANSFORMATIONAL LEADERSHIP o Leader is the coach who has the final say o Promotes employee development o Encourages team building and participation o Attends to needs and motivate o Optimistic D – LAISSEZ-FAIRE LEADERSHIP STYLE o Encourages creativity o No direction from the leader o Uses role modeling o Staff has much freedom o Provides self-direction o Staff determine the goals o Encourage self-management o Staff makes the decision o Visible, communicates more o Staff resolves problems on their own Competencies of transformational leadership This style can be effective when 1. Management of attention 1. Staffs are highly skilled, experienced, and educated 2. Management of meaning 2. Staffs have pride in their work 3. Management of trust 3. Staff specialist/consultant 4. Management of self 4. Staff is trustworthy and experienced 5 – SERVANT LEADERSHIP 3 – SITUATIONAL/CONTIGENCY THEORIES Uses their gift from God according to the grace given to them The leader to consider a number of factors when deciding what action to take 6 – MOTIVATIONAL THEORY Stimulation of a certain behavior is to seek and achieve goals to “Law of the Situation” satisfy the needs of a person FOUR LEADERSHIP STYLES (HERSHEY AND BLANCHARD) 7 – PATH GOAL THEORY 1 – TELLING Leaders can affect the performance, satisfaction, motivation of the o Groups with low to moderate maturity who are unable, group through rewards, clarification of paths to meet the goals, and unwilling, and unsure removal of obstacle in work performance o Leader provides direction and close supervision Leadership Styles 2 – SELLING o Groups with low to moderate maturity who are unable but 1. Directive are willing and confident 2. Supportive o The leader can give clear direction and supportive 3. Participative feedback to get the task done 4. Achievement oriented 3 – PARTICIPATIING 8 – INTERACTIONAL LEADERSHIP THEORY o Groups with moderate to high maturity who are able but Interactive leadership “affirms the uniqueness of each individual” unwilling or unsure and motivating them to “contribute their unique talents to a o Leader can give support and encouragement common goal” (Brandt) 4 – DELEGATING 9 – THEORY Z o Groups with high maturity who are able and ready to o Supports democratic leadership (Ouchi) Japanese Style participate and can engage in the task without direction or o Consensus decision making support o Examining the long-term consequences of management decision making o Fitting employee to their jobs 1 Kolayn Joanna Coline D. Montoya NCM 119 LEC Nursing Leadership and Management o Strong bonds of responsibility between superiors and subordinates o Job security o Slower promotions o Holistic concern for workers PREDOMINANT FILIPINO VALUES Social Acceptance Accepting the family, kins, friends and others in accordance to a person’s status Social Mobility This is the source of tremendous worry and anxiety after social acceptance Economic Security Advancement to the social scale and to another socioeconomic level FILIPINO STYLE OF LEADERSHIP Manager “by KAYOD” Hard working and dedicated Introvert and formal Serious worker Manager “by LIBRO” With formal training in management Systematic Analytical Bookish Manager “by OIDO” Learn skills by oido “ears” based on practical experience Vast field of experience Lack of formal management and education OTHER NEGATIVE MANAGEMENT o Management by Porma o Management by Pakiramdam o Management by Singit o Turo-turo Management o Lamangan o Bolahan o Utakan 1 Kolayn Joanna Coline D. Montoya