NSG-129-INTRODUCTION PDF (Leadership and Management Concepts)

Module ONE Leadership and Management Concepts  Leadership Gap Globally ,there is a severe shortage of health care professionals that puts the profession in crisis. Locally ,the profession produces thousands of nurses yearly.But many of these nurses intend to work out...

Module ONE Leadership and Management Concepts  Leadership Gap Globally ,there is a severe shortage of health care professionals that puts the profession in crisis. Locally ,the profession produces thousands of nurses yearly.But many of these nurses intend to work outside the country to seek better opportunties.After Mandatory gaining of experience, many seek work outside the country which leaves the Phil with untrained and unskilled nurses who can be a risk factor to the health care professions(Estella,2005,Ubalde 2007).Hence both locally and globally, a leadership gap exists Conceptual Paradigm of Leadership and Management Resources (7 M’s) Effective and Efficient Leadership GOAL Theories and Principles Management Process and Functions  Goal-is the desired aim or condition toward which one is willing to work. TYPES 1. Individual 2. Group 3. Organizational Goal-Setting-is a powerful process for thinking about the ideal future,and for motivating oneself, the group or the orhanization to turn this vision of the future reality  Resources (7 M’s) 1. Money 2. Men 3. Machines 4. Materials 5. Methods 6. Moment 7. Manager Leadership  the process of influence in which the leader influences others toward goal achievement  is the effort to envision and inspire changes  a social transaction in which one person influences others.  Management skill: Focus on the development and deployment of: VISION, MISSION, STRATEGY & CREATION OF MOTIVATED WORK PLACE LEADERSHIP  Process of influencing the behavior or actions of a person or group to attain desired objectives  A dynamic, interactive process that involves three dimensions: leader, follower and the situation MANAGEMENT  coordinates people, time, and supplies to achieve desired outcomes,  involves problem-solving and decision-making processes.  Uses delegated authority within a formal organization to organize,direct and control subordinates and nursing services are coordinated.  Function that must be performed in any organization  DIFFERENCE BETWEEN LEADERSHIP AND MANAGEMENT ◼ Leadership is a relationship between leader and followers that give life to an organization. ◼ Management is a function that must be performed in any organization. ◼ Leader inspire ◼ Manager apply ◼ The leader is followed ◼ The manager rules Difference Between Leader and Manager ◼ LEADER ◼ MANAGER ◼ Innovate ◼ Administer ◼ Develop ◼ Maintain ◼ Inspire ◼ Control ◼ A long term view ◼ Short term view ◼ What and why ◼ How and when ◼ Originate ◼ Accept status quo ◼ Challenge it Difference Between Leader and Manager LEADER MANAGER  May or may not have official appointment  Officially appointed to the position  Vested with power and authority by the  Vested with power and authority by organizations group  Implements predetermined goals,policies,rules,and regulations  Influence others toward goal setting  Measures the risks to be taken in line with  Interested in risk taking and exploring expected results, hence an orderly ,controlled new ideas. performance must be carried out  Relates to people personally  Relates to people according to their role  Feels rewarded by personal achievement  Feels rewarded when accomplishing  May or may not be as successful as organizational missions or goals managers  Managers as long as the appointment holds Managers do things right, Leaders do the right thing  QUALITIES OF A GOOD LEADER PLEASING PERSONALITY AND HEALTHY PHYSICAL APPEARANCE KNOWLEDGE OF WORK VISION AND FORESIGHT SENSE OF RESPONSIBILITY INTELLIGENCE SELF-CONFIDENCE AND WILL-POWER COMMUNICATIVE SKILL HUMANIST OBJECTIVE EMPATHY  Nursing Leadership A strong and effective clinical leadership is needed by practicing nurses as current health care sytems continue to decentralize and shift decision-making closer to the bedside.Innovation and new ways of leading and following are required.New norms of clinical nursing leadership can energize and transform todays work environment. Influence processes involving determination of the group’s or organizations objectives. Motivating task behavior in pursuit of these objectives.  Nurse leader ◼ is able to inspire others on the health care team to make patient education an important aspect of all care activities. Leadership qualities: ◼ unique personality characteristics, ◼ exceptional clinical expertise, ◼ relationships with others in the organization.  NURSING LEADERSHIP (best characteristics of LEADER) ◼ L-LEAD,LOVE,LEARN ◼ E-ENTHUSIASTIC,ENERGETIC ◼ A-ASSERTIVE,ACHIEVER ◼ D-DEDICATED,DESIROUS ◼ E-EFFICIENT AND EFFECTIVE ◼ R-RESPONSIBLE AND RESPECTFUL  DIMENSIONS OF LEADESHIP  1. The first dimension of leadership is the PERSON OR THE LEADER. It comprises their competence and experience and, more important, their self- awareness and emotional intelligence. Leaders lead themselves and others out of the basement by identifying potential strategies to address a problematic situation.  2. The second dimension is THE SITUATION, the context to which someone leads. Leaders engage others to get a full understanding of a particular situation or problem ◼ 3.FOLLOWER-a good follower leads herself by assuming responsibilities thus influencing her own performance.  FOLLOWERSHIP-is an interpersonal process of participation. ◼ TYPES OF FOLLOWER ⚫ ALIENATED ⚫ SHEEP ⚫ YES PEOPLE ⚫ SURVIVORS ⚫ EFFECTIVE FOLLOWERS  ESSENTIAL QUALITIES OF EFFECTIVE FOLLOWERS ◼ 1.SELF MANAGEMENT ◼ 2.COMMITMENT ◼ 3.COMPETENCE AND FOCUS ◼ 4.COURAGE  ELEMENTS OF LEADERSHIP ◼ VISION ◼ INFLUENCE ◼ POWER ◼ AUTHORITY ◼ RESPONSIBILITY ◼ ACCOUNTABILITY Vision-provide direction to influence process  A unit vision statement describes how the mission of the unit within an organization will be actualized.  A vision statement includes four elements: ◦ A vision statement is written down. ◦ It is written in present tense, using action words, as if it were already accomplished. ◦ It covers a variety of activities and spans broad time frames. ◦ It addresses the needs of providers, patients, and environment in a balanced manner that anchors it to reality  KINDS OF INFLUENCE ◼ ASSERTIVENESS ◼ INGRATIATION ◼ RATIONALITY ◼ BLOCKING ◼ COALITION ◼ SANCTION ◼ EXCHANGE ◼ UPWARDS APPEAL  LEVELS OF LEADERSHIP ◼ LEVEL 1-POSITION ◼ LEVEL 2- PERMISSION ◼ LEVEL 3-PRODUCTION ◼ LEVEL 4- PEOPLE DEVELOPMENT ◼ LEVEL 5-PERSONHOOD  POWER ◼ SOURCES OF POWER  LEGITIMATE POWER (positional power) – is derived from the position a person holds in an organization’s hierarchy.  EXPERT POWER – is derived from possessing knowledge or expertise in a particular area.  REFERENT POWER – is derived from the interpersonal relationships that a person cultivates with other people in the organization.  CHARISMATIC POWER – is a type of personal power that is gained by good, pleasing and likeable personality.  INFORMATIONAL POWER – is obtained when people have information that others must have to accomplish their goals.  COERCIVE POWER – is derived from a person’s ability to influence others via threats, punishments or sanctions.  REWARD POWER – arises from the ability of a person to influence the allocation of incentives in an organization.  SELF-POWER – is a power that a person gains over his or her own life that comes from maturity, ego integration, security in relationships and confidence in one’s impulse.  AUTHORITY ◼ AUTHORITY-the right to decide ◼ RESPONSIBILITY-ability to respond ◼ ACCOUNTABILITY-ability to account  FORMS OF AUTHORITY ◼Line authority ◼Staff authority ◼Team authority  RESPONSIBILITY ◼ It is the corresponding obligation and accountability answers for all the action. ◼ Obligation to do assigned tasks ◼ Two categories : ⚫ Individual ⚫ organizational  ACCOUNTABILITY ◼ When someone is responsible for something,she is liable or of ones actions, ◼ Answering for the result,it is a form of reckoning where one accepts the consequences of their decisions,good or bad.  Ten Fatal Leadership Flaws 1. A lack of energy and enthusiasm 2. Acceptance of their own mediocre performance. 3. Lack of clear vision and direction 4. Having poor judgment 5. Not collaborating 6. Not walking the talk 7. Resisting new ideas 8. Not learning from mistakes 9. A lack of interpersonal skills 10. Failing to develop others Managers responsibility: ◼ maintain control of the day-to-day operations, ◼ achieve established goals and objectives. Manager plans organizes what is to be done who is to do it how it is to be done  Nurse manager will have: an appointed management position within the organization with responsibilities to perform administrative tasks: ◼ planning staffing requirements, ◼ performing employee performance appraisals, ◼ controlling use of supplies and time, ◼ meeting budget and productivity goals.  Leadership and Management ◼ are intertwined concepts, ◼ are different, ◼ difficult to discuss one without the other A good manager also should be a good leader Leadership, management skills: - complementary; - can be learned and developed: through experience, improving skills in one area will enhance abilities in the other. Power and Authority Nurse manager has ◼ authority - formal right to direct others granted by the organization, ◼ power - ability to motivate people to get things done with or without the formal right granted by the organization, ◼ ability to influence others to accomplish goals. Formal and Informal Leadership Formal leadership practices by: ◼ nurse manager, ◼ supervisor, ◼ charge nurse, ◼ coordinator and gives the authority to act by the organization. Informal Leadership is exercised by the person who ◼ has no official or appointed authority to act, ◼ is able to persuade, ◼ is able to influence others in the work group, ◼ strategies the nurse manager can use to work with informal leaders.  Management Functions ◼ Planning ◼ Organizing ◼ Staffing ◼ Directing ◼ Controlling ◼ Planning includes defining goals and objectives, developing policies and procedures; determining resource allocation; and developing evaluation methods. ◼ Organizing includes identifying the management structure to accomplish work, determining communication processes, and coordinating people, time and work. ◼ Staffing includes those activities required to have qualified people accomplish work such as recruiting, hiring, training, scheduling and ongoing staff development. ◼ Directing encourages employees to accomplish goals and objectives and involves communicating, delegating, motivating, and managing conflict. ◼ Controlling analyzes results to evaluate accomplishments and includes evaluating employee performance, analyzing financial activities, and monitoring quality of care. Roles of the Nurse Manager ❑ Customer Service Provider ❑ Team Builder ❑ Resource Manager ❑ Decision Maker and ❑ Problem Solver ❑ Change Agent