Week 1 - Concepts in L&M 2024-2025.pdf

NCM119 LEC NURSING LEADERSHIP AND MANAGEMENT Week 1 Arlynn Faith C. Sanchez, RN Instructor PRE – TEST (15 minutes)  LEARNING OUTCOMES: At the end of 4 hours discussion students will be able to: 1. Discuss the major concept...

NCM119 LEC NURSING LEADERSHIP AND MANAGEMENT Week 1 Arlynn Faith C. Sanchez, RN Instructor PRE – TEST (15 minutes)  LEARNING OUTCOMES: At the end of 4 hours discussion students will be able to: 1. Discuss the major concepts in leadership and management 2. Differentiate leadership and management 3. Draw implications of leadership and management theories 4. Utilize principles for effective and efficient nursing care OUTLINE OF TOPICS I. Leadership II. Management Functions (5) III.Resources (7Ms) IV.Leader vs Manager V. Followership (5) VI.Elements of Leadership (6) VII.Types and Behaviors of Leaders VIII.Styles of Leadership (4) What is Leadership? Definitions of leadership “The only definition of a leader is someone who has followers." (Peter Drucker, 1954) A process by which one inspires others to work together for the achievement of a common mission, goal or a social transaction (Merton, 1969) The process of influencing the activities of an organized group in its effort toward goal setting and goal achievement (Stogdill, 1974) "leaders and followers raise one another to higher levels of morality and motivation.“ (James MacGregor Burns,1978) Definitions of leadership A vital ingredient which transforms a mere crowd into a functional and useful organization. It can be thought that it is a transferable skill (Adair, 1983) "the capacity to translate vision into reality." (Warren Bennis, 1985) A means of persuasion and example by which an individual induces a group to take action in accord with a purpose common to everyone (Gardner, 1993) "influence – nothing more, nothing less." (John Maxwell, 1998)  What it takes to be a leader! Who leaders are Values, motives and personal traits What leaders know Knowledge, skills and abilities What leaders do Behaviours, habits, styles and competencies t OUTLINE OF TOPICS I. Leadership II. Management Functions (5) III.Resources (7Ms) IV.Leader vs Manager V. Followership (5) VI.Elements of Leadership (6) VII.Types and Behaviors of Leaders VIII.Styles of Leadership (4) Planning 1. Determining philosophy, goals, objectives, policies, procedures and rules. 2. Carrying out long and short-range projections. 3. Determining a fiscal course of action 4. Managing planned change.  Organizing 1. Establishing the structure to carry out plans 2. Determining the most appropriate type of patient care delivery. 3. Grouping activities to meet unit needs. 4. Working within the structure of the organization. 5. Understanding and using power and authority appropriately. Staffing 1. Recruiting, interviewing, hiring and orienting staff. 2. Scheduling staff development, employee socialization and team building Directing 1. Human resource management 2. Motivating 3. Managing conflict 4. Delegating 5. Communicating 6. Facilitating collaboration Controlling 1. Performance Appraisals 2. Fiscal Accountability 3. Quality Control 4. Legal and Ethical Control 5. Professional and collegial control OUTLINE OF TOPICS I. Leadership II. Management Functions (5) III.Resources (7Ms) IV.Leader vs Manager V. Followership (5) VI.Elements of Leadership (6) VII.Types and Behaviors of Leaders VIII.Styles of Leadership (4) 7Ms of Resources Money - Refers to a budget that Men - Refers to human resources that would allocate for an undertaking. are needed to achieve the goal. Machines - Are devices that help the Materials - Are physical resources used organization by either performing as inputs in the nursing process. tasks faster or doing work that humans cannot. Moment - Refers to time as a Methods - Refer to the body of fundamental quantity used for several techniques for investigating purposes; such as sequential phenomena, acquiring new arrangement, comparison of different knowledge, or correcting and events, and measurement of motion of integrating previous knowledge. objects. Manager - Is a person responsible for planning and directing the work of a group of individuals, monitoring their work, and taking corrective action when necessary.  Pointers to the Leadership Path 1. Begin with yourself Who you are and what you are Why you do and what you do on a daily basis 2. Know how to lead 3. Apply it yourself 4. Evaluate your gains and reflect on the losses. 5. Change yourself Nursing leadership can be characterized by the following traits and actions L- lead, love, learn E- enthusiastic, energetic A- assertive, achiever D- dedicated, desirous E- efficient and effective R- responsible, respectful OUTLINE OF TOPICS I. Leadership II. Management Functions (5) III.Resources (7Ms) IV.Leader vs Manager V. Followership (5) VI.Elements of Leadership (6) VII.Types and Behaviors of Leaders VIII.Styles of Leadership (4) LEADER VS MANAGER  Difference between leaders and managers LEADER MANAGER ✓ May or may not have official ✓ Officially appointed appointment to the position ✓ Vested with power and authority ✓ Vested with power and by the organization authority by the group ✓ Implements predetermined goals, policies, rules and regulations ✓ Influence others towards goal ✓ Relates to people according to their setting roles ✓ Implements predetermined ✓ Feels rewarded when accomplishing goals, policies, rules and organizational missions and goals regulations ✓ Measures the risks to be taken in line ✓ Interested in risk taking and with the expected results exploring new ideas ✓ Direct willing and unwilling ✓ Direct willing followers subordinates ✓ Emphasize interpersonal ✓ Emphasize control, decision-making, relationships. decision analysis, and results DIFFERENCE BETWEEN LEADERSHIP AND MANAGEMENT One may be a good nurse leader but not a good manager. A LEADER IS: 1. Able to inspire her followers or specifically her staff to do things beyond their call of duty. 2. Able to lift the staff's morale 3. Able to motivate the staff to think solution to an existing problem.  DIMENSIONS OF LEADERSHIP Leader Follower Situation Each dimensions influence the other. The accomplishment of a given goal depends not only on the personal attributes of the leader but also on the followers' needs and the type of situation. “The only test of leadership is that somebody follows”-Robert Greenleaf OUTLINE OF TOPICS I. Leadership II. Management Functions (5) III.Resources (7Ms) IV.Leader vs Manager V. Followership (5) VI.Elements of Leadership (6) VII.Types and Behaviors of Leaders VIII.Styles of Leadership (4) FOLLOWERSHIP FOLLOWER is not a passive agent in leadership. A good follower leads herself by assuming responsibilities thus influencing her own performance. EFFECTIVE FOLLOWERS are active, responsible and autonomous in their behavior and critical in their thinking without being insubordinate or disrespectful (Hock, 1999)  TYPES OF FOLLOWERS 1. Alienated 2. Sheep 3. Yes People 4. Survivors 5. Effective Followers Types of followers (Kellerman, 2007) 1. Alienated Followers who are independent and critical yet passive in their behavior resulting in psychological and emotional distance with their leaders. 2. Sheep Followers who are dependent and uncritical. They simply do as they are told by their leaders. Types of followers 3. Yes People Uncritically reinforce the thinking and ideas of their leaders with enthusiasm, never questioning or challenging the leader's ideas or proposals but dangerous to the leader because they are most likely to give a false positive reaction and give no warning of potential pitfalls. Types of followers 4. Survivors The least disruptive and low risk followers. They perpetually sample the wind. Their motto is “Better safe than sorry” 5. Effective Followers Self leaders and do not require close supervision. They recognize that to be an effective leader, one needs good followers.  Qualities of effective followers 1. Self-management Work well without close supervision 2. Commitment Making progress toward achieving a goal 3. Competence and focus Competence center on mastering skills and focus efforts for maximum impact that will be useful to the organization. 4. Courage Independent, critical thinkers will fighT for what they believe is right  WHAT KIND OF FOLLOWER ARE YOU? 1. Alienated 2. Sheep 3. Yes People 4. Survivors 5. Effective Followers OUTLINE OF TOPICS I. Leadership II. Management Functions (5) III.Resources (7Ms) IV.Leader vs Manager V. Followership (5) VI.Elements of Leadership (6) VII.Types and Behaviors of Leaders VIII.Styles of Leadership (4) ELEMENTS OF LEADERSHIP ELEMENTS OF LEADERSHIP Vision Influence Power Authority Responsibility Accountability ELEMENTS OF LEADERSHIP 1. 1. Vision 2. Influence 3. Power 4. Authority 5. Responsibility 6. Accountability 1. Vision Provides direction to the influence process An Effective Vision should: 1. Appear as a simple, yet vibrant, image in mind of the leader 2. Describe a future state, credible and preferable to the present state 3. Acts as a bridge between the current state and a future optimum state 4. Appear desirable enough to energize 5. Succeed in speaking to followers at an emotional or spiritual level 3 critical components involve in making vision work 1. The leader or the head of the organization 2. The members or staff of the organization 3. The environment or the community in which they function The 3 when work together will contribute to the implementation of the vision, the realization of the objectives and the success of the organization. ELEMENTS OF LEADERSHIP 1. Vision 2. 2. Influence 3. Power 4. Authority 5. Responsibility 6. Accountability 2. Influence Definition: The ability to obtain followers, compliance, or request. KINDS OF INFLUENCE a) Assertiveness b) Ingratiation c) Rationality d) Blocking e) Coalition f) Sanction g) Exchange h) Upward Appeal a. Assertiveness is where one sends direct messages to others and is able to stand up for her own rights without violating those of others. b. Ingratiation is where a person makes another feel important or good before making a request. c. Rationality is convincing someone of the merits of a detailed plan, which is usually supported by information, reasoning or logic. d. Blocking is a hostile type of influence where a person achieves the goal of influencing another person either with the threat or the actual act of cutting off from communication or interaction with the other person intended to be influenced. e. Coalition is a collective form of influence where a person gets several co-workers to “back her up” when making a request. f. Sanction is the promise of punishment in the case of non-cooperation and reward in case of cooperation. e. Exchange involves offering a favour or a personal sacrifice as an incentive for the performance of a request. h. Upward appeal involves obtaining support from a higher-up to push someone into action  Levels of leadership as an act of influence Level 1: POSITION (rights) title Level 2: PERMISSION (relationship) Level 3: PRODUCTION ( results) Level 4: PEOPLE DEVELOPMENT (reproduction) Level 5: PERSONHOOD (respect) ELEMENTS OF LEADERSHIP 1. Vision 2. Influence 3. 3. Power 4. Authority 5. Responsibility 6. Accountability 3. POWER The ability to efficiently and effectively exercise authority and control through personal, organizational and social strength. The ability to impose the will of one person or group to bring about certain behaviour in other groups or persons. Sources of power 1. Legitimate Power- bestowed upon a leader by a given position in the organization. 2. Reward Power- derived from the manager's ability to give rewards to subordinates for compliance with her orders or request. 3. Coercive Power- based on the leader's ability for non-compliance with his directives.  Sources of power 4. Expert Power-derived from special abilities or skills unique to the leader. 5. Information Power- derived from being well-informed and up to date. 6. Referent Power -based on relationship and connections. ELEMENTS OF LEADERSHIP 1. Vision 2. Influence 3. Power 4. 4. Authority 5. Responsibility 6. Accountability  4. AUTHORITY Definition: The right to decide Represents the right to expect or secure compliance, backed by legitimacy 3 FORMS OF AUTHORITY 1. LINE AUTHORITY is direct supervisory authority from superior to subordinate. a. CHAIN OF COMMAND is an unbroken line of reporting relationship that extends through the entire organization. b. UNITY OF COMMAND states that each person in the organization should take orders from and reports to only one boss. c. SPAN OF CONTROL refers to the number of employees that be placed under the direction of one leader- manager. 2. STAFF AUTHORITY is based on expertise and which usually involves advising line managers. 3. TEAM AUTHORITY is granted to work teams who are empowered to plan and organize their own work and to perform that work with a minimum supervision. ELEMENTS OF LEADERSHIP 1. Vision 2. Influence 3. Power 4. Authority 5. 5. Responsibility 6. Accountability 5. RESPONSIBILITY Definition: Ability to respond The corresponding obligation and accountability answers for all actions done. CATEGORIES: a. individual b. organizational ELEMENTS OF LEADERSHIP 1. Vision 2. Influence 3. Power 4. Authority 5. Responsibility 6. Accountability  6. ACCOUNTABILITY Definition: Answering for the result of one's action or omissions. The acceptance of consequences of their decisions, good or bad. Results in rewards for good performance, and discipline for poor performance. OUTLINE OF TOPICS I. Leadership II. Management Functions (5) III.Resources (7Ms) IV.Leader vs Manager V. Followership (5) VI.Elements of Leadership (6) VII.Types and Behaviors of Leaders VIII.Styles of Leadership (4) TYPES AND BEHAVIORS OF LEADERS  Types Of Leaders 1. FORMAL LEADER Appointed, elected or designated, deliberately chosen by the administration and given the authority to act. 2. INFORMAL LEADER Does not have the official sanction to direct the activities of others. Chosen by the group as in social or church due to age, and personality.  Behaviour of Leaders PASSIVE OR NON-ASSERTIVE BEHAVIOR. The leader feels self-pity and is lacking self-worth, act apologetically, easily dominated by others and speaks hesitantly. AGGRESSIVE BEHAVIOR. The leader talks loudly on every subject and often shows insensitivity to the feelings of others. Dictates actions of others and achieve goals by hurting others. ASSERTIVE BEHAVIOUR The leader is midway between passive and aggressive. The leader expresses opinions and belief without infringing on or belittling the right or belief of others. Refused to be manipulated or dominated. Strive to enhance self and others.  OUTLINE OF TOPICS I. Leadership II. Management Functions (5) III.Resources (7Ms) IV.Leader vs Manager V. Followership (5) VI.Elements of Leadership (6) VII.Types and Behaviors of Leaders VIII.Styles of Leadership (4) STYLES OF LEADERSHIP Style is an important factor in the leadership management process. It is way in which something is said or done. It is a particular form of behaviour directly associated an individual. Leadership Style – is how a leader uses interpersonal influences to accomplish goal. Styles of leadership 1. Autocratic/Authoritarian 2. Bureaucratic 3. Democratic 4. Laissez-faire 1. AUTOCRATIC/AUTHORITARIAN Nurse leader-manager is authority center, or boss centered, always concern with task accomplishment, communication occur in a closed system and with little trust or confidence in workers. The staff are expected to obey orders without explanations. They are motivated by rewards or punishment. View individual as that of Mc Gregor Theory X. 2. BUREAUCRATIC The nurse leader-manager manages “by the book”. Everything must be done according to procedure or policy. This style can be effective when: a. Routine task are performed b. Certain standards or procedures are to be understood c. Employees are working with dangerous or delicate equipment that requires a definite set of procedures to operate d. Safety or security training is being conducted e. Employees are performing task that require handling of cases 3. DEMOCRATIC Also called participative style or consultative type as it encourages staff to be part of the decision making and problem solving responsibilities. They are considered rational individuals who can perform task efficiently and effectively according to the standards set by the profession or organization or nursing practice.  democratic The staff like the trust they receive and respond with cooperation, team spirit and quality morale, open system communication, and friendly. View as Mc Gregor’s Theory Y. Democratic leaders: a. Develops plan to help employees evaluate their own performance b. Allows employees to establish goals c. Encourages employees to grow on the job and be promoted d. Recognizes and encourages achievement e. Shares the problem solving and decision making to the staff f. Encourages team building and participation 4. LAISSEZ-FAIRE Also known as the “hands off” style, permissive and ultraliberal. There is little or no direction from the leader and the staff has much freedom, authority and power and determine goals, make decisions and resolve problems on their own. Laissez-faire style is effective when: a. Employees are highly skilled, experienced, educated and trustworthy b. Employees have pride in their work and drive to do it successfully on their own c.. Employees are expert, such as specialists or consultants and highly motivated professional group.  Styles of leadership Autocratic Bureaucratic Democratic Laissez-faire Concept Authority Group No direction Centered Centered Image Autocrat Bureaucrat Team Leader Frame of “They” “We” “You” Reference Role of Critic Regular None Leader  Styles of leadership Autocratic Bureaucratic Democratic Laissez-faire Source of Leader Ruler Group Self Authority Personal Trial and error Roles and Participation Do your own Approach Repetition and thing Involvement Objectives Develop self Develop Develop Be a friend to systems Group all Leader Needs Dependent Stability Acceptance  Styles of leadership Autocratic Bureaucratic Democratic Laissez-faire Behavior Dependent Consistent Belonging Friendly Desired Focus Work Organization Management None Demands group Demands on Employees Cooperation None Employee Climate Authoritarian Official Democratic Permissive  Styles of leadership Autocratic Bureaucratic Democratic Laissez-faire Morale of Antagonistic Apathetic Team Oriented Employees Weakness Changeability Crisis No Proneness Cooperation Strength Decision and Standards and Group Action Norms Response Concepts, Theories and Principles Theories- are speculative idea or plan as to how something mght be done. It requires considerable evidence in support of a formulated general principle explaining the operation of certain phenomenon. Concepts- are thoughts, ideas and general notion about a class of object that form a basis for action or discussion. They tend to be true but not always true. Principles- are fundamental truths, laws or doctrines on which other notions are based. It provides guidance to concepts and to thought or action in a situation.  General Concepts and Principles of Leadership and Management 1. Leadership is viewed by some as one of management’s many functions. 2. Others maintain that leadership requires more complex skills than management and that management is only one role of leadership. 3. Management emphasizes control. Leadership emphasizes effectiveness. 4. A job title does not make a person a leader, only the person’s behaviour determines leadership. CASE STUDY ANALYSIS Followership: A large hospital is introducing a new Electronic Health Record (EHR) system to improve patient care and streamline operations. The nursing unit, led by Head Nurse Karen, has a diverse team with different attitudes towards the change. Karen needs to navigate these attitudes to ensure a smooth transition. Situation: The nursing team consists of the following types of followers: Alienated Followers (Tom): Tom is experienced but cynical about management decisions. He often questions the effectiveness of new initiatives and is vocal about his dissatisfaction. Sheep (Lucy): Lucy follows instructions without question. She is dependable but rarely takes initiative or offers suggestions. Yes People (James): James is eager to please and agrees with whatever Karen suggests. He rarely expresses his own opinions and prefers to avoid conflict. Survivors (Emily): Emily is adaptable and goes with the flow, doing just enough to get by. She changes her behavior based on the situation and the people around her. Effective Followers (Sophia): Sophia is proactive, reliable, and critical in a constructive way. She supports the team and provides valuable feedback to improve processes. Guide Questions: 1.How should Karen address each type of follower to ensure a successful implementation of the new EHR system? 2.What strategies can Karen use to transform alienated followers and sheep into more effective followers? 3.How can Karen leverage the strengths of effective followers to influence the rest of the team? Elements of Leadership Susan, the Director of Nursing at a mid-sized hospital, is implementing a new patient-centered care initiative aimed at improving patient satisfaction and outcomes. The initiative requires changes in how nurses interact with patients, documentation practices, and interdisciplinary collaboration. Susan needs to demonstrate strong leadership to successfully implement this initiative. Situation: Susan plans to: 1.Communicate a clear vision for the initiative. 2.Influence and motivate her nursing team to embrace the changes. 3.Utilize her power and authority to facilitate the implementation. 4.Assign responsibilities to team members. 5.Ensure accountability for meeting the initiative’s goals. Guide Questions Vision: o How does Susan communicate her vision for the patient-centered care initiative to her team? o Why is having a clear vision important for the success of this initiative? Influence: o What strategies can Susan use to influence and motivate her nursing team to embrace the changes? o How can Susan address resistance from some team members? Power: o In what ways can Susan use her power to support the implementation of the initiative? o What are the potential risks of misusing power in this context? Authority: o How does Susan’s authority as the Director of Nursing impact the implementation of the initiative? o How can she balance asserting authority with empowering her team? Responsibility: o How should Susan assign responsibilities to her team members for the various aspects of the initiative? o What are the benefits of clearly defined responsibilities? Accountability: o How can Susan ensure accountability for meeting the goals of the patient-centered care initiative? o What measures can be put in place to track progress and address issues? Thank you and God Bless!