1ppt_Leadership and Management .pdf

LEADERSHIP AND MANAGEMENT IN 1. Individual NURSING 2. Group goals 3. Organizational goals A. CONCEPTS OF LEADERSHIP & can be short term or long term MANAGEMENT...

LEADERSHIP AND MANAGEMENT IN 1. Individual NURSING 2. Group goals 3. Organizational goals A. CONCEPTS OF LEADERSHIP & can be short term or long term MANAGEMENT Kinds of influence Leadership - the use of one’s skill to influence others 1. Assertiveness Leader 2. Rationality lead 3. Ingratiation individuals who are out front, taking risks, 4. Exchange attempting to achieve shared goals, and 5. Sanction inspiring others to action. 6. Blocking those individuals who choose to follow a 7. Coalition leader do so by choice, not because they 8. Upward appeal have to. Types of leader Dimensions of leadership 1. Formal Leader-> follower -> situation officially appointed, elected Managers Characteristics of leaders 2. Informal 1. Often do not have delegated chosen by the group authority but obtain their power Those who initiate an action through other means, such as influence. Leadership flaws 2. Have a wider variety of roles than managers. 1. A lack of energy and enthusiasm 3. May or may not be part of the formal 2. Acceptance of their own mediocre organization. performance 4. Focus on group process, information 3. Lack of a clear vision and direction gathering, feedback, and 4. Having poor judgment empowering others. 5. Not collaborating 5. Emphasize interpersonal 6. Not walking the talk relationships. 7. Resisting new ideas 6. Direct willing followers. 8. Not learning from mistakes 7. Have goals that may or may not 9. A lack of interpersonal skills reflect those of the organization. 10. Failing to develop others Goals Common leadership roles is the desired aim or condition toward which one is willing to work Decision maker Communicator Evaluator 5. Methods - process Or unit Facilitator 6. Moment/minutes - time management Risk taker 7. Manager Mentor Energizer Levels of management Priority setter Coach 1.Upper level manager: Counselor - Primary responsible for establishing Teacher organizational goals and strategic Critical thinker plans for the entire division of Buffer nursing Advocate - Director of nursing services, Director chairman, executive vice president Forecaster - 24/7 responsibility Influencer Creative 2. Middle level manager Problem solver - Usually coordinate nursing activities Change agent of several units Diplomat - Supervisor, coordinator, clinical Role model nurse managers, case manager Innovator - 24/7 responsibility Encourager Visionary 3. First level manager - Directly responsible for the actual Management production of nursing services; acts focus on tasks such as planning, as links between higher level organizing, directing and controlling human managers and non-managers and physical resources and technology to - Head nurse (nurse manager), achieve organizational goals / objectives charge nurse (informal), team leader, primary nurse Manager Managing people in the organization Manager make sure employees know what they are doing and organizational operations run Authority smoothly - Legitimate right to give commands, to make decisions 7 basic resources of management Power 1. Manpower - Ability to get results 2. Money - Ability to impose his or her will on 3. Machine o bigger equipment; capital another person or group expenses; to start a business; costs more 4. Materials o lesser/minor equipment; Power a leader/manager may possess operation of organization  1. Legitimate power based on position variety of roles than source of power given managers due to delegated 2. reward power - reward/incentives authority that 3. Coercive power- give sanctions or Focus on group accompanies their punishment process, position 4. Expert power - influence thru information knowledge possession gathering, Have specific feedback, and duties and 5. Power a leader/manager may empowering others responsibilities possess 6. referent power May or may not be They are expected - charisma - innate personality trait part of the formal to carry out - connection hierarchy of the emphasize control, 7. Information power based on the organization decision making, decision analysis, individual's access to valued data Emphasize and results interpersonal DISTINCTIONS BETWEEN LEADERS relationships direct Manipulate people, AND MANAGERS willing followers the environment, money, time, and Have goals that other resources to Leader Manager may or may not achieve the goals reflect those of the of the organization Inspires change Manages organization Requires vision transformation Have a greater Requires Requires tenacity formal responsibility imagination Requires specifics and accountability Requires abstract Requires concrete for rationality and thinking data control than leaders Requires ability to Requires ability to articulate interpret Direct willing and Requires an Requires an unwilling aptitude to sell aptitude to teach subordinates Understanding of Understanding how external works get done in environment org. Remember! Requires risk taking Requires self Leadership is doing the right thing Confidence in the discipline while management is doing things right. face of uncertainty Blind commitment Accountable to the to complete task at organization hand Remember! Accountable to the The terms management and team leadership refer to the functions and relationships while the terms leaders and managers refer to the actor or agent of leadership and management. Do not have Assigned a position delegated authority by the organization Remember! Have a wider Have a legitimate The integration of both leadership and management skills is critical to the long term viability of today's health-care Alertness organizations. Cooperativeness Charisma B. LEADERSHIP THEORIES Tact Interpersonal skills 1. Early leadership theories Skilled communicator Oral fluency The great man theory/trait theories Self-confidence (1900-1940) Critical thinking - The basis for most leadership Diplomacy research until the mid 1940s Personal integrity Collaborative The great man theory Priority setting from aristotelian philosophy, asserts that some people are born to lead, whereas Behavioral theories (1940-1980) others are born to be led. Suggests that great leaders will arise when Kurt lewin (1951) the isolated 3 primary leadership styles: Situation demands it. 1. Authoritarian/autocratic Trait theory 2. Democratic assume that some people have certain 3. Laissez-faire characteristics or personality traits that make them better leaders than others. Authoritarian leader is characterized by the ff behaviors Characteristics associated with leadership Makes decisions alone Proves useful in crisis situation. Intelligence High productivity, less satisfaction of Prestige workers Emotional intelligence Others are directed with commands. Adaptability Communication flows downward. Independence Criticism is punitive. Ability Emotional balance and control Democratic leader exhibits ff behaviors Able to enlist cooperation Less control is maintained. Knowledge Awards are used to motivate. Social participation Others are directed through suggestions Judgment and guidance. Creativity Communication flows up and down. Personable Decision making involves others. Decisiveness Emphasis is on "We" rather than I and you. Able to enlist cooperation Criticism is constructive. Risk taking  Laissez-faire leadership is permissive, with little or no control Interactional leadership theory (1970- motivates by support when requested by present) the group or individuals Leadership behavior is generally Provides little or no direction determined by the relationship between the uses upward and downward leader's personality and the specific communication between members of the situation. group a leader take it upon themselves to include disperses decision making throughout the others as much as possible by delegating group tasks. places emphasis on the group does not criticize Edgar schein (1970) developed culture model- can be used to Situational & contingency understand and shape an organization's leadership (1950-1980) culture. situational- focuses on adapting to the current situation Edgar schein's culture model contingency-predict and prepares for possible future situation Contingency leadership theory Robert blake & jane mouton (1964) Identifies different styles of leadership based on concern for people versus concern for task production. (managerial grid) Edwin hollander (1978) highlights the leader -followership Contingency leadership theory relationship as central to effective leadership. Fred fiedler (1967) 'doing things with people not to people' in a leadership style should adapt to the 2 way influence relationship situation at hand and the team. Hollander (leadership exchange involves Situational leadership theory 3 basic elements) 1. The leader Paul hersey & kenneth blanchard 2. The followers (1977) 3. The situation depends on the situation considers the person's readiness and William g. Ouchi (1981) willingness theory z (japanese style management) 2. Contemporary leadership theories  Aims to develop a work force that is loyal Kouzes & posner 5 practices for towards the organization through out it's exemplary leadership career. 1. Model the way Rosabeth moss kanter (1977) 2. Inspire a shared vision a leader must develop relationships with a 3. Challenge the process variety of people and groups within the 4. Enable others to act organization in order to maximize job 5. Encourage the heart empowerment and be successful. S gerhard huber (2015) Transformational leadership theory Collective empowerment. Both the leader and the people they are James Mcgregor Burns (2003) leading, are working together to achieve a shared goal 2 primary types of leaders in management American nurses association (2016) 1. The transactional leader- the traditional leaders do more than delegate, dictate & manager, concerned with the day-to-day direct operations. help others achieve their highest potential. 2. Transformational leader- is committed, has a vision, and is able to empower others Remember! with this vision. Transactional leaders focus on tasks and Remember! getting the work done. Transactional leaders focus on tasks and Transformational leaders focus on vision getting the work done. and empowerment. Transformational leaders focus on vision and empowerment. Servant leadership Transformational leadership Robert greenleaf (1977) leaders put serving others as number one Bass and avolio (1994) priority Leader influence followers and inspire them to perform beyond their perceived Full-range leadership theory capabilities. Bass and avolio (1993) James kouzes and barry posner A full range leader could apply principles of (2012) three specific styles of leadership at any Exemplary leaders foster a culture in which given time: transformational, transactional, relationships between aspiring leaders and and laissez-faire. willing followers can thrive. Nursing leadership The process where the nurse influences the ideal form of organization is one or more persons to achieve specific "Bureaucracy" goals in the provision of nursing care of one With hierarchies- with rules & regulations or more patients. to increase efficiency C. MANAGEMENT THEORY Management functions 1. Early management theories luther gulick- expanded on fayol's management functions in the "7activities of Traditional management methods management" scientific "Posdcorb" - planning, organizing, staffing, bureaucratic directing, coordinating, reporting & general administrative budgeting. Scientific management theory 2. Contemporary management (1900-1930) theories Frederick winslow taylor (1911) father of scientific mgt Human relations management Conducted time and motion studies (1930-1970) One best way to do the job/accomplish the This era developed the concepts of task participatory & humanistic management, Result: productivity and profits rose emphasizing people rather than machines. dramatically Human relations management Management functions participative hawthorne effect Henri fayol (1841-1925) theory x & y first identified the management functions of planning, organization, command, Participative management coordination, and control. Mary parker follet (1926) (participatory management) Management process The art of getting things done through people Functions Hawthorne effect 1. Planning Elton mayo (1953) 2. Organizing When management paid special attention to 3 Command people; productivity will increase more 4. Leading employee participation in decision making 5. Controlling Theory x & y Bureaucratic management theory douglas mcgregor (1960) max weber (1846-1920) (father of modern organization)  theorizing that managerial attitudes about employees can be directly correlated with employee satisfaction. theory x managers believe that their employees are basically lazy, need constant supervision & direction. theory y managers believe that their workers enjoy their work, are self-motivated, & are willing to work hard to meet personal and organizational goals. Chris argyris (1964) Supported mcgregor (1960) & mayo (1953) that managerial domination causes workers to become discouraged and passive. Stressed the need for flexibility within the organization and employee participation in decision making. Remember! The human relations era of management science brought about a great interest in the study of workers that contributed to our understanding about worker motivation.