NURSING LEANDERSHIP

ARRANG
E

Ely Gustina.S. Kep, Ns

INTRODUCTION
NURSING MANAGEMENT BASICALLY
FOCUSES ON HUMAM BEHAVIOUR. TO
ACHIEVE THE HIGHEST LEVEL OF
PRODUCTIVITY IN NURSING CARE,
PATIENTS NEED NURSES WHO ARE
EDUCATED
MANAGERS
IN
THE
KNOWLEDGE AND SKILLS ABOUT HUMAN
BEHAVIOUR TO MANAGE PROFESSIONAL
NURSES
AND
NURSING
NONPROFESSIONAL WORKERS.

CONNECTION.

MC.GREGOR SAYS THAT EACH HUMAN

IS AN INDIVIDUALS LIFE AS WHOLE
THAT ALWAYS DONE INTRACTION WITH
OTHER INDIVIDUALS . WHAT HAPPENS
WITH THE PEOPLE ARE RESULT OF THE
BEHAVIOUR OF OTHERS. ATTITUDES
AND EMOTIONS OF OTHER AFFECT THE
INDIVIDUAL.
LOWER
IS
VERY
DEPENDENT ON THE LEADERSHIP AND
THEY WANT TO BE TREATED FAIRLY. A
RELATIONSHIP WILL BE SUCCESFUL IF
DESIRED BY BOTH PARTIES.

THEORETICAL BACKROUND
1. THE MEANING OF LEADERSHIP

THERE ARE SOME LIMITS ON

LEADERSHIP :
a. ORDWAY TEAD
b. STOGDILL
c. GEORGY R. TERRY
d. PAUL HERSAY, KEN BLANCHARTD

2. THEORY OF LEADERSHIP
THE ARE SOME AGREMENT, THERE
ARE :

3. TYPES OF LEADERSHIP
VARIOUS STYLES OF LEADERSHIP IF
SIMPLIFIED CAN BE DIVIDED INTO FOUR
TYPES, NAMELY :

a.
b.
c.
d.

LEADERSHIP STYLE
AUTOCRATIC LEADERSHIP STYLE
DEMOCRATIC LEADERSHIP STYLE
CASUAL LEADERSHIP STYLE

4.EFFECTIVE LEADER
THERE ARE SEVERAL EFFECTIVE
LEADERS AMONG OTHERS BY :
a.

5.LEADERSHIP AND POWER

- FUNDAMENTALS OF POWER
FRANCH AND RAVEN SUGGESTED FIVE
INTERPERSONAL POWER BASE, NAMELY :

LEGITIMACY OF POWER
b. POWER AWARD
c. COECIVE POWER
d. THE POWER OF CHARISMA
e. EXPERT POWER
a.

6. LEADERS AND LEADERSHIP

BASE ON HIERARCHY OF TASKS OF
LEADERSHIP GROUPED AS FOLLOWS :
a. LEADERSHIP OF THE FIRST LEVEL

( LOWER MANAGER )
b. LEADERSHIP OF MID-LEVEL
MIDDLE MANAGER )
c. TOP ( TOP MANAGERS )

 HUMAN RELATIONSHIPS THERE ARE TWO

TYPES :
a. HUMAN RELATIONS
b. PUBLIC RELATIONS
TASKS OF LEADER :

a. AS DECISION MAKERS
b. AS THE BEARERS OF RESPONSIBILITY
c. MOBILIZE RESOURCES TO ACHIEVE
A CONCEPTUAL THINKER
d. WORKING WITH OR THROUGH
PERSON
e. AS A MEDIATOR, POLITICIAN, AND

GOALS AS
ANOTHER
DIPLOMAT

CONNECTION.

THE PARTICIPATE OF LEADERS TO GROUPS:

a. AS A RELATION OF INTERPERSONAL,
b. AS A INNOVATOR OR REFORMER
c. AS A SOURCE OF INFORMATION,
d. GATHER OF STRENGT
e. STIMULATING PUBLIC DEBATE
f. CREATING THE POSITION OF NURSES IN THE
MASS MEDIA
g. CHOOSING A BEST STRATEGY IS THE MOST EFFECTIVE
STRATEGY, ACTING AT THE RIGHT MOMENT
h. MAINTAINING ACTIVITY
i. MAINTAINING FORMAT OF DECENTRALIZED
ORGANIZATIONAL
j. GETTING AND DEVELOP THE BEST RESEARCH DATE
k. LEARNING EXPERIENCE
l. DO NOT GIVE UP WITHOUT TRYING

7. MANAGEMENT CONFLICT

THE CONFLICT, ACCORDING TO

DEUTSCH ( 1969 ) IS DEFINED AS
A DISPUTE OR A STRUGGLE THAT
ARISES WHEN THE BALANCE
BETWEEN FEELING, THOUGHTS,
DESIRES AND BEHAVIOUR OF
PEOPLE WHO ARE THREATENED.

CAUSES OF CONFLICT, EDMUND

(1979) MENTIONS NINE COMMON
FACTOR
ASSOCIATED
WITH ALL
POSSIBLE
CAUSES OF CONFLICT,
NAMELY
A. SPECIALIZATION
B. MANY TASK OF PARTICIPATE
C. INTERDEPENDENCE PARTICIPATE
D. VAGUENESS
E. DIFFERENCE
F. LACK OF RESOURCES
G. CHANGE
H. CONFLICT OF RETINE
H. COMMUNICATION PROBLEMS

CONNECTION

MANAGEMENT OR MANAGEMENT OF
CONFLICT CAN BE DONE THROUGH THE
FOLLOWING EFFERTS :

A. DISCIPLINE
B. MAINTAINING STAGE OF LIFE

C. COMMUNICATION
D. ASSERTIVENESS
TRAINING

TECHNIQUES OF
MANAGEMENT CONFLICT :
A. SETTING GOALS
B. CHOOSING STRATEGIES
WHICH INCLUDES :

1. AVOIDANCE
2. ACCOMMODATION
3. COMPROMISE
4. COMPETITION
5. COOPERATION

CONCLUSION
NURSING IS A PROFESSION THAT CONTINUES TO
UNDERGO CHANGE, GREATER FUNCTIONALITY, EITHER
AS EXECUTOR UPBRINGING, MANAGERS, EXPERTS,
EDUCATORS, AND RESEARCHERS IN NURSING. SEEING
THE BROAD FUNCTIONS AS MENTIONED ABOVE, THE
PROFESSIONAL NURSE MUST BE PREPARED TO GAIN
KNOWLEDGE AND SKILLS ABOUT LEADERSHIP. NURSING
LEADERS IS NEEDED EITHER AS EXECUTOR OF NURSING
CARE, EDUCATORS, MANAGERS, EXPERTS AND THE
FIELD OF NURSING RESEARCH.
WITH THIS MODEL OF EFFICTIVE LEADERSHIP, ARE
EXPECTED IN FUTURE NURSING PROFESSION CARE BE
ACCEPTED BY A GOOD IMAGE IN SOCIETY AT LARGE AS
A PROFESSION WHICH WAS DEVELOPED BASED ON
SCIENCE AND EMERGING TECHNOLOGIES.

THANKS
AND
SEE YOU NEXT TIME