CONCEPT OF LEADERSHIP AND

MANAGEMENT
 Objective:
1. Compared and contrast leadership and management.

2. Discussed the roles and functions of nurse managers

and leader.

3.Compared and contrast the levels of managmement.

1. May or not be officially appointed
to be the position.
2. Have power and authority to
enforce decisions as long as
followers are willing to led.
3. Influence others toward goal
setting,either formally or informally

4. Risk taking and exploring new

ideas.

5. relate to people personally in

intuitive and empathetic manner.
6. feel rewarded by personal
achievements.

7. May or may not be

successful as maangers

8. manage relationship.

9. focus on people
 Leader
• influences others to work together to accomplish a
specific goal.
• they are visionary, informed, articulate, confident and self-
aware.
• have outstanding interpersonal skills, excellent listeners
and communicator.
• have initiative and the ability and confidence to innovate,
change, facilitate and mentor others.
 2 types of Leadership
1. FORMAL 2. INFORMAL
• or appointed leader • is not officially appointed
• selected by an to direct the activities of
organization and given others.
official authority to make
decision and act.
STYLES OF CLASSIC LEADERSHIP
THEORIES
 STYLES OF CLASSIC LEADERSHIP
THEORIES
1. Autocratic leader
oalso called Authoritarian
omakes decision for the group.
o Communication flows downward.
odetermines the policies, giving orders and directions to the
group.
ourgent decision e.g cardiac arrest or emergency cases.
otheir driving force is Extrinsic; they desire rewards from
others.
 STYLES OF CLASSIC LEADERSHIP
THEORIES
2. Democratic leader
Øencourages group discussion and decision making.
Øact as Catalyst or facilitator, guiding a group toward
achieving the group's goals.
Øtheir driving force is intrinsic, their desire self-satisfaction.
Ø great deal of cooperation and coordination among group
members.
Ø Communication flows up and down.
 STYLES OF CLASSIC LEADERSHIP
THEORIES
3. Laissez-Faire Leader
üalso known as Permissive leader
ürecognizes the group's need for autonomy and self-
regulation.
ü“Hands off” approach.
üpeople act independently and opposing purposes.
 STYLES OF CLASSIC LEADERSHIP
THEORIES
4. Bureaucratic Leader
§ does not trust self or others to make decisions.
§ a leader relies on the organization's rules,
policies, and procedures.
§ leader are inflexible and impersonal relations.
 STYLES OF CLASSIC LEADERSHIP
THEORIES
5. Situational Leader
vflexes task and relationship behaviours.
vconsiders the staff members abilities.
vknows the nature of the task to be done
vsensitive to the context or environment
 CONTEMPORARY LEADERSHIP
THEORIES
1. Charismatic Leader
2. Transactional Leader
3. Transformational leader
-having a emotional relationship with the group members.
-charming personality.

-relationship with followers based on a exchange for some

resource valued by the follower.
-promote loyalty and performance
-foster, creativity, risk taking,
commitment and collaboration by
empowering the group to share in
organizationssvision.
-recognizes that a professional workforce is made
up of many leader.

-is a method that aims to distribute decision

making among a group of people.
• it requires an understanding of factors such as needs, goals
and rewards.
§ Nurse managers embody nurse and Executive roles.

§ Typically report to a superior in nursing:

director, chief nursing officer, or vice president of nursing

§ Responsible for functions of the unit:

- Staffing, employee satisfaction, Safety and quality
- Customer satisfaction, Budgeting
 MANAGEMENT
The act of influencing and motivating a
group of people to act in the same
direction towards achieving a common goal.
 MANAGEMENT
The process of leading and directing an
organization to meet its goals through
the use of appropriate resources.
 Levels of Management

• Liaison between the community, the organization, and the

nursing work force.
• Concerned at overall planning.
• Setting up of objectives.
• Scheduling programs.
• Establishment of Policies.
• Budget Proposal.
• Mentoring and career development of other nurse managers.
 v Top Manager
vNurse Executive
Level
v Chief
Nurse
vMedical Director
Levels of Management
2. Middle-level managers
ü Supervisor
ü Division
heads
ü Department
ü head.
 The major responsibility of this
administrator

includes establishing goals

strategic plans for the entire division of
nursing to achieve the organization’s
mission.
 The major responsibility of these
managers is

to serve a liaison between top and

front-line
managers.
 Levels of Management
3. First-level managers
Roles:
• Managing and supervise a particular unit.
• Connecting link between staff nurses and the higher
management
• Management function closely identified with the actual delivery
of client care
• They also plan daily activities of the staff nurses.
• Assisting staff members in decision making.
qUnit Manager
qclient care
coordinator
qteam leader
qHeadnurse
qCharge nurse
 Important responsibilities of
this manager:

Role modelling, mentoring,

and education
1. Planning (what is to be done)
Planning includes everything that has to do with
determining:
• Mission/philosophy
• Goals/objectives
• Policies/rules
• Procedures
• Scheduled changes
• Fiscal/budget action
2. Organizing (how it is to be done)
3. Staffing
• Staffing involves selecting the right person to execute
each planned task.
• Staffing transforms a plan into action.

It includes everything that has to do with:

Recruiting , Interviewing , Hiring , Orientation
Staff development
4. Directing (who is to do it)
Directing include severything needed to:

• Motivate
• Manag econflict
• Delegate
• Communicate
• Collaborate
 Directing
• The nurse manager guides the team by training, coaching,
instructing,and indicating what to do,when to do it,and how to do it.

• Directing also includes monitoring team members to ensure

high standards of practice and efficiency.

• the function of directing includes giving orders and instructions;

supervising or over seeing people at work;

• enhancing motivation
5. Controlling and Coordinating (when and how it
is done)
Controlling
• The process of controlling involves:
-Establishing standards for measuring work performance.
-Measuring performance and comparing it with standards.
-Identifying the reasons for the discrepancy between
standards and performance .
-Takingc orrective action to ensure that goals are attained.
 Coordinating
• It is the act of synchronising people and activities so that
they function smoothly in the attainment of organization
objectives.

• it is the integrating process in an orderly pattern of group

efforts in an organization towards the accomplishment
of a common objective.
 PRINCIPLES
OF
MANAGEMENT
 1. AUTHORITY
-it is the legitimate right to
direct the work of others
-it conveyed through
leadership actions.
-integral component of
managing.
 2. ACCOUNTABILITY
-ability and willingness to assume ownership for one's
action and to accept consequences.
-it is reflected in the statement of philisophy and objectives
of the nursing departmement and nursing audits.
3. RESPONSIBILITY
-is an obligation to perform a certain task.
SKILLS AND COMPETENCIES OF
NURSE MANAGER
1. Critical thinking
-creative cognitive process that inclides problem solving
and decision making.
2. Communicating
-is “the exchange of thoughts,messages, ori nformation,by
speech,signals,writing,or behavior.”
NETWORKING- is a process whereby professional links
are established through which people share ideas,
knowldege and information, offer support and direction,
 2. Communicating
• is “the exchange of • NETWORKING- is a
thoughts,messages, ori process whereby
nformation,by professional links are
speech,signals,writing,or established through which
behavior.” people share ideas,
knowldege and information,
offer support and direction,
3. Managing Resources
- Accuracy dictates the worth
of a budget.

A budget is a financial plan

that includes estimated
expenses as well as income
for a period of time.
5. Managing and Building Teams
- is a measure of the
quaklty and quantity of services
provided.
EFFICIENCY-is a measure of the
resources used in the provision of
nursing service.
PRODUCTIVITY-is a performance
measure of both effectiveness and
efficiency.
6. Managing Time
-manager uses time
effectively and assist others
to do the same time.
 The Nurse as Delegator
Delegation- is the act of transferring to a competent
individual the authority perform a sleected nursing task in
selected situation.

-The delegator retains accoutability for the outcome.

-It is a tool that allows the delegator to devote more time to

tasks that cannot be delegated.
5 RIGHTS OF DELEGATION
Criteria for Delegation to an Unlicensed
Personnel
Criteria for Delegation to an Unlicensed
Personnel
 Task that may be delegated to
unlicensed Assistive personnel
• Taking vital signs
• Measurring and recoring intake
and output
• Client transfers and ambulation
• Postmortem Care
• Bathing
• Feeding
• Gastrotomy feedings in
established systems
• Attending to safety
• Weighing
Task that may not be delegated to
unlicensed Assistive Personnel
ØAssessment
ØInterpretation of Data
ØMaking Nursing Diagnosis
ØEvaluation of carre
effectiveness
ØAdministering parental
medications
ØInsertion of Nasogastic
medications
ØClient Education
ØPerforming Triage
ØGiving Telephone advive
 POWER
-is the ability to do or act to achieve desired results.
-effective nurse leaders use power to improve the delivery
care to ehnace the profession.
EMPOWERMENT
-is an interpersonal process of enabling others to do for
themselves.
-Nurses can empower client through teaching and
advocacy.
 POLICIES
-are guidelines that define the organization's standpoint on
courses of action.
PROCEDURES
-are based on policy and define methods for tasks.

GOALS AND OBJECTIVES

-are measureable activities specific to the development of
designated services and programs of an organization.
 ORGANIZATIONAL CHART
-depicts and communicates how activities are arranged,
how authority relatioship defined, and how communication
channels are established.
CENTRALIZATION
-is making of decisions by few individuals at the top of the
organizations or by managers of a department or unit and
decisions are communicated therafter to the employees.
 DECENTRALIZATION

-is the distribution of authority throughout

the organization to allow for increased
responsibility.