Leadership & Management in Nursing PDF

LEADERSHIP & MANAGEMENT LEADERSHIP AND MANAGEMENT IN NURSING DEFINITION Ability to support others Leadership Desire to lead o The p...

LEADERSHIP & MANAGEMENT LEADERSHIP AND MANAGEMENT IN NURSING DEFINITION Ability to support others Leadership Desire to lead o The process of leading or influencing a group of Intelligence people to accomplish goals o Subject-based Intelligence Management o People-based Intelligence o The process of dealing with or controlling things or people. It includes planning, organizing, directing and WAYS TO BECOME A LEADER controlling (PODC). 1. Make a commitment to a lifelong learning 2. Learn to write well DIFFERENTIATING LEADERSHIP FROM 3. Join a professional nursing association MANAGEMENT 4. Get involved in the community LEADERSHIP MANAGEMENT 5. Teach Doing the right thing Doing things right 6. Get politically involved Getting other people Getting other people to do what 7. Get certified to want to do they do not want to do 8. Serve on committees in your organization something 9. Give yourself a break Working on the Working within the system 10. Be proud to be a nurse system Does not have to Occupy formal position in an BASIC ROLES PERFORMED BY LEADERS occupy a formal organization Create an Inspiring Vision and Lead by Example managerial position o Establish shared values and set an example. Empower, Inspire and Energize People Inspiring, developing, Administering, maintaining, o Be enthusiastic, create a positive work environment. relying on people, relying on the system, requiring o Empower people, delegate authority requiring trust control Build and Lead a Team o Use team approach, facilitate cooperation, and TYPES OF LEADERSHIP involve everyone. Formal Leader o Trust your group and rely on their judgment. o A person who has given authority by virtue of his position to influence other members of the BASIC ROLES PERFORMED BY MANAGERS organization to achieve organizational goals. Interpersonal Informal Leader o As a symbol because of the position he occupies o A person who has no formal authority to influence o As a manager who hires, trains and fires others but possess special skills & talent to influence o As a liaison between contracts & lead other members of the organization. Informational o As one who monitors information CHARACTERISTICS OF LEADERS o Disseminates information from both external and Have a wider variety of roles than managers internal sources o As spokesperson or representative of the organization Focus on information gathering, feed backing, and empowering others Decisional o As entrepreneur, disturbance handler, allocator Emphasize interpersonal relationships o As trouble-shooter who handles unexpected Direct willing followers situations Have goals that may or may not reflect those of the o As negotiator when conflicts arise organization SKILLS OF A LEADER CHARACTERISTICS OF MANAGERS Inspires and Motivates Others Result or outcome oriented o As a leader, you are best able to help the members of Feel rewarded when accomplishing organizational goals your team connect what they do to the impact it has Interpreter and enforcer of unit and policy on customers and communities. Uses a combination of leadership styles Displays High Integrity and Honesty o Great leaders are honest and transparent, and have CORE VALUES OF AN EFFECTIVE LEADER high integrity-they do what they say they are going to Guiding vision do, and they walk their talk. Passion Integrity Solves Problems and Analyzes Issues Curiosity o What is required is not only excellent analytical Flexibility abilities, but also above-average people skills. Self-confidence  Drives for Results Acts as coach, Acts as boss o Great leaders have a higher level of perseverance facilitator, and servant and drive than most anyone else, and they can be Creates change Maintains stability counted on to get things done. Creates culture of Creates a culture of Communicates Powerfully and Prolifically integrity effectiveness o Great leaders communicate with their people often, Focuses on emotional Focuses on emotional distance and in a variety of different ways. connectedness Builds Relationships Open mind Expert mind o The stronger your relationships, the better a leader Listens Talks you will be. Displays Technical or Professional Expertise o The best leaders build on their technical and POWER professional skills over time, becoming valuable Is one’s capacity to influence others experts in their field and skilled at leading their team. o Reward ▪ Comes from the ability to reward others for Displays a Strategic Perspective o Great leaders have a long-term vision of the future, complying. and they avoid getting bogged down in the here and o Coercive now. ▪ Is the opposite of reward power and is based on fear of punishment if one fails to conform. Develops Others o Legitimacy o Just as they work to continuously develop and build ▪ Official position in the organizational hierarchy. their own technical and professional expertise, the o Referent best leaders set aside time to develop their work ▪ Is based on identification with a leader and what force. that leader symbolizes. Innovates o Expertise o The ability to innovate is a key skill for great leader. ▪ Gain through knowledge, skills and attitude. o Information SKILLS OF A MANAGER ▪ Comes from knowledge and access to Technical and Professional Skills information. o Relate to the proficiency in performing an activity in o Connection the correct manner with the right technique. ▪ Comes from coalitions and interpersonal Human Relationship Skills relations. o Pertain to dealing with people and how to “get along” with them. KINDS OF POWER Conceptual Skills Exploitative o Deal with the ability to see individual matters as they o Is the most destructive type. It subjects people to relate to the total picture whatever use the power holder chooses o Develop creative ways of identifying pertinent factors Manipulative o Respond to big problems o Is influence over another person that may have been invited because of the person’s desperation and DIFFERENCES BETWEEN A LEADER AND anxiety. MANAGER Competitive LEADER MANAGER o Is energy used against another. Innovates Administers Nutrient Original Copy o Such as parent’s caring for their children or teacher’s Develops Maintains caring for students, Integrative Focuses on People Focuses on systems o Is cooperative power with others. Inspires trust Relies on control AUTHORITY Long – range Short – range perspective The right to direct others perspective Legitimate power and is determined by: Asks what and why Asks how and when o Rules - legitimize authority. Eyes on the horizon Eyes on the bottom line o Role - position or office. Originates Imitates o Relations - related to credibility, obtained through Challenges status Accepts status quo knowledge and expertise. quo His or her own person The classic good soldier FORMS OF AUTHORITY Creates vision and Plans and budgets Line Authority strategy o Direct supervisory authority from superior to Allows room for Generally directing and subordinate. others to grow and controlling ▪ Chain of command – unbroken line of reporting change relationships that extends through the entire Reduces boundaries Creates boundaries organizations. Relationship with Relationship with people is ▪ Unity of command – states that each person in people is based on based on position power an organization should take orders from and personal power reports to only one person.  ▪ Span of control – number of employees that HERSEY AND BLANCHARD’S THEORY should be placed under the direction of one Leadership style is based on the level of the follower’s leader-manager. maturity Staff Authority The effective leader changes or adapts her or his o Based on expertise and which usually involves leadership style to match the follower’s needs and advising line managers. attempts to increase the follower’s level of maturity Team Authority o Granted to committees or work teams involved in an INTERACTIONAL LEADERSHIP THEORIES organization’s daily operations. TRANSFORMATIONAL TRANSACTIONAL Identifies common Does not identify shared HISTORICAL DEVELOPMENT OF LEADERSHIP values values THEORY Cooperative Competitive GREAT MAN THEORY Process Focus Task Focus From Aristotelian philosophy, asserts that some people Attend to the needs & Identify the needs of followers are born to lead whereas others are born to be led. motives of followers Role models Caretakers TRAIT THEORY Provide sense of Focus on day-to-day Assumes that some people have certain characteristics or direction operation personality traits that make them better leaders than Self-management Management by exception others. MOTIVATIONAL THEORIES BEHAVIORAL THEORIES Reinforcement Theory Developed by Kurt Lewin o Based on the research of B.F. Skinner, views motivation as learning AUTHORITARIAN LEADER o Leaders are more effective when they can control or Leadership is based on centralized decision making even manipulate the consequences of a follower’s The leader makes decision & expects subordinates to behavior obey Expectancy Theory The leader uses his power to command others & to control o People’s expectations about a situation also help them determine their behavior Communication flows downward Equity Theory Emphasis is on “I” and “You” o The degree of perceived fairness in the work situation Criticism is punitive (castigatory, disciplinary, corrective & is the key to job satisfaction and worker effort. retaliatory Path Goal Theory o The leader facilitates task accomplishment by DEMOCRATIC LEADER minimizing obstructions to the goals and by rewarding followers for completing their tasks. Leader allows others to participate in decision making and to share authority CURRENT CONTEMPORARY THEORIES Economic and ego awards are used to motivate CHARISMATIC THEORY Others are directed through suggestions and guidance Communication flows up and down Leaders who have charisma are able to make an Emphasis is on “We” emotional connection with their followers Criticism is constructive SERVANT LEADERSHIP THEORY LAISSEZ - FAIRE Leaders wants to serve others rather than being served Leader refers decision making to his followers Often permissive & tends to be distant or uninvolved SCIENTIFIC MANAGEMENT THEORIES Provides little or no direction FREDERICK TAYLOR “FATHER OF SCIENTIFIC Uses upward and downward communication between MANAGEMENT THEORY” members Postulated that if workers could be taught the “one best Places emphasis on the group way to accomplish a task,” productivity would increase. Does not criticize o Applied the principles of observation, measurement and scientific comparison to determine the most SITUATIONAL / CONTINGENCY LEADERSHIP efficient way to accomplish a task through the use of MARY PARKER FOLLET’S “LAW OF SITUATION” stopwatch studies. Four Principles The leadership style vary according to the situation or the o Traditional “rule of thumb” work methods based on a employees involved scientific study of the tasks. o A scientific personnel system must be established so FIEDLER’S THEORY workers can be hired, trained, and promoted based A leader's behavior depends on the interaction of the on their technical competence and abilities. leaders’ personality and the particular needs of the o Workers should be able to view how they “fit” into the situation organization and how they contribute to overall organizational productivity.  o The relationship between managers and workers o Remuneration should be cooperative and interdependent, and work ▪ Employees receive fair payment for services should be shared equally. o Centralization ▪ Consolidation of management functions; FRANK AND LILLIAN GILBRETH decisions are made from the top. Also did a pioneering work in time and motion studies o Scalar Chain (line of authority) ▪ Formal chain of command running from top to Emphasized the benefits of job simplification and the bottom of the organization establishment of work standards, as well as the effects of o Order the incentive wage plan on work performance. ▪ All materials and personnel have prescribed values and places, and they must remain there HENRY GANTT o Equity Introduced the Gantt chart, which is useful in evaluating ▪ Equality of treatment progress of several activities that are carried out o Personnel Tenure simultaneously and must coalesce in order to reach a ▪ Limited turnover of personnel; lifetime particular goal by an established target date. employment for good workers o Initiative ▪ Thinking out a plan and do what it takes to make it happen o Esprit de corps ▪ Harmony, cohesion among personnel LUTHER GULLICK Expanded on Fayol’s management functions in his introduction of the “Seven Activities of Management”(POSDCORB): o Planning o Organizing o Staffing CLASSICAL THEORIES o Directing MAX WEBER o Coordinating Father of “Bureaucratic Theory” o Reporting o Emphasis on rules, regulations & structure within the o Budgeting organization to increase efficiency o Focused on employee competence as the basis for HUMAN RELATIONS THEORISTS hiring and promotion ELTON MAYO o Proposed “bureaucracy” as organizational design Founder of the “Human Relations Movement” Characteristics of Bureaucracy He conducted the Hawthorne studies, wherein he o A clear division of labor discovered that when management paid special attention o A well-defined hierarchy of authority in which to workers, productivity was likely to increase. superiors are separated from subordinates o Bureaucrats are not free to act in any way they please. CHESTER BARNARD o A system of procedures for dealing with work Known for the “Acceptance Theory of Authority” and situations must exist said that authority depends on the acceptance by the followers. HENRI FAYOL He said that formal channels of communication must be “Father of Systematic Management” known and should be as short as possible. o He identified the management functions of planning, organization, command, coordination, and control. BEHAVIORAL SCIENCE THEORIES Principles of Management ABRAHAM MASLOW o Specialization of Labor Father of “Humanistic Psychology” ▪ Encourages continuous improvement in skills and o Theorized that man’s various needs form a hierarchy the development of improvements in methods starting with their more basic needs. o Authority ▪ The right to give orders and the power to exact FERDINAND HERZBERG obedience Came up with the “Two-Factor Theory” o Discipline o Two factors that influence people: ▪ No slacking or bending of rules ▪ Hygiene – negatively influence people. o Unity of command ▪ Motivation – results in satisfaction and ▪ Each employee has one and only one boss psychological growth. o Unity of direction ▪ A single mind generates a single plan and all play their part in that plan DOUGLAS MCREGOR’S o Subordination of Individual Interests THEORY X THEORY Y ▪ When at work, only work things should be PROPOSES THAT MAN IS pursued or thought about Lazy Is responsible  Unmotivated Creative Irresponsible Self-possessed Unintelligent Self-directed Not interested to work Problem solver WILLIAM OUCHI Formulated Theory Z o Collective Decision Making o Long Term Employment o Slower but more predictable promotions o Indirect Supervision o Holistic concern for employees Tends to promote stable employment, high productivity & high employee morale/satisfaction 7 Basic Criteria that Characterized Japanese “Seven S”: o Hard S: superordinate goals strategy structure system o Soft S: staff, skills, style RENSIS LIKERT Four types of management systems: Impoverished Management o A. Exploitative-authoritative o Low Results/ Low People ▪ Decisions are imposed on subordinates ▪ Manager is ineffective. ▪ Motivation is characterized by threats ▪ Low regard for creating systems that get the job ▪ High levels of management have great done. responsibilities, lower levels have none ▪ With little interest in creating a satisfying team ▪ Very little communication and no joint teamwork environment o B. Benevolent-authoritative ▪ Results are inevitably disorganization, ▪ Leadership is condescending to employees dissatisfaction and disharmony ▪ Motivation is mainly by rewards Authority - Compliance Management ▪ Managerial personnel feel responsibility but lower o High results/Low people levels do not ▪ Strong focus on task, but with little concern for ▪ There is little communication and little teamwork people. o C. Consultative ▪ Focus on efficiency, including the elimination of ▪ Leadership is by superior who have substantial people wherever possible. but not complete trust in their subordinates ▪ This manager views people as tools of ▪ Motivation is by rewards & some involvement production. Workers are paid to do what they are ▪ Responsibility for setting goals is fairly general told without questioning. ▪ There is some communication and moderate Country Club Management amount of teamwork o High people/Low results o D. Participative ▪ Care and concern for the people, with a ▪ Superiors have complete confidence in their in comfortable and friendly environment and their subordinates collegial style. But a low focus on task may give ▪ Motivation is based on economic rewards questionable results. ▪ Personnel at all levels feel responsibility Middle of the Road Management ▪ Much communication ,substantial amount of o Medium results/Medium people cooperative teamwork ▪ A weak balance of focus on both people and the work. Doing enough to get things done, but not ROBERT BLAKE AND JANE MOUTON pushing the boundaries of what may be possible Developed the “Managerial Grid” Team Management o Which describes concern for people and concern for o High results /High people production ▪ Managers are passionate about their work and does the best they can for the people they work with. ▪ Create an environment based on trust and respect which leads to high satisfaction, motivation and excellent results