Chapter 2 - PPT Slides Notes - Leadership & Management PDF

**Chapter 2 -- PPT Slides Converted to Notes\ Classical Views of Leadership and Management\ ** **Classical Views of Leadership and Management** - The need to develop nursing leadership skills has never been greater than it is today. - What contemporary factors are driving this need for nu...

**Chapter 2 -- PPT Slides Converted to Notes\ Classical Views of Leadership and Management\ ** **Classical Views of Leadership and Management** - The need to develop nursing leadership skills has never been greater than it is today. - What contemporary factors are driving this need for nursing leadership skills? **Leadership** - Leadership is the art of getting work done through others willingly. Ongoing process - Leaders are in the front, moving forward, taking risks, and challenging the status quo. - A job title alone does not make a person a leader. - Only a person's behavior determines if they occupy a leadership position. **Good Leaders and Managers** **Good Leaders -- empowerment, influence** - Envision the future - Communicate their visions - Motivate followers - Lead the way - Influence others to accomplish goals - Inspire confidence - Take risks - Empower followers - Master change **Good Managers** - Coordinate resources - Optimize resource use - Meet organizational goals and objectives - Follow rules - Plan, organize, control, and direct - Use reward and punishment effectively to achieve organizational goals **TEN FATAL LEADERSHIP FLAWS** **Henri Fayol (1925) Management Functions** - Planning - Organization - Command - Coordination - Control **Planning** Encompasses determining - Philosophy - Goals - Objectives - Policies - Procedures - Rules - Carrying out long- and short-range plans - Determining a fiscal course of action - Managing planned change **Organizing** Includes: - establishing the structure to carry out plans, - determining the most appropriate type of patient care delivery - and grouping activities to meet unit goals - working within the structure of the organization - understanding and using power and authority appropriately **Staffing** Consists of: - Recruiting - Interviewing - Hiring - Orienting staff - Scheduling - Staff development - Employee socialization - Team building **Directing** Entails human resource management responsibilities such as: - Motivating - Managing conflict - Delegating - Communicating - Facilitating collaboration **Controlling** Includes: - Performance appraisals - Fiscal accountability - Quality control - Legal and ethical control - Professional and collegial control **Scientific Management - 1900--1930 - The Industrial Revolution** - Frederick W. Taylor, the "father of scientific management," was a mechanical engineer - Taylor thought that if workers could be taught the "one best way to accomplish a task," productivity would increase. - Time and Motion Studies - A scientific personnel system must be established so that workers can be hired, trained, and promoted based on their technical competence and abilities. - Workers should be able to view how they "fit" into the organization and how they contribute to overall organizational productivity. **Gaining Efficiencies** - Discuss some work routines carried out in health-care organizations that seem to be inefficient. - Could such routines or the time and motion involved to carry out a task be altered to improve efficiency without jeopardizing quality of care? - Identify ways that nurses or CNA's could work more efficiently. - Share your ideas with your peers. **The Human Relations Era - 1930--1970\ **Worker unrest developed - Organizations began to look at the role of worker satisfaction in production. - This *human relations era* developed the concepts of participatory and humanistic management, emphasizing people rather than machines. - Participatory management - Mary Follett believed that managers should have authority with, rather than over, employees. **Theory X and Theory Y---Douglas McGregor** - Douglas McGregor (1960) reinforced these ideas by theorizing that managerial attitudes about employees (how managers treat those employees) can be directly correlated with employee satisfaction. - He labeled this *Theory X* and *Theory Y*. - Theory X managers believe that their employees are basically lazy, need constant supervision and direction, and are indifferent to organizational needs. - Theory Y managers believe that their workers enjoy their work, are self-motivated, and are willing to work hard to meet personal and organizational goals. **The Hawthorne Studies---Elton Mayo** - When management paid special attention to workers, productivity was likely to increase, regardless of the environmental working conditions. - This Hawthorne effect indicated that people respond to the fact that they are being studied, attempting to increase whatever behavior they feel will continue to warrant the attention.  **The Evolution of Leadership Theory** - Great Man theory/trait theories - Behavioral theories - Authoritarian leader - Democratic leader - Laissez-faire leader - Situational and contingency leadership theories - Interactional leadership theories - Transactional and transformational leadership - Full-range leadership theories Great Man Trait Theories - The Great Man theory, from Aristotelian philosophy, asserts that some people are born to lead, whereas others are born to be led. - It also suggests that great leaders will arise when the situation demands it. - Trait theories assume that some people have certain characteristics or personality traits that make them better leaders than others. - To determine the traits that distinguish great leaders, researchers studied the lives of prominent people throughout history. **Great Man Trait Theories -- Characteristics/Traits Associated with Leadership** +-----------------------+-----------------------+-----------------------+ | **Intelligence** | **Creativity** | **Interpersonal | | | | skills** | | **Knowledge** | **Cooperativeness** | | | | | **Tact** | | **Judgment** | **Alertness** | | | | | **Diplomacy** | | **Decisiveness** | **Self-confidence** | | | | | **Prestige** | | **Oral fluency** | **Personal | | | | integrity** | **Social | | **Emotional** | | participation** | | | **Emotional balance | | | **intelligence** | and control** | **Charisma** | | | | | | **Independence** | **Risk taking** | **Collaborative | | | | priority setting** | | **Personable** | **Critical thinking** | | | | | **Resilience** | | **Skilled | **Ability** | | | communicator** | | | | | **Able to enlist | | | **Adaptability** | cooperation** | | +-----------------------+-----------------------+-----------------------+ **Contingency Leadership Styles** - Contingency leadership suggests that no one leadership style is ideal for every situation. ***Behavioral Theory - Authoritarian* Leader** The *authoritarian* leader is characterized by the following behaviors: - Strong control is maintained over the work group. - Others are motivated by coercion. - Others are directed with commands. - Communication flows downward. - Decision making does not involve others. - Emphasis is on difference in status ("I" and "you"). - Criticism is punitive. ***Behavioral Theory - Authoritarian* Leader** - Autocratic or authoritarian - Authoritarian leadership results in well-defined group actions that are usually predictable, reducing frustration in the work group and giving members a feeling of security. - Productivity is usually high, but creativity, self-motivation, and autonomy are reduced. - Authoritarian leadership is frequently found in very large bureaucracies such as the armed forces. ***Behavioral Theory -* Democratic Leader** The *democratic* leader exhibits the following behaviors: - Less control is maintained. - Economic and ego awards are used to motivate. - Others are directed through suggestions and guidance. - Communication flows up and down. - Decision making involves others. - Emphasis is on "we" rather than I and you. - Criticism is constructive. ***Behavioral Theory -* Democratic Leader** - Democratic or participative - Democratic leaders seek input from their followers and include them in decision making whenever possible.  - Stoker (2018) suggests that when you ask a person for his or her ideas or to help you solve a problem, you are sending the message that you value the person's ideas and experience, and you are also creating a learning opportunity to hear something you need to know. ***Behavioral Theory -* Laissez-Faire Leadership -- need to have creative mind to think outside the box** The *laissez-faire* leader is characterized by the following behaviors: - Takes a hands-off approach. - Is permissive, with little or no control. - Motivates by support when requested by the group individuals. - Provide little or no direction. - Uses upward and downward communication between members of the group. - Disperses decision making throughout the group. - Places emphasis on the group. - Does not criticize. ***Behavioral Theory -* Laissez-Faire Leadership** - When all group members are highly motivated and self-directed, this leadership style can result in much creativity and productivity. - Laissez-faire leadership is appropriate when problems are poorly defined, and brainstorming is needed to generate alternative solutions. **Leadership Style Assessment** - Define your predominant leadership style (authoritarian, democratic, or laissez-faire). - Ask someone who knows you if in their honest opinion this is indeed the leadership style that you use most often. - What leadership style did your parents role model to you as a child? - What style of leadership do you work best under? - What leadership style best describes your present or former managers? **Emerging Theories - 1970---present\ ** **Interactional Leadership Theories (1970 to Present)** - The basic premise of interactional theory is that leadership behavior is generally determined by the relationship between the leader's personality and the specific situation.  - Schein (1970), an interactional theorist, was the first to propose a model of humans as complex beings whose working environment was an open system to which they responded. **Transactional Leader -- Day to Day Operations - Focus on tasks and getting the work done.** - Focuses on management tasks - Is directive and results oriented - Uses trade-offs to meet goals - Does not identify shared values - Examines causes - Uses contingency reward **Transformational Leader - Focus on vision and empowerment** - Identifies common values - Is a caretaker - Inspires others with vision - Has long-term vision - Looks at effects - Empowers others **Kouzes and Posner's Five Practices for Exemplary Leadership** - Kouzes and Posner (2017) are perhaps the best-known authors to further the work on transformational leadership in the past decade. - Kouzes and Posner suggest that exemplary leaders foster a culture in which relationships between aspiring leaders and willing followers can thrive. - Kouzes and Posner suggest that when these five practices are employed, anyone can further their ability to lead others to get extraordinary things done. **Kouzes and Posner's Five Practices for Exemplary Leadership** - **Modeling the way**: requires value clarification and self-awareness so that behavior is congruent with values - **Inspiring a shared vision**: entails visioning that inspires followers to want to participate in goal attainment - **Challenging the process**: identifying opportunities and taking action - **Enabling others to act**: fostering collaboration, trust, and the sharing of power - **Encouraging the heart**: recognize, appreciate, and celebrate followers and the achievement of shared goals **Full-Range Leadership Model/Theory** - **Bass and Avolio (1993**[)] first described a full-range leader as a leader who could apply principles of three specific styles of leadership at any given time: transformational, transactional, and laissez-faire. - **Rowold & Schlotz (2009)** suggested there are nine factors impacting leadership style and its impact on followers in the FRLM: - five are transformational - three are transactional - one is a nonleadership or laissez-faire leadership factor. **DISPLAY 2.7 NINE FACTORS IN THE FULL-RANGE LEADERSHIP MODEL (Rowold & Schlotz 2009)** ----------------------------------------------------------------------------------------- ---------------------------------- ------------------ **Factor 1** Inspirational motivation Transformational **Factor 2** Idealized influence (attributed) Transformational **Factor 3** Idealized influence (behavior) Transformational **Factor 4** Intellectual stimulation Transformational **Factor 5** Individualized consideration Transformational **Factor 6** Contingent reward Transactional **Factor 7** Active management-by-exception Transactional **Factor 8** Management-by-exception passive Transactional **Factor 9** Nonleadership Laissez-faire - **Conclusion\ **There is some evidence that good leadership can have a positive impact on patient outcomes through creating the conditions, which allow nurses to reach their full potential and build both personal and organizational resilience in the face of unexpected or increased workload. - To the task at hand -- which may require a transactional approach; - To the needs of the team -- which may require a transformational approach; and, - To the pivotal requirement of building and maintaining productive relationships. **Reference** Huston, C. J. (2024). Leadership roles and management functions in nursing (11th ed.). Wolters Kluwer