Nursing Management and Leadership PDF

NURSING MANAGEMENT AND Trash Seeks Establishes LEADERSHIP Concern What is right Being right Credit Gives Takes Leadershi...

NURSING MANAGEMENT AND Trash Seeks Establishes LEADERSHIP Concern What is right Being right Credit Gives Takes Leadership Blame Takes Blames setting a new direction and vision for a group to that may follow Leadership Roles and Management process by which the leader influences Functions: others toward goal achievement Leadership Roles: Management A. Create an inspiring vision and lead by directing and controlling a group of people or example entities for the purpose of coordinating and Create an inspiring vision, establish shared harmonizing that group towards values, give direction, and set goals accomplishing a goal Manage change strategically, take risks, Characteristics: create change, lead change, manage resistance to change Leader Manager Lead by example, practice what they preach, Essence Change Stability set an example, and share risks or hardship Focus Leading people Managing Demonstrate confidence, win respect and work trust without courting popularity Have Followers Subordinates Horizon Long-term Short-term B. Empower, inspire, and energize people Seeks Vision Objectives Be enthusiastic, inspire and energize Approach Self-direction Plans detail people, create a positive work environment Decision Facilitates Makes Empower people, delegate authority, be Power Personal Formal open to ideas, have faith in the creativity of charisma authority others Appeal to Heart Head Communicate openly and honestly, give Energy Passion Control clear guidelines, set clear expectations Culture Shapes Enacts Empathize, be willing to discuss and solve Dynamics Proactive Reactive problems, listen with understanding, support Persuasio Self Self and help n Style Transformationa Transactiona ❖ Blanket authority l l - Giving permission to decide things on their own Exchange Excitement for Money for work work “You can delegate the activity but not the Likes Striving Action responsibility.” Wants Achievement Results Risk Takes Minimizes Rules Breaks Makes C. Build and lead a team Conflict Uses Avoids Use team approach, facilitate cooperation, Direction New roads Exciting involve everyone, trust your group, rely on roads their judgement  Bring on the best in your people, have Attributes Required for A Manager to Be common touch with them, coach and provide Effective: effective feedback Clarity of purpose and tasks Permit group decision, help your team reach Good organizational skills better decisions Ability to communicate tasks and expected Monitor progress but don’t micromanage, results effectively lead your team, and close supervision, do Ability to negotiate various administrative not over boss, do not dictate, lead team self- and regulatory processes assessment Good delegation skills Effective Leader Qualities (Bennis and Nanus) “Effective leadership is putting first things first. A. A guiding vision Effective management is discipline, carrying As a nurse leader’s actions are purposefully out.” directed toward a preferred future. It seems logical that nurses increase their education as trends in patient care develop. Nurse Managers Use Four Types of Resources to Accomplish Their Purpose: B. Passion 1. Human Resources Ability to inspire and align people toward the - Right staff on the health care team, to promises of life. This passion about assisting complete various assignments patients to recover helps the patient and significant others live life to the fullest extent 2. Financial Resources possible. - To help achieve organizational goals C. Integrity 3. Physical Resources Based on knowledge of self, honesty and - To complete the work maturity that is developed through experience and growth. As a nurse leader, 4. Information Resources integrity is important and is enhanced throughout one’s lifespan. - To stay up to date in delivering care to their patients The Effective Nurse Leader & Manager 5M’s Characteristics of an effective leader: Manpower (Human resources) Use problem solving processes Machine (Processes) Maintain group effectiveness and develop Materials (Equipment/Physical Resources) group identification Money (Financial) They should also be dynamic Moments (Time) Passionate Have a motivational influence on other people Be solution-focused and seek to inspire others Respect and trust of team members and lead the development of clinical practice THEORIES AND STYLE OF LEADERSHIP Emotional Diplomacy balance and A. GREAT MAN THEORY control Thomas Carlyle Independence “Great leaders are God-gifted, not man- C. SITUATIONAL THEORY made.” Emphasizes the importance of maturity or Leader is a hero, must be recognized and “readiness”, of followers and the leader worshipped. needs to adapt leadership styles accordingly - Example: Napoleon Bonaparte Has social and gender biases 3 factors to become better leaders: Leaders come from great need Leader Explains history by impact of “great men” from: Followers/ Situation Great political relationship Subordinates Intellect Charisma Effective leader: ✓ God motivation ✓ Right personally B. TRAIT THEORY “Leaders are born not made.” Leadership qualities or traits can be acquired/inherited. Assume that some people have characteristic or personality traits that make Situational / Life Cycle Model of Leadership: them better leaders than other. Task Behavior Traits associated with Leadership - Engages in spelling out the duties and Effectiveness: responsibilities of an individual Relationship Behavior Intelligence Personality Abilities - Engagement of leadership to followers Judgement Adaptability Ability to - How leaders communicate to followers enlist Decisivenes Alertness Cooperatio 4 Stages: Follower Readiness/Maturity s n ❖ R1: Low readiness Knowledge Creativity Popularity - Employees who are not skilled enough to do and the task but are very enthusiastic prestige ❖ R2: Low to moderate readiness Fluency of Cooperativenes Sociability - Employees with the confidence to complete speech s the task but not the willingness Personal Social ❖ R3: Moderate to high readiness integrity participatio - Employees who are capable but lack enough n confidence to take on the responsibility of Self-confidence Tact the work ❖ R4: High readiness b. Follower - Highly capable and confident individuals c. Situation who are experienced and work well independently E. PATH GOAL THEORY Robert J. House Effect of the leader’s behavior on the group 4 Leadership Style: Path Goal Leadership: 1. Directing (Telling) - A high-task, low relationship style in which Defines goals the leader gives explicit directions and Clarifies path supervises work closely Removes obstacles 2. Coaching (Selling) Provides support - A high-task, high relationship style in which Was developed to describe the way that the leader attempts to sell their ideas to the leaders encourage and support their group by explaining task directions in and followers in achieving the goals they have persuasive manner. The followers have the been set by making the path that they should ability but are unwilling to do the job. take clear and easy 3. Supporting (Participating) 4 Types of Leadership Behaviors: - A low-task, high relationship style that emphasizes shared ideas and decisions. 1. Directive Leadership Followers are experienced but many ack the - Tells members what to do confidence to do the tasks assigned. - Focus: rules and policies 4. Delegating - Used when: - A low-task, low relationship style in which the o Task is unstructured and complex leader allows the group to take responsibility o Follower is inexperienced for task decisions. 2. Achievement - oriented D. INTERACTIONAL THEORY - Subordinates: capable workers who are Leadership arises due to the interaction expected to achieve these goals between individuals and situations - Focus: achievement and excellence Relationship of the leader and the member - Used when: task is complex Two-types of Leaders: 3. Supportive leadership ✓ Relationship-oriented - Providing encouragement to subordinates ✓ Task-oriented - Subordinates: capable - Used when: work is stressful, boring, or Hollander (1978) hazardous - Leadership is a dynamic two-way process 4. Participative leadership - Works with subordinates in making 3 basic elements of leadership: decisions a. Leader - Used when: o Followers are expert  o Their advice is both needed and they Self-directed and expect to be able to give it not overly Specific Leader Behaviors: 58-63 Middle LPC concerned with the task or with how ✓ Motivate employees others view them ✓ Facilitate task accomplishment Good at avoiding ✓ Reward followers for completing their High LPC and managing tasks 64 or (relationship conflict Expected Outcomes: above Better able to make oriented) ✓ High job satisfaction complex decisions ✓ High performance Step 2: Defining the situation ✓ Fewer grievances Situational Favorableness: F. CONTINGENCY THEORY ▪ 3 Factors: Fred Fiedler a. Leader and Member Relations No one best style of leadership - Trust and confidence A leader’s effectiveness is based on the situation b. Task Structure - Clear and structured Step 1: Leadership Style - Vague and unstructured - Fixed - Least-preferred co-worker (LPC) scale c. Leader’s Position Power - Strong - Weak Leader Leader’s and Task Type of position member structure leader power relations Good Structured Strong Low LPC Very effective at Good Structured Weak Low completing tasks LPC Quick to organize a Good Unstructured Strong Low Low LPC LPC 57 or group to get tasks (task Good Unstructured Weak High less and projects done oriented) Relationship LPC building is a low Poor Structured Strong High priority LPC Poor Structured Weak High LPC Poor Unstructured Strong High LPC  Poor Unstructured Weak Low THEORY X: LPC - Leaders must: o Coerce Step 3: Matching Leaders and Situations o Control o Threaten To improve leader effectiveness: - Change the leader to fit the situation THEORY Y: or - Delegate authority to lower levels in the - Change the situation to fit the leader organization. - Make jobs more interesting. G. THEORY X AND THEORY Y - Increase the level of responsibility in each Douglas McGregor job. Relationship between motivation and - Innovate new rewards for worker behavior performance. Theory X Theory Y - Treat workers with respect. Workers will - “People are capable of being responsible.” Individuals dislike respond to good work. working conditions and attitudes. Leadership styles: They must be a. Autocratic Leadership Style People will coerced, - Classical approach exercise self- threatened, - Manager retains as much power and motivation and manipulated, decision-making authority as possible direction. directed, and - Does not consult staff, nor allowed to give controlled. any input - Staff expected to obey orders without Desires security, receiving any explanations has little ambition, - Structured set of rewards and punishments and will avoid - Allows for little innovation or flexibility assuming responsibility. Can learn and Sometimes the most effective style to use when: accept - New, untrained staff do not know which tasks Workers have to responsibility. to perform or which procedures to follow be directed and - Effective supervision provided only through actually prefer to detailed orders and instructions be told what to do. - Staff do not respond to any other leadership style Most people are - Limited time in which to make a decision Few people are capable of being - A manager’s power challenged by staff truly creative. creative, - Work needs to be coordinated with another exercising department or organization ingenuity, and being imaginative. Disadvantages: - Exploitation - Discourages employees - Can’t afford mistakes - Difficult to handle - Manager feels threatened by this type of - One man army leadership - Fear and resentment - Staff safety is a critical concern - One-way communication Disadvantages: - Lack of leadership - Over-dependence - Delayed decision Adolf Hitler - Long consultation - Most powerful dictator of the 20th century - Slower - Tyranny of the majority b. Democratic Leadership Style The Democratic Leader: - Participative style - Encourage staff to be part of decision- ✓ Develops plans to help staff evaluate their making and goal setting own performance - Keeps staff informed about everything that ✓ Allows staff to establish goals affects their work ✓ Encourages staff to grow on the job and be - Shares decision-making and problem- promoted solving responsibilities ✓ Recognizes and encourages achievement - Encourages the personal and professional not always appropriate development of nurses and allows them ✓ Most successful when used with highly some autonomy skilled or experienced staff or when - With its emphasis on individual nurses and implementing operational changes or their contributions to the team, this style resolving individual or group problems often motivates employees to take initiative and consistently contribute their best efforts c. Laissez-Faire Leadership Style - “Hands-off” style Most effective when: - Manager provides little or no direction and - Wants to keep staff informed about matters gives staff as much freedom as possible that affect them - All authority or power given to the staff and - Wants staff to share in decision-making and they determine goals, make decisions, and problem-solving duties resolve problems on their own - Wants to provide opportunities for staff to An effective style to use: develop a high sense of personal growth and job satisfaction - Staff highly skilled, experienced, and - A large or complex problem that requires lots educated of input to solve - Staff have pride in their work and the drive to - Changes must be made or problems solved do it successfully on their own that affect staff - Outside experts (staff specialist or - Wants to encourage team building and consultants used) participation - Staff trustworthy and experienced Should not be used when: Should not be used: - Not enough time to get everyone’s input - Staff feel insecure at the unavailability of a - Easier and more cost-effective for the manager manager to make the decision - Manager cannot provide regular feedback to e. Servant Leadership Style staff in how well they are doing - 1970’s: Robert Greenleaf created this term - Managers unable to thank staff for their good to describe leaders who influence and work motivate others by building relationships and - Manager doesn’t understand his/her developing the skills of individual team responsibilities and hoping the staff cover for members him/her - In this style of management, the entire team has input into decision making based on the d. Transformational Leadership Style organization’s values and ideals - James MacGregor (1978) Characteristics: - Uses contingent rewards to positively reinforce desirable performances - Listening - Instill feelings of confidence, admiration, and - Acceptance commitment - Awareness - Ultimate goal: - Persuasion ▪ for the leader and followers to discover VARYING LEADERSHIP STYLE meaning and purpose in relation to their works in addition to growth and maturity 3 Factors that Influence which Leadership - Transformational leadership qualities Style to use: promote a healthy environment for 1. The manager’s personal background: What employees and staff, which will produce personality, knowledge, values, ethics, and improved staff satisfaction, retention, and experiences does the manager have? What patient satisfaction does he or she thinks will work? 2. Staff being supervised: Staff individuals with Characteristics of a Transformational Leader: different personalities and backgrounds, the - Charismatic leadership style used will vary depending - Engaging upon the individual staff and what he or she - Inspirational will respond best to. - Stable 3. The organization: The traditions, values, - Optimistic philosophy, and concerns of the organization - Encouraging influence how a manager acts. - Honest DETERMINING THE BEST LEADERSHIP - Motivational STYLE - Respectful - Positive - Should leaders be more task or relationship - Team-oriented (people) oriented - Effective communicator - Leaders have a dominant style, one they use - Empowering in a wide variety of situations - Reliable - No one best style leaders must adjust their - Trustworthy leadership style to the situation as well as to - Empathetic the people being led - Mentor - Many different aspects to being a great - Visionary leader a role requiring one to play many different leadership styles to be successful Ex: Martin Luther King J