Leadership and Management PPT 1.pdf

LEADERSHIP AND MANAGEMENT SHERRYL ANN N. PENGSON  LEADER Influences others to work together to accomplish a specific goal Leaders are often visionary, informed , articulate and confident and self aware. Interpersonal skills. Excellent listener and com...

LEADERSHIP AND MANAGEMENT SHERRYL ANN N. PENGSON  LEADER Influences others to work together to accomplish a specific goal Leaders are often visionary, informed , articulate and confident and self aware. Interpersonal skills. Excellent listener and communicator  Manager An Employee of an organization who is given authority power and responsibility for planning, organizing, coordinating and directing work of others and for establishing the evaluating standards. Understands organizational structures and culture they control human financial and material resources. Sets Goals and makes decisions Solves problems, initiate and implement change  Leadership vs. Management The act of influencing and The process of leading and directing an motivating a group of people to act organization to meet its goals through the in the same direction towards use of appropriate resources achieving a common goal.  Leadership vs Management Do not have delegated authority but obtain their Legitimate source of power due to the delegated power through other means, such as influence. authority Focus on group process, information gathering, Emphasize control, decision making, decision feedback, and empowering others. analysis, and results Have goals that may or may not reflect those of Greater formal responsibility and accountability the organization for rationality and control than leaders  Leadership vs Management Management is efficiency in climbing the ladder of success; Leadership determines wheather the ladder is leaning againts the right wall. - Stephen R. Covey DEVELOPMENT OF MANAGEMENT THEORIES  Scientific Management Frederick W. Taylor the fathers of Scientific Management” Works should be studied scientifically to determine the method of task performance that would yield maximum work output with minimum work expenditure.  Scientific Management Four overriding principles of scientific management: 1. Traditional “rule of thumb” means of organizing work must be replaced with scientific methods. 2. A scientific personnel system must be established so that workers can be hired, trained, and promoted based on their technical competence and abilities. 3. Workers should be able to view how they “fit” into the organization and how they contribute to overall organizational productivity 4. The relationship between managers and workers should be cooperative and interdependent, and the work should be shared equally.  BUREACRACY Max Weber Theory of Social and Economic Organization advocated Bureaucracy Need for legalized, formal authority and consistent rules and regulations for personnel in different positions MANAGEMENT FUNCTIONS Henri Fayol (1925), first identified the management functions of planning, organization, command, coordination, and control. MANAGEMENT FUNCTIONS ACTIVITIES OF MANAGEMENT Luther Gulick (1937) expanded on Fayol’s management functions in his introduction of the “Seven Activities of Management” - planning, organizing, staffing, directing, coordinating, reporting, and budgeting. ACTIVITIES OF MANAGEMENT 1. PLANNING - determines philosophy , goal and objectives, policies, procedures, and rules: Carrying out long and short range projections; determines fiscal course of action; and managing planned change. 2. ORGANIZING - established the structure to carry out plans, determining the most appropriate type of patient care delivery, and grouping activities to meet unit goals. 3. STAFFING - consist of recruiting, interview, hiring and orienting staff. Scheduling, staff development, employee socialization, and team building.  ACTIVITIES OF MANAGEMENT 4. DIRECTING consist of motivating, managing conflict, delegating , communicating and facilitating collaboration. 5. CONTROLLING - controlling functions include performance appraisals, fiscal accountability quality control, legal and ethical control, and professional and collegial control 14 PRINCIPLES OF MANAGEMENT BY: HENRI FAYOL 1. Division of work : allows specialization. 2. Authority : right to command balance with responsibility and accountability. 3. Discipline : employees will only obey orders if management play their party by providing good leadership. 4. Unity of Command. : there should only be 1 boss with no conflicting lines of command 5. Unity of Direction : people engage in the same kind of activities must have the same objectives in a single plan. 6. Subordination of individual interest to general interest. : the goal of the organization is always paramount 7. Renumeration : payment is an important motivator.  14 PRINCIPLES OF MANAGEMENT 8. Centralization or decentralization : depends on the condition of the business and quality of its personnel. 9. Scalar chain/line of Authority : refers to the number of levels in the hierarchy 10. Order Principle: emphasize the creation of structured and organized environment. 11. Equity : employee of an organization must be treated with fairness, kindness and respect. 12. Stability of tenure of personnel: no frequent termination and transfer. 13. Initiative: Encourage to develop and carry out plans, this is empowering employee 14. Esprit de corps: “Team Spirit” , this emphasize unity , camaraderie and shared sense of purpose. PARTICIPATIVE MANAGEMENT Mary Parker Follett (1925) was one of the first theorists to suggest participative decision making or participative management. Managers should have authority with, rather than over, employees. Illumination studies ELTON MAYO and his Harvard Associates (1927-1932), look at the relationship between light illumination in the factory and productivity. Hawthorne effect indicates that people respond to the fact that they are being studied, attempting to increase whatever behavior. Theory X and Y Douglas Mc Gregor (1960) X and Theory Y, posited that managerial attitudes about employee can be directly correlated with employee satisfaction. T h e o r y X and Y Employee Participation Chris Argyris (1964), managerial managerial domination causes workers to become discouraged and passive. If self-esteem and independence needs are not met, employees will become discouraged and troublesome or may leave the organization. THEORIST THEORY Taylor Scientific management Weber Bureaucratic organizations Fayol Management functions Gulick Activities of management Follet Participative management Mayo Hawthorne effect Mcgregor Theory X and Y Argyris Employee participation DEVELOPMENT OF LEADERSHIP THEORIES GREAT MAN THEORY The Great Man Theory, from Aristotelian philosophy, asserts that some people are born to lead, whereas others are born to be led. Great leaders will arise when the situation demands it. TRAIT THEORIES Intelligence knowledge Risk taking ability judgement Interpersonal skills Trait Theories Decisiveness Tact Oral fluency Diplomacy assume that some emotional Intelligence Prestige Independence Social participation people have certain Personable Charisma characteristics or Adaptability Creativity personality traits that Cooperation Alertness make them better Self-confidence leaders than others. Personal Integrity Emotional balance and control Leadership 1. Formal Leader 2. Informal Leader FORMAL LEADER Also known as the appointed leader SElected by an organization and given official authority to make decisions and act. Informal Leader Not officially appointed to direct the activities of others, but because of seniority, age, or special abilities is recognizid by the group as its leader and play an important role in influencing colleagues, co-workers or other group members to achieve the group’s goals. Leadership Theory 1. Classic Leadership theories 2. Contemporary leadership theories  Classic Leadership Theories Leaders possess specific qualities, and abilities including good 1. Autocratic leader Judgement, desisiveness, 2. Democratic leader knowledge, adoptability, integrity, 3. Leissez-faire leader self confidence and 4. Bureaucratic leader cooperativeness. Behavioral theory believes that through education and practices, leadership develop specific styles. Autocratic/Authoritarian Leader Makes decisions for the group. Individuals are extremely motivated (reward from others) and are capable of independent decision making. Similar to a dictator, determines policies, giving orders and directions to the group. Strong control is maintained over the work group. thers 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.  Democratic Leaders Encourages group discussion and decision making. acts as catalyst or facilitator, actively guiding a group towards achieving the groups goals. Group productivity and satisfaction are high. Members are self satisfied 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 Bureaucratic Leader Does not trust self or others to make decisions Relies on the organization’s rules, policies and procedures to direct the group;s work efforts.  Laissez-Faire Permissive Leaders Recognizes the group’s need for autonomy and self regulation. Assumes a “hands off “ approach Is permissive, with little or no control. Motivates by support when requested by the group. Provides 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. CONTINGENCY APPROACH Fiedler’s (1967), Contingency Approach, suggest that no one leadership style is ideal for every situation. Interrelationships between the group’s leader and its members were most influenced by the manager’s ability ti be a good leader.  SITUATIONAL APPROACH Hersey and Blanchard (1977), develope a situational approach to leadership. Tridimentional Leadership effectiveness model, predicts which leadership styles is most appropriate in each situation on the bassis of the l;evel of follower’s maturity. As people mature, leadership style becomes less task focused and more relationship oriented. Transactional Leadership and Transformational Leadership Burns (2003), suggest that both leaders and followers have the ability to raise each other to higher levels of motivation and morality. Transactional Leader Has a relationship with followers based on an exchange for some resource valued by the followers. Incentives are used to promote loyalty and performance The traditional manager, concerned with the day to day operations,  Transformational Leaders Foster creativity, risk taking, commitment, and collaboration by empowering the group to share in the organization’s vision. Inspires others with clear, attractive, and attainable goal and enlists the group to participate in attaining the goal. The manager who is commited, has a vision , and is able to empower others with this vision. TRANSACTIONAL TRANSFORMATIONAL Identify common values Focus on management task Is a caretaker Is commited Inspires others with vision Has long term vision Uses trade-offs to meet goals Looks at efffects Does not identify shared values Empowers others Examines Causes Uses contingency reward Exemplary Leadership by Kouzes and Posner’s Five Practices for Exemplary Leadership 1. Modeling the way: Requires value clarification and self-awareness so that behavior is congruent with values. 2. Inspiring a shared vision : Entails visioning which inspires followers to want tp participate in Goal attainment. 3. Challenging the process: Identifying opportunities and taking actions 4. Enabling others to act: Fostering collaboration, trust and the sharing of power. 5. Encourageing the Heart: Recognize appreciate and celebrate followers and achievements of shared goals. Integrating Leadership and Management Gardner (1990) asserted that integrated leader-managers possess distinguishing traits: 1. They think longer time 2. They look outward, towards larger organization. 3. They influence others beyond their own group 4. They emphasize vision, values, and motivation. 5. Politically astute. 6. They think in terms og change and renewal Characteristics of Effective Leaders Use leadership style that is natural to them Consistent in behavior towards group members. Use a style that is appropriate to the task and members Delegates task, and responsibilities to develop members Assess the effects of their behavior on others and the abilities, not marely to get task perforemed. effects of other’s behavior on themselves. Involves members in all desicions Are sensitive to force acting for and againts change Value and use group members contributions. Express an optimistic view about human nature encourage creativity Are energetic Open and encouranges openess , so that real issue are encourage feedback about their leadership styles. confronted Assess for and promote use of current technology. facilitate personal realtionship. plans and organize activities of a group. Principles of Effective Leadership 1, Vision 2. Influence 3. Acting as role model Vision A mental image of a possible and desirable future state., and communicate their vision to others. Influence An informal strategy used to gain the cooperation of others without exercising formal authority. Influence is exercise thru persuasion and excellent communication skills. It is based in a trusting relationship with the followers.  Role Model An effective leader must show sensitivity to being a positive role model. someone who sets the example for others to follow. A Leadership should be humanistic, leaders should act in a way to express Individuals dignity and worth. Being a good leader takes though care insight commitment and energy. The leader demonstrates caring towards coworkers, and clients. Management An art of getting things done through and with the people in formally organized groups. An art of creating an environment in which people can perform and individuals and can co-operate towards attainment of group goals. Nursing Management Consists of the performance of the leadership functions of governance and decision-making within organizations employing nurses. Includes processes common to all management like planning, organizing, staffing, directing and controlling. Chain of Command The reposting relationship among staff and managers Levels of Managments 1. First Level managers 2. Middle-level managers 3. Upper level or top level managers First Level Managers Responsible for managing the work of nonmanagerial personnel and day to day activities of specific work groups. Motivates staff to achieve the organizations goals. Example: 1. Primary Care Nurses 2. Team Player 3. Charge Nurse Middle level managers Supervise a number of first level managers. Responsible for the activities in the departments they supervise. Liaisons between first and upper level manager Examples: 1. Supervisors 2. Nursse Managers 3. Head Nurse. Upper Level (Top-Level) Managers Organizational executives who are primarily responsible for establishing goals and developing strategic plans. Nurse Executives are RN’s who are responsible for the management of nursing within the organization and the practice of nursing. Examples: VP for client care services VP for nursing Director for nursing Chief Nurse. Management Functions : 1. Planning 2. Organizing 3. Directing 4. Coordinating PODC Planning An on-going process that involves: a. assessing the situation b. Establish goals and objectives based on assessment of situation. c. Developing a plan of actions that identifies priorities, delineates who is responsible, determines deadlines and describes how the intended outcome is to be achieved. Organizing Ongoing process of coordinating work Involves determining responsibilities, communicating and expectations and establishing the chain of command for authority and communication. Directing The process of getting the organizations work accomplished. Involves assigning and communicating expectations about the task to be completed, providing instructions and guidance, and on-going decision making. Coordinating The process of ensuring that plans are carried out and evaluating outcomes. THe managers measures results or actions againts standards or desired outcomes and then reinforces effective actions or changes ineffective ones. Principles of Managemant 1. Authority 2. Accountability 3. Responsibility. Authority Defined as the legitimate right to direct the work of others. Integral component of managing. Accountability The ability and willingness to assume ownership for one’s actions and to accept the consequences of one’s behavior. Can be viewed as hierarchy, from individual to societal level. Individual - reflected in the nurses ethical integrity Institutional Level - reflected in the statement of phylosophy and objectives of the nursing department. Professional level = reflected in the standards of practice, by the National Nursing Associations. Societal Level - reflected as Legislated practice acts. Responsibility An obligation to perform a task Responsibility for nursing actions can be transferred to another practitioner but accountability is always shared. Skills and Competenccies of a Nurse Managers 1. Critical Thinking 2. Communication (good communications is essential) 3. Managing Resources 4. Enhancing employee performance. (Professional workshop or degree, empoweing staff) 5. Building and managing teams. (Enhance development into a work team) 6. Managing Conflict (ex. funding for positions) 7. Managing Time ( use time ) Networking A process whereby profession links are established thru which people can share ideas, knowledge and information. Mentors Coaching , Wiser and more experienced person who guides, supports, and nurtures a less experienced person, for career development. Preceptor used to describe an experienced nurse who assist the new nurse in improving clinical nursing skills and judgement. Effectiveness A measure of the quality or quantity of services provided. Efficiency A measure of the resources used in the provisions of nursing services Productivity A performance measure of both the effectiveness and efficiency of nursing care. Measured by the amount of nursing resources used per client or in terms or required versus actual hours of care provided. Delegator Delegation- the act of transferring to a competent individual the authority to perform selected nursing task in a selected situation. Delagate Assumes responsibility for the actiual performance of the task or procedure Delegator Retains the accountability for the outcome. Change Agent Individual who initiate motivate and implement change. References : patterened in Mr. Joefred M. Martinez ppt in Slideshare. Thank you…