NCM-119-Prelim-and-Midterm.pdf

NCM 119: Leadership & Management PRELIM | LECTURE 4th Year Nursing | First Semester Leadership Theories...

NCM 119: Leadership & Management PRELIM | LECTURE 4th Year Nursing | First Semester Leadership Theories Early Leadership Theories LESSON OUTLINE Trait Theories Leadership and Management Behavioral Theories Situational or Contingency Theories 1 Definition Leadership Theories Trait Theories 2 - Early Leadership Theories It assumes that a person must have a certain - Contemporary Leadership Theories innate abilities / personality traits in order to be a Management Theories leader 3 - Early Management Theories o Ex. Adaptable, Alert, Ambition, Achievement- - Contemporary Leadership Theories Oriented, Assertive, Cooperative, Decisive, Dependable, Dominant, Energetic, Persistent, Definition Self-Confident, Tolerant of Stress, Willing to Leadership Assume Responsibility, Intelligent, Cheerful. Social influence Creative, Organized, Fluent in Speaking A person’s ability to move other people to act, leaving a mark “Great Man” Theory It is initiation and guiding and the result of CHANGE Assumes that the capacity for leadership is Leadership defined broadly inherent, that great leaders are born, not made o Influence process involving determination Individual Character Theory Note! Distinctive physical and psychological individual In leadership there needs to be determination characteristics account for leadership You can’t lead without a determination to lead effectiveness However, Napoleon Bonaparte went against the ideal o Motivating task behavior o Influencing group maintenance and culture Behavioral Theories Were concerned with what leaders do and act Management Based upon the belief that great leaders are made, A process of getting things done through people not born o More on the dominating and commanding role Behavioral Theories of Leadership Responsible for initiating steps Concerned with what leaders do and act Uses delegated authority within a formal The actions and not their mental qualities or traits organization make them a leader o Manager is responsible for organizing o When you are the manager, and you are Behavioral Theorists delegating tasks you need to make sure that Kurt Lewin they have the skills to do it Proposed that worker’s behavior is influenced by o Interactions between the personality Note! o The structure of the primary workgroup Anyone can be a leader but one cannot be a o Socio-technical climate of the workplace manager if they are not appointed / selected / authorized as one Chris Argyris Studied the patterns of reasoning that explains one’s behavior With proper training one can become more aware of one’s mental models Kathleen Velasco – BSN 4B 1 Alvin Toffler Fred Fiedler Examined technology and its impact to the world The premise of his theory is that leader’s personal and the reaction of and changes in society characteristics are stable so is the leadership style He categorized the changes in cultural behavior in The Fiedler Contingency Model is about leadership terms of “waves” styles and behavior In the 3rd wave (post-industrial society and age of information and knowledge) aging societies will be Victor Harold Vroom and Yetton using new medical technologies delivered by Suggested that the election of a leadership style nanotechnology instead of doctors and nurses will determine decision-making The effectiveness of the decision-making depends Rensis Likert on Used the concept “family” to characterize the o Importance of the decision quality and desirable social interaction that should occur acceptance between different work units o Amount of relevant information possessed by Likert Scale, Linking Pin Model the leader and subordinates o Subordinates’ likelihood that they will accept Robert Blake and Jane Mouton o Amount of disagreement among Developed the Managerial Grid Model subordinates o It conceptualized management in terms of relations and leadership style Robert House 2 behavioral dimensions Path-Goal Theory of Leadership o Concern for task or production Said that the leader can affect that performance, o Concern for people satisfaction and motivation of a group through o Rewards Situational or Contingency Theories o Clarification of paths Situational approach o Removal of obstacles in work performance o Different situations demand different types of leadership House’s Leadership Style A situation, in this context is a set of values and attitudes with which the individual or group has to deal Directive Specific advice is given and ground Contingency because the leadership style would Leadership rules and structure are established be dependent on the situation that a leader is faced at the moment Good relations are promoted and Supportive sensitivity to subordinate’s needs is Situational Theorists Leadership shown Paul Hersey and Kenneth Blanchard Leaders should adapt their leadership style to Decision-making is based on Participative follower development style (or maturity) consultation with the group and Leadership Based on information is shared o How ready and willing the follower is to Challenging goals are set and high perform the tasks Achievement- performance is encouraged while Readiness depends on Oriented confidence is shown in the group’s o Competence and motivation Leadership ability Hersey and Blanchard Leadership Style o Style 1 (S1) – Directing / Telling Leaders § One way street § Just tell and they have to follow o S2 – Coaching / Selling Leaders § Justifying § Not only order them to do it but also teach them o S3 – Supporting / Participating Leaders o S4 – Delegating Leaders § Gives them self-confidence to do it on their own Kathleen Velasco – BSN 4B 2  Contemporary Leadership Theories Note! Transactional Leadership Style The traditional manager, concerned with the Transformational Leadership day-to-day operations, was termed a Servant Leadership transactional leader. The manager who is Emotional Intelligence (EQ) in Nursing Leadership committed, has a vision, and is able to empower others with this vision was termed a Transactional Leadership Style transformational leader Leader motivates followers by appealing to their Transactional leaders focus on tasks and own self-interest getting the work done. Transformational Motivates by means of exchange process, a leaders focus on vision and empowerment contract for mutual benefit that has contingent rewards A competitive task-focused approach that takes Transactional and Transformational Leaders place in hierarchy Transactional Leadership can be manipulative Transactional Leaders Transformational Leaders and counter-productive Focuses on management Identifies common values tasks Transformational Leadership Burns (2003), a noted scholar in the area of leader– Is committed Is a caretaker follower interactions, was among the first to Uses trade-offs to meet suggest that both leaders and followers have the Inspires others with vision goals ability to raise each other to higher levels of motivation and morality. Does not identify shared Has long-term vision An approach in which a leader inspires and values motivates team members to create positive Examines causes Looks at effects changes within an organization A leader works with teams to identify needed Uses contingency reward Empowers others change Creating a vision to guide the change through Focuses on tasks and Focuses on vision and inspiration and executing the change in tandem getting things done empowerment with committed members of a group The leader wants you to do better than you are now Give and take and inspires and motivates you Cannot lead someone He doesn’t want you to fear without giving something him but he wants you to first respect him Uses someone’s weaknesses to get someone to follow Respect is earned you Kathleen Velasco – BSN 4B 3  Servant Leadership In 1997, they further refined EI (emotional Emphasizes the leader’s role as steward of the intelligence) into four mental abilities resources such as human financial and all else o Perceiving/identifying emotions provided by the organization (Robert Greenleaf) o Integrating emotions into thought processes To be a servant leader, one must be prepared to o Understanding emotions o Endure misunderstanding and suffering o Managing emotions. instead of honor and glory o Show initiative when people are apathetic Note! o Forge ahead so it will be easy to drift with the Emotional intelligence is being able to tide understand others and connect with them. Willing to sacrifice yourself for others o Ex. You are able to understand that the o Putting someone else before himself patient is angry because of the pain and is not overreacting because you know what it feels like and are able to relate to Defining Qualities of Servant Leaders the patient The ability to listen on a deep level and to truly You are able to understand YOURSELF, so you understand know how to deal with others The ability to keep an open mind and hear You don’t put your own agenda in front of your without judgment patient’s welfare The ability to deal with ambiguity, paradoxes, and complex issues The belief that honestly sharing critical Five Components of Emotional Intelligence challenges with all parties and asking for their input is more important than personally The ability to recognize and understand providing solutions Self – Awareness one’s moods, emotions, and drives as Being clear on goals and good at pointing the well as their effects on others direction toward goal achievement without The ability to control or redirect giving orders The ability to be a servant, helper, Self – Regulation disruptive impulses or moods as well as and teacher first and then a leader the propensity to suspend judgment Always thinking before reacting Choosing words carefully so as not to damage A passion to work for reasons that go beyond money or status; a propensity to those being led Motivation pursue goals with energy and The ability to use foresight and intuition commitment Seeing things whole and sensing relationships and connections The ability to understand and accept Empathy the emotional makeup of other people Emotional Intelligence (EQ) in Nursing Leadership Proficiency in handling relationships and Emotional Intelligence (EQ) is defined as a person’s Social Skills building networks; an ability to find common ground self-awareness, self-confidence, self-control, commitment and integrity, and a person’s ability to communicate, influence, initiate change, and Daniel Goleman’s Model accept change Self-awareness A combination of competencies contributing to a The ability to recognize one’s own feelings as it person’s ability to manage and monitor her own happens (the keystone to emotional intelligence) emotions correctly and gauge the emotional state of others and influence opinions Self-Management or Self-Regulation Mayer and Salovey (1997) suggested that EI To keep disruptive emotions and Self-Control develops with age and that it consists of three impulses in check mental processes Maintain standards of honesty Trustworthiness o Appraising and expressing emotions in the self and integrity and others Take responsibility of one’s Conscientiousness o Regulating emotion in self and others performance o Using emotions in adaptive ways Adaptability Handle change Innovations Be comfortable with novel-ideas Kathleen Velasco – BSN 4B 4 Motivation Systematic Management Theory The emotional tendency of guiding or facilitating A guiding behaviour in each management the attainment of goals situation with appropriate principles will make It consists of management more effective. o Achievement drive o Commitment Principles of Management o Initiative to act on impulses Authority o Optimism or the persistence o Refers to the legitimate power or right given to individuals within the organization to make Empathy decisions, direct others, and enforce policies The understanding of others by being aware of o A key aspect of organizational structure, their needs, perspectives, feelings, concerns, and ensuring that there is clear guidance and sensing the developmental needs of others accountability in the delivery of healthcare services. Social Skills Specialization of Labor Includes o Refers to the division of tasks and o Influence responsibilities among nursing staff based on o Communications their specific skills, training, and expertise o Leadership Discipline o Building bonds or nurturing instrumental o Requires time management relationships o Refers to the practices and procedures used o Collaboration and cooperation to maintain professional standards, ensure o Ability to create group synergy in pursuing compliance with organizational policies, and collective goals address behavioral or performance issues Unity of Command Quantum Leadership o There is only one who gives the command Described by Porter O’Grady and Malloch as new and that is the CI leadership for new age o When there is something, you are unsure of It’s not about control ask the CI not other students as it is like pass CHANGE DOMINATES THE CLIMATE the message where the message can Quantum leaders recognize continual movement become distorted and change o This is the importance of listening properly Creativity and innovation are at the core of good Subordination of Individual Interest work performance o Your interest should be towards your PATIENT not on yourself “A special type of leader is needed in today’s health Material and Social Order care: one who operates with a “quantum” lens that o Materials - What is needed in an organization views human relationships and environmental § Ex. Mannequins, Books elements as interconnected and dynamically moving” § The Seven M’s - Porter O’ Grady and Malloch o Where should the different materials be placed to ensure that they are used properly Management Theories Decentralization of Authority Early Management Theories o Other members of the organization have the Scientific Management Theory power to make decisions Systematic Management Theory o In the hierarchy, the different heads under the Organizational Theory central authority have their own authority in Theories Focused on Human Relations their department Hawthorne Effect § They have to settle problems in their department on their own, there is no Theories Emphasizing Organizational Structure need to keep asking the central Scientific Management Theory authority One best practice through which the worker is § They decide based on the needs of their able to get most work done for the least energy own department, and they can make spent their own decisions TRAIN WORKERS! § Ex. There is a chief nurse but under her there are different supervisors in different Kathleen Velasco – BSN 4B 5  areas of the hospital who manage their medium sized and the father has the own departments and problems that smallest size. Ensuring that all of them are arise able to see Personnel Tenure o This is a guarantee that the length of stay in Note! an organization gets rewarded It is possible for both centralization and § Ex. You get more benefits as a regular decentralization of authority can exist together employee rather than a part timer However, decentralization of authority cannot o If you are a regular employee, it is difficult for exist alone because there will no longer be you to be laid off so easily unity in the organization and the central Initiative authority is the one who started it all o Refers to the ability and willingness to take proactive actions Chain of Command o You are ready to do what you are supposed o In the hierarchy it is important to know who we to do even if you are not asked to do it have a direct and indirect line of access to Scaler Chain § Ex. We have a direct line to the CI but we o Your cohesiveness with other members of the have an indirect line to the staff nurse. As organization such, if we encounter problems, we o You should be connected and willing to work approach the CI and if it still cannot be together even if we are not from the same solved we approach the staff nurse department as we work in the same o Refers to the command organization Centralization of Authority Hierarchy o Decision making is made by the person on o Refers to the structured levels of authority and top and disseminated to those at the bottom responsibility Remuneration o It delineates the roles and responsibilities o Money paid for work or a service o Refers to the steps going to the top o It is fair in the sense that the rewards are Espirit De Corps based on a person’s skills and their level of o Refers to the spirit of unity, enthusiasm, and knowledge shared purpose within a group or organization § Ex. A workload of a CI is greater than that o Harmonic cohesion between personnel of a dean but since the dean is a o In nursing leadership and management, esprit doctorate holder, her salary is higher de corps is vital for fostering a collaborative, than that of a CI who just has a master’s motivated, and cohesive team that works degree effectively towards common goals Equity and Justice Unity of Direction o Justice – what is proper and what is right in o It refers to the goal of the organization terms of the law o Goes together with the unity of command o Equity Motivation of Personnel § Refers to fairness and impartiality in the o A crucial aspect of creating a productive, distribution of resources, opportunities, engaged, and satisfied workforce and treatment within a healthcare o Motivated personnel are more likely to setting. It involves recognizing and provide high-quality patient care, exhibit addressing the different needs of higher job satisfaction, and contribute individuals and groups to ensure positively to the overall work environment everyone has access to the same quality o This can include incentives of care and opportunities. o When referring to justice everyone has the Organizational Theory same opportunities, equity refers to giving Max Weber advocated a complex form of opportunities based on what a person has bureaucracy based on § Ex. A son, mother and father are o Hierarchy of authority together and all of them can’t see. In o Division of work based on specialization of justice, they all the same sized step stool, function this ensures fairness, In equity, the son has the tallest step stool, the mother ahs a Kathleen Velasco – BSN 4B 6  Theories Focused on Human Relations Management by Decision Making Social Process, Mary Follet, based on collaboration In hospitals and other service institutions, decisions and cooperation are made by all employees at all levels of In this theory, managers did not give orders but organization, forming a network of decision makers worked together with the group o Decentralization of authority o She is not above or below, she belongs in the Herbert Simon group Simon’s 2 Distinct Approaches to Decision Making Optimizing meant the search for the best Hawthorne Effect alternative possible Elton Mayo and Fritz Roethlisberger Satisfying meant using the first workable solution Tested the assumptions of the scientific management theory, through studies called *before deciding you need to think of the pros and cons HAWTHORNE EFFECT to minimize errors To find out the effects on a worker’s productivity, 3-Step Process to reach the best ultimate decision they studied the effect of physical environment, Listing the alternative strategies and participation in decision making Determining the consequences for each o Concluding that productivity was affected by Comparative evaluation of these consequences both, the physical and social environment o Ex. Studying outside in the heat – you are *after the comparison, decide which is the best for the unable to study properly because you are too patient busy focusing on the heat and fanning yourself to listen/study Managerial Roles Which includes By Henry Mintzberg o The ability or opportunity to participate in decision making with the administration Interpersonal Role o The recognition from the administration Interactions with one another Involve interactions with people both inside and Hawthorne Effect outside the organization Refers to the momentary change of behavior or The Figurehead role performance in response to a change in a worker’s o Performance of ceremonial duties environment, the response usually being an The Leader role improvement o Direct involvement in choosing managerial o It drives you more to be more productive team The Liaison role Contemporary Management Theories o Dealing with outside people Management by Objectives o Involves establishing and maintaining a Management by Decision Making network of contacts both inside and outside Managerial Roles the organization * Has relations to Abraham Maslow’s Hierarchy of Needs Informational Role Motivation – Hygiene Theory Pertain to the gathering, dissemination, and Theory X and Y sharing of information Theory Z Managers in these roles ensure that relevant Total Quality Management (TQM) information is communicated effectively throughout the organization Management by Objectives The Monitor Role Peter Drucker o Receipt and sending information for control o The father of modern corporate purposes management The Dissemination Role A consensual process there both management o Sharing of information, collected as monitor, and rank and file meet to understand and agree with subordinates on the organization’s objectives The Spokesman Role Involved joint efforts between supervisors and o Speaks for his department subordinates, and a breakdown of their respective responsibilities, goals, and objectives Kathleen Velasco – BSN 4B 7 Decision Making Role Review on Abraham Maslow’s Hierarchy of Needs and The heaviest role of a manager its significance with leadership and Management These roles involve making decisions and taking Theories actions that affect the organization Managers in these roles are responsible for solving problems, allocating resources, and making strategic choices The Entrepreneurial Role o Involvement with constant addition or deletion of projects The Disturbance Handler Role o Attention to problems arising out of strikes, bankruptcies, and interference The Resource Allocator Role o Allocation of budgets, time and information 7M’s of Management Money Manpower Machine Methods Moment Material Manager The Negotiator Role o Ranges from negotiation of an argument to negotiation of a labor contract Motivation – Hygiene Theory Ferdinand Herzberg’s Two Factor Theory o Two factors influence people § Hygiene factors and motivation factors o Hygiene factors can negatively influence people o Motivation factors can result in satisfaction and psychological growth § Motivation relates to the individual, internal satisfaction HYGIENE MOTIVATION Adequate salary Satisfying meaningful work Opportunities for Appropriate advancement and supervision achievement Good interpersonal Appropriate responsibility relations Safe and tolerable Adequate recognition working conditions Kathleen Velasco – BSN 4B 8  Theory X and Y Douglas McGregor’s Theory X Proposes that man is lazy, unmotivated, irresponsible, unintelligent and not interested in work o All the negatives Theory Y Assumes man to be responsible, creative, self- possessed, self-directed (initiative) and a problem solver o All the positives *As a manger, you should know how to manage both people from theories x and y For theory X, you need to be authoritative, to ensure that they are able to improve and to change them For theory Y, you are able to just monitor, supervise and direct as they are self-directed, and they are able to do their tasks on their own Theory Z William G. Ouchi Based on the principle that work is natural and can be a source of satisfaction when aimed at a higher order to meet human psychological needs Important Elements Collective decision making Long term employment Slower but more predictable promotions Indirect supervision Holistic concern for employees Total Quality Management (TQM) A management approach, centered on quality, based on the participation of all its members and aiming at long-term success through customer satisfaction, and benefits of all members of the organization and to society Not only the subordinates but EVERYBODY o The managers, the employees and the customers Kathleen Velasco – BSN 4B 9  LESSON OUTLINE o Have an organizational identification Management Functions Planning Process 1. Forecast or Estimate the Future 1 Planning 2. Set Objectives / Goals and Determine Results 2 Organizing Desires 3 3. Develop and Schedule Strategies, Programs, Projects, Activities; Set the Time Frame Planning 4. Prepare the Budget and Allocation of Resources 5. Establish Policies, Procedures and Standards Planning Is a management function, concerned with Forecast or Estimate the Future defining goals for future organizational It is weighing the unknown in the situation and performance and deciding on the tasks and using them as basis for an educational guess about resources to be used to attain those goals the future Planning is a process of Risks and uncertainty are central to forecasting o Analyzing and understanding a system o Anticipating the risks ensures that there are o Formulating goals and objectives contingencies in place o Designing alternative courses of action Forecasts must be supported by facts, reasonable § In case one action will fail, there should estimates and accurate reflection of policies and be a contingency, in order to succeed plans § The goal is the same, but the course of action is different Set Objectives / Goals and Determine Results Desires o Evaluating the effectiveness of these plans Goals are broad statements of intent derived from § Counterchecking the purpose of the organization § Measure the effectivity Objectives are specific behavior for the § Is the action done effective? accomplishment of a goal § There will be guidelines to determine the effectivity Develop and Schedule Strategies, Programs, Projects, o Initiating actions for its implementation Activities; Set the Time Frame § Ex. Putting the key to start the car Strategy is the technique, method or procedure by o Engaging in continuous surveillance of the which the overall plan of the higher management system to achieve desired objectives § Monitoring the process o Dependent on the middle level management o How they are going about it to achieve the goal o Similar to objectives o It is an action to how you would go about it Programs are activities put together to facilitate attainment of desired goals Time management is the organization of tasks or What to do events which begins with - The nursing action, what you are expected to do o Estimating how much time is needed for a task How to do it o Learning to adjust to unexpected events that - The strategy or method may prevent its completion Who is to do it - Professional/non-professional Characteristics of Planning A well-developed plan requires creative thinking and foresight o Involves the future o Involves action § A plan without an action is nothing Kathleen Velasco – BSN 4B 10 Prepare the Budget and Allocation of Resources Elements of Planning Budgeting is defined as a systematic financial translation of a plan, the allocation of resources Vision Mission over a specified period of time Outlines the future role Outlines the purpose of o Resources entails money, manager, and function of the the agency manpower, materials, method organization Nursing Budget allocates resources for nursing It gives the agency Provides for the kind of programs and activities to deliver patient care something to strive for service that will be given during a fiscal year The soul of an Hospital Budget is designed to meet future service organization expectations to provide quality patient care at minimum cost Philosophy Budget plan components A statement of beliefs and values that directs the o Revenue budget organization’s life or practice o Expense budget o Capital budget Goals o Cash budget Desired aim or condition toward which one is § What you have at hand willing to work Establish Policies, Procedures and Standards Values Policies are standing plans used repeatedly; Individual beliefs that motivate people to act one guides or basic rules that govern action at all levels way or another in the organization They serve as a guide for human behavior Procedures are more specific guide to action Standards indicate the minimal level of Organizing achievement acceptable to meet set objectives Organizing Types of Planning The process of establishing formal authority 1. Strategic Plans It involves setting up the organizational structure 2. Operating Plans through identification of groupings, roles, and 3. Continuous / Rolling Plans relationships Determines the staffs needed by developing and Strategic Plans maintaining staffing patterns and distributing them Determines where an organization is going over in the various areas needed the next year of more, how it is going to get there Includes developing job descriptions by defining and how it will know if it got there or not qualifications and function of personnel Prepared in the upper levels of management Ex. Aggressive recruitment of nurses Organization Both a function and a framework Operating Plans A process and a structure Pertains to the activities, tactics and techniques in A human activity, and a group of people specific departments Deals with tactics or techniques to accomplish Types of Organizational Structure things 1. Line Organization / Bureaucratic / Pyramidal Involves the middle and lower-level managers 2. Flat Organization Focuses on timetables, target quantities and 3. Staff Organization responsible persons for the tasks 4. Functional Organization How it is being done 5. Ad Hoc Organization 6. Matrix Organization Continuous or Rolling Plans 7. Shared Governance Organization It involves mapping out the day-to-day activities 8. Lateral Organization The task of the staff nurse who has to devise and implement the nursing care plan for the patients, Line Organization / Bureaucratic / Pyramidal altering and modifying the plan as necessary Each position has general authority over the lower depending on the needs and problems of the position in the hierarchy patient and the unit Kathleen Velasco – BSN 4B 11  There is a clearly defined superior – subordinate Ad Hoc Organization relationship A modification of the bureaucratic structure and is Authority, responsibility, accountability and power used as a temporary basis to facilitate completion are concentrated at the top of a project within a formal line organization The line is a vertical line with the highest authority It is in addition to the vertical line on top Talks about the principle of centralization or central authority Matrix Organization Designed to focus on both products and function It has both the vertical and horizontal chain of command Flat Organization A decentralized type A flattened scalar chain and fewer levels of position Also known as horizontal organization, with few or no levels of intervention between management and staff Shared Governance Organization Most radical and idealistic type of organizational structure The critical concept of nursing shared governance is shared decision making between the bedside nurses and nurse leaders, which includes areas Staff Organization such as Purely advisory to the line structure with no o Resources authority to place recommendations into action o Nursing research / evidence-based practice Ex. Secretary o New equipment purchases o Staffing This type of shared process allows for active engagement throughout the healthcare team to promote positive patient outcomes and also creates a culture of positivity and inclusion, which benefits job satisfaction Lateral Organization One of coordination and collaboration between Functional Organization and among nursing staff and hospital staff Permits a specialist to aid line positions within a The process of task-oriented work and decision- limited and clearly defined scope of authority making being completed across different units within the organization Allows organization to spread work to allow for decentralization of management decisions Utilizes a team or group design to encompass skillsets of various employees Places the leader in the position to create goals, build teams, and make decisions Kathleen Velasco – BSN 4B 12  Kathleen Velasco – BSN 4B 13  Kathleen Velasco – BSN 4B 14