Leadership and Management in Nursing PDF

LEADERSHIP AND MANAGEMENT IN NURSING PRIMROSE B. DULNOAN-ABLUYEN Clinical Instructor  SYLLABUS TOPICS CLASSROOM RULES Grading system (recitation, reporting, quizzes, examinations) Engage during discussions/recitations Individual/Group reporting Completeness of un...

LEADERSHIP AND MANAGEMENT IN NURSING PRIMROSE B. DULNOAN-ABLUYEN Clinical Instructor  SYLLABUS TOPICS CLASSROOM RULES Grading system (recitation, reporting, quizzes, examinations) Engage during discussions/recitations Individual/Group reporting Completeness of uniform with ID and proper grooming No chewing of moma Turn cellphones to silent mode Attendance and admission slips  CHAPTER 1 LEADERSHIP AND MANAGEMENT IN NURSING  CHAPTER 1 TOPICS CONCEPTS OF LEADERSHIP LEADERSHIP THEORIES MANAGEMENT THEORIES AND MANAGEMENT  A. CONCEPT OF LEADERSHIP AND MANAGEMENT Definition of Terms: LEADERSHIP - act of guiding or influencing people to achieve desired outcomes; occurs any time a person attempts to influence the beliefs, opinions, or behaviors of an individual or group. (Cherry & Jacob, 2019) - use of individual traits and abilities in relationship with others and the ability to interpret the environment/context where a situation is emerging. (Yoder-Wise, 2019)  A. CONCEPT OF LEADERSHIP AND MANAGEMENT Definition of Terms: MANAGEMENT - Organization and coordination of the activities of a business in order to achieve defined objectives (Marquis & Huston, 2017) Differentiating Management from Leadership COMPARISON OF LEADERSHIP AND MANAGEMENT  Management and Leadership Characteristics MANAGEMENT LEADERSHIP PLANNING, ORGANIZING, AND PRIORITIZING ESTABLISHING DIRECTION Establish agenda Create a shared vision Set goals and time frames Identify issues requiring change Prioritize tasks Set strategies Establish policies and procedures Implement evidence-based practices INFLUENCING OTHERS BUDGETING AND STAFFING Listen to team members’ concerns Allocate resources Communicate effectively Hire and terminate employees Advocate for clients, family members, communities, and Make assignments the nursing profession Build effective teamwork COORDINATING AND PROBLEM-SOLVING Generate solutions MOTIVATING Develop incentives Inspire, energize, and empower team members Take corrective actions Promote professional growth Participate in quality improvement initiatives Not all nurses are managers, but all nurses are leaders because they encourage individuals to achieve their goals L.E.A.D.E.R. L – lead, love, learn E – enthusiastic, energetic A – assertive, achiever D – dedicated, desirous E – efficient, effective R – responsible, respectul  Activity 01: Assignment To be submitted before 4:30PM today. Are you a leader? BEGIN WITH YOURSELF. (Know yourself) KNOW HOW TO LEAD. (Determine which theories and principles of leadership and management best to apply) APPLY IT YOURSELF. (Apply the knowledge you have learned in life and from school) EVALUATE YOUR GAINS AND REFLECT ON THE LOSSES. (Evaluate your failures and success, and the learnings that come from these.) CHANGE YOURSELF. (What are the things/behaviours you want to change)  DEFINITION OF TERMS AUTHORITY - legitimate right to direct others and is given to a person by the organization through an official position. POWER - ability to motivate people to get things done with or without the legitimate right granted by the organization  SOURCES OF POWER (Cherry & Jacob, 2019) 1. EXPERT POWER- based on knowledge, skills, and information 2. INFORMATION POWER- based on a person’s possession of information that is needed by others 3. CONNECTION POWER- based on a person’s relationship or affiliation with other people who are perceived as being powerful 4. REWARD POWER- comes from the ability to reward others for complying 5. COERCIVE POWER- based on fear of punishment for failure to comply 6. LEGITIMATE POWER- based on an official position in the organization 7. REFERENT POWER comes from the followers’ identification with the leader  What are the leadership qualities in nursing every nurse leader must have to be successful? Qualities/Competencies of a Nurse Manager and Leader  “THE NEW UNIT LEADER” Scenario: You are a part of a busy hospital's nursing staff, working on a medical-surgical unit. For the past few years, the unit has been led by a seasoned nurse manager who has recently retired. As a replacement, a new nurse leader has been appointed to take charge of the unit. The new nurse leader, Emily, is experienced and has an impressive clinical background. However, she is stepping into a challenging position, as the unit has been facing some issues over the last few months. There have been conflicts among the nursing staff, communication breakdowns, and a decline in patient satisfaction scores. Upon taking charge, Emily immediately sets up a meeting with all the nursing staff. In the meeting, she introduces herself warmly and expresses her excitement to work with such a dedicated team. She acknowledges the challenges faced by the unit and emphasizes her commitment to promoting positive changes. Over the next few weeks, Emily actively engages with the nursing staff, spending time on the unit to observe daily operations and build rapport. She holds regular staff meetings where she encourages open discussions and actively listens to the concerns and suggestions of her team members. Emily takes the time to understand each staff member's strengths, weaknesses, and career aspirations. She then delegates responsibilities according to their expertise, ensuring a fair distribution of workload. Emily also encourages opportunities for professional growth and offers support for additional training and education. In addition to addressing conflicts head-on, Emily implements team-building activities to foster a positive work environment. She organizes monthly recognition events to celebrate the team's accomplishments and boost morale. Emily also collaborates with other departments and hospital administrators to address patient satisfaction concerns. She ensures that the nursing staff receives feedback from patients and encourages them to actively participate in improving the quality of care provided. ACTIVITY 1.1  1. What are the most crucial qualities exhibited by Emily as a nurse leader and manager? 2. How do these qualities contribute to Reflection improving the work environment and patient care on the medical-surgical unit? questions… 3. How does Emily's approach to conflict resolution and communication impact the nursing staff and patient outcomes? 4. What strategies did Emily use to promote teamwork and staff motivation? 5. How does Emily's emphasis on professional growth benefit the nursing staff and the unit as a whole? 6. How can the characteristics demonstrated by Emily be applied in various healthcare settings? ACTIVITY 1.1 LEVELS OF MANAGEMENT IN NURSING ROLES AND RESPONSIBILITIES ROLES AND RESPONSIBILITIES LEVELS OF MANAGEMENT IN NURSING ROLES AND RESPONSIBILITIES LEVELS OF MANAGEMENT IN NURSING B. LEADERSHIP THEORIES 1. GREAT MAN THEORY The Great Man theory, asserts that some people are born to lead, whereas others are born to be led. It’s the individual’s destiny to become a leader given the traits or characteristics that are innate. It is based on the assumption that leaders were born with certain leadership characteristics. Another assumption under the Great Man theory points at great leaders arising when the situation demands it (Mouton, 2019). B. LEADERSHIP THEORIES 2. TRAIT THEORY Leaders have a set of physical and emotional characteristics that are crucial for inspiring others toward a common goal. Situations or conditions where this theory can be applied are the following: a. Self-awareness of traits is useful in self- development and in seeking employment that matches the traits. b. The list of traits serves as a yardstick against which the leadership traits of an individual can be assessed. c. The new nurse can identify areas in which he or she should improve and develop. B. LEADERSHIP THEORIES 3. Behavioral Theory/Leadership Styles/Styles Theories The focus of behavioral theory is not what leaders do, but how they behave. Behaviorists characterize leaders by their style of practice. B. LEADERSHIP THEORIES 3. Behavioral Theory/Leadership Styles/Styles Theories 3.1. Autocratic, authoritarian, or paternalistic leaders change behaviors within the organization through the use of coercion, authority, punishment, and power. In nursing, this leadership style is suited for emergency or life-threatening situations. These leaders are characterized by the following behaviors: o Strong control is maintained over the work group. o Others are motivated by coercion. o Others are directed with commands. o Communication flows downward. o Decision making does not involve others. o Emphasis is on difference in status (“I” and “you”). o Criticism is punitive  B. LEADERSHIP THEORIES 3. Behavioral Theory/Leadership Styles/Styles Theories 3.2 Democratic or participative leaders influence change within the organization through participation, involvement of staff in goal setting, and collaboration. These leaders exhibit the following behaviors: o Less control is maintained. o Economic and ego awards are used to motivate. o Others are directed through suggestions and guidance. o Communication flows up and down. o Decision making involves others. o Emphasis is on “we” rather than I and you. o Criticism is constructive.  B. LEADERSHIP THEORIES 3. Behavioral Theory/Leadership Styles/Styles Theories 3.3 Permissive or laissez faire leaders assume that people are able to make their own decisions and complete their work without any facilitation of the leader. The laissez-faire leader is characterized by the following behaviors: o Is permissive, with little or no control o Motivates by support when requested by the group or individuals o Provides little or no direction o Uses upward and downward communication o Disperses decision making throughout the group o Places emphasis on the group o Does not criticize B. LEADERSHIP THEORIES 4. Situational/Contingency Leadership Theories Leadership style should vary according to the situation or the individuals involved. Leadership effectiveness depends on the relationship among the a) leader’s task at hand, b) his/her interpersonal skills, and c) favorableness of the work situation. There are three critical factors to be considered: i) the degree of trust and respect between and among followers, ii) task structure denoting the clarity of goals and complexity of problems faced, and iii) position power  B. LEADERSHIP THEORIES 4. Situational / Contingency Leadership Theories B. LEADERSHIP THEORIES 5. Transactional & Transformational Theory C. MANAGEMENT THEORIES 1. Frederick W. Taylor’s Scientific Management The basic assumptions of Taylor are as follows: a) Man is motivated by pay, workers only have physical and economic needs. b) To increase efficiency, science should be employed c) Workers should be given one task to master. d) Systems are the most importance aspect for a productive workforce. e) There should be a most efficient way to perform a job – “one best way” of doing things.  C. MANAGEMENT THEORIES 2. Henri Fayol’s Administrative Management Theory Fayol’s management theory is a simple model of how management interacts with personnel. Fayol’s 14 Principles of Management Mnemonic: DAD U C USSR, O I SEE i. Division of Work: dividing the work into smaller tasks ii. Authority and Responsibility: Giving of responsibility accompanied by the delegation of a certain level of authority. iii. Discipline: ensuring that employees abide by the rules, norms, principles and policies of the organization iv. Unity of Command: having every employee headed by only one manager and not by two or three senior authorities. v. Centralization: level to which the authority of decision-making is delegated to the subordinates vi. Unity of Direction: efforts and individual objectives of all the employees performing various tasks be directed towards the attainment of the organizational goals as an ultimate aim vii. Subordination of Individual Interest to General Interest: acknowledging that the organization’s goal is superior to the individual aim of the employees; aligning personal interest to the organization’s interest viii.Scalar Chain: organizational structure depicting a clear hierarchy for everyone to know who they are accountable to and, a smooth flow of information maintained from top to bottom level and vice-versa ix. Remuneration of Personnel: fair remuneration policy (i.e., payment of wages and salary) x. Order: organizing everything (i.e., all the resources) in a systematic and planned manner. xi. Initiative: encouraging and inspiring employees to give their input and take the initiative in the execution of the planned activity xii. Stability of Tenure: retention and attrition of employees. xiii.Equity: treating all employees as equal in all respect; preventing discrimination; promoting impartiality xiv.Esprit de Corps: teamwork as an essential part of any organization  C. MANAGEMENT THEORIES 3. Max Weber’s Bureaucratic Theory To manage an organization efficiently, it is essential to have a clear line of authority along with proper rules, procedures and regulations for controlling each operation. C. MANAGEMENT THEORIES 3. Max Weber’s Bureaucratic Theory Advantages of Bureaucratic Theory a) Specialization or expertise b) Skill-Based recruitment c) Predictability d) Equality e) Structure Disadvantages of Bureaucratic Theory f) Systematic record keeping a) One Way Communication g) Rationality b) The exploitation of Power c) Wastage of Time, Efforts and Money d) Delay in Decision-Making e) Hinders Innovation and Creativity f) Inflexible and Rigid Methods  C. MANAGEMENT THEORIES 4. Elton Mayo’s Humans Relations Social factors not physical factors help boost both the motivation and productivity level of employees. Positive relationships and clear communication between manager and employees are very influential in increasing employee motivation. 5. Douglas McGregor’s Theory X and Theory Y  Thank You! -END OF CHAPTER ONE-