Professional Documents
Culture Documents
Leadership and MG T
Leadership and MG T
Leadership and MG T
A. LEADERSHIP
Ø The process of influencing the actions of a person or group to attain desired objectives.
NURSING LEADERSHIP
Ø The process whereby a nurse influence one or more persons to achieve specific goals in the
provision of nursing care for one or more patients.
B. THEORIES of LEADERSHIP
2. Charismatic Theory
Ø People maybe leaders because they are charismatic but relatively little is known about
this intangible characteristics most agree that it is an inspirational quality that makes
others feel better in their presence.
3. Trait Theories
Ø Assume that a person must have certain innate abilities, personality traits or other
characteristics in order to be a leader.
Ø Traits could be obtained through learning and experience.
4. Situational Theory
Ø Suggests that the traits required of a leader differ according to varying situations.
5. Contingency Theory
Ø Leadership style will be effective or ineffective depending on the situation.
C. KINDS of LEADERSHIP
1. Transactional Leadership
Ø Is an exchange posture that identifies needs of followers and provides rewards to meet
those needs in exchange for expected performance.
2. Transformational Leadership
Ø Promotes employee development, attends to needs and motives of followers, inspires
through optimism, influences changes in perception, provides intellectual stimulation and
encourages follower creativity. It is a cooperative process – focused networking.
D. LEADERSHIP STYLE
Ø Is how a leader uses interpersonal influences to accomplish goals.
1. Autocratic
a. Leader – focused
b. Leader maintains strong control, makes the decisions and solves all problems.
c. Leader dominates the group
d. Leader commands rather than makes suggestions or seeks input
2. Democratic
a. Also called participative leadership
13
b. Based on the belief that every group members should have input into development of
goals and problem solving
c. Leader acts primarily as a facilitator and a resource person
d. Leader is concerned for each member of the group
e. More participative and much less authoritarian than autocratic
3. Laissez – faire
a. Leader assumes a passive, nondirective and inactive approach
b. Leadership responsibilities are either assumed by the members of the group or
completely relinquished
c. All decision making is left to the group, with the leader giving little if any guidance,
support or feedback.
d. Behavior by the group may be permissible due to the leader’s lack of limit setting and
stated expectations
4. Situational
a. Utilizing a combination of styles based on current circumstances and events
b. Leadership styles are assumed according to the needs of the group and tasks to be
achieved.
E. LEADERSHIP QUALITIES
1. Communication
a. Listens actively to others
b. Communicates in an assertive manner, speaks directly and honestly to others
c. Differentiates aggressive, passive and assertive behavior to communicate appropriately
in a given situation
2. Credibility
a. Enhances a nurse’s accountability
b. Individuals who perform well are those who can influence others
3. Critical Thinking
a. An individual with an open minded, questioning attitude
b. The ineffective leader is one who falls into routine ways of thinking without even being
aware of what is happening
4. Initiating action
a. Initiates measures to solve problems
b. Puts ideas into action and demonstrates flexibility
c. If an approach is ineffective, the leader is not hesitant to try another approach
5. Risk Taking
a. Involves taking actions to solve problems
b. Risk – taking activities are goal directed
F. POWER
Ø Ability to do or act and results in the achievement of desired results
Ø Powerful people are able to modify behavior and influence others to change, even when
others are resistant to change
Ø Effective nurse leaders use power to improve the delivery of care and to enhance the
profession
Types of Power
Reward Ability to provide incentives
14
Coercive Ability to punish
Referent Based on attraction; others wanting to associate with one
Expert Based on having an expert knowledge base and skill level
Legitimate Based on a position in society
Personal Derives from a high degree of self confidence
Informational Occurs when one person provides explanations about why
another should behave in a certain way.
Empowerment
Ø An interpersonal process of enabling others to do themselves
Ø Occurs when individuals are better able to influence what happens to them
Ø Involves open communication, mutual goal setting and decision making
Ø Nurse can empower clients through advocacy
A. MANAGEMENT
Ø The accomplishment of tasks either by ones self or by directing others.
B. MANAGEMENT THEORIES
2. Classic Organization
a. Henri Fayol – Father of the Management Process School; Management is universal.
Ø All managers, regardless of the type of organization of their level in organization
or their level in organization, have essentially the same task: planning,
organizing, issuing orders, coordinating and controlling.
c. James Mooney
Ø Believed management to be the technique of directing people and organization
the technique of relating functions.
d. Lyndall Urwick
Ø His conceptual framework blended scientific management and classic
organization theory into the beginnings of classic management theory. He
described the managerial process as planning, coordinating and controlling and
he popularized such concepts as the balance of authority with responsibility,
span of control, unity of command, use of general and special staffs, the proper
use of personnel, delegation and departmentalization.
4. Behavioral Science
a. Abraham Maslow
Ø Initiated human behavioral school; development of a hierarchy of needs theory.
b. Frederick Herzberg
Ø Develop a taxonomy of job situations based on research that has contributed to
a better understanding of human motivation.
c. Douglas McGregor
Ø He notes that one’s style management is dependent on one’s philosophy of
humans and categorizes those assumptions as Theory X and Theory Y.
§ In Theory X the manager’s emphasis is on the goal of the organization. The
theory assumes that people dislike work and will avoid it; consequently,
workers must be directed, controlled, coerced and threatened so that
organizational goals can be met. According to Theory X, most people want to
be directed and to avoid responsibility because they have little ambition.
§ In Theory Y the emphasis is on the goal of the individual. It is the manager’s
assumption that people do not inherently dislike work and that work can be
a source of satisfaction.
d. William Ouchi
Ø Explained Japanese organizations focus on staff, skills, style and superordinate
goals.
f. Chris Argyris
Ø Focused his research on the coexistence of personal and organizational needs,
found that individuals give priority to meeting their own needs.
C. PRINCIPLES of MANAGEMENT
1. Responsibility of Command
Ø The manager is responsible for all the actions both good and bad of those under his
command.
3. Channel of communication
Ø Every individual should be able to tell the lines of authority from the divisional
organizational chart
4. Unity of Command
16
Ø Each individual should report to one and only one boss
6. Principle of Delegation
Ø Decision-making and task should be delegated down the chain of command
7. Span of Control
Ø No individual tan manage if too many persons report to him. An ideal span of control is 8
reporting persons not less than 4
8. Hierarchial Level
Ø More than 5 levels of workers from the top man to the lowest level employee is too heavy
with management
9. Principle of Definition
Ø It is the job of the manager to ascertain that each worker has a clear idea of what is
expected
11. Orientation
Ø The formal process of appraising the new employee of the organization and her place in it
I. PLANNING
Ø Making future projections to achieve desired results.
2 Kinds
1. Long range or strategic planning
Ø Extends 3 to 5 years into the future.
Ø Determines the direction of the organization, allocates resources and
determines time frames.
17
PLANNING TOOLS
Example:
GENERAL HOSPITAL VISION STATEMENT
The vision for General Hospital is to be the preeminent health care provider in the
region by doing the following
ü Being the premier full – service, integrated health care delivery network that
provides a continuum of health services,
ü Creating an environment that exceeds the expectations of our customers
ü Developing creative solutions to the challenges facing us
Example:
The guiding values for General Hospital are
as follows:
ü Quality
ü Compassion
ü Fairness
ü Integrity
ü Innovation
Example:
Example:
PHILOSOPHY OF GENERAL HOSPITAL
Objectives
To develop and implement at least 12 staff
development programs by the end of the fiscal year.
PLANNING STEPS
1. Fore cast
2. Set objectives
3. Develop and schedule programs
4. Prepare budget
Budget – is a plan for the allocation of resources and control for ensuring that
results comply with the plans.
Types of Budget
1. Operating Budget
Ø Provides an overview of an agency’s functions by projecting the
planned operations usually for upcoming year
Ø Deals primarily with salaries, supplies and contractual services, other
expenses – (spending such as travel, training, dues, rental, repairs,
depreciation.
II. ORGANIZING
Ø Establishing formal authority
a. Formal
Ø Furnishes the formal framework in which management process takes place.
b. Informal Organization
19
Ø Comprises personal and social relationships that do not appear on the
organizational chart
Ø Might include; a group that usually takes break together, work together on a
practical unit, or takes a class together.
1. Case Method
Ø Assignment of clients to a nurse for specific period of time.
Ø One nurse is assigned to give comprehensive total care to a single client while on duty.
2. Functional Method
Ø Assignment of selected functions or tasks for a particular period of time on several
patients.
Ex. A nurse assigned to give all medications, another to perform nursing procedures
and treatments etc.
3. Team Nursing
Ø Accommodating several categories of nursing personnel in meeting the comprehensive
individualized needs of patient. Usually the professional nurse provides the leadership
to the group of care – givers in planning the care of patients.
4. Primary Nursing
Ø Nursing care directed by a nurse on 24 hours basis.
III. DIRECTING
Ø Actuating efforts to accomplished goals
IV. CONTROLLING
Ø Assisting or regulating performances
Types of Standards
1. Structure – the management used to organize and deliver care
2. Process – the actual nursing procedures
3. Outcome – measuring the results of nursing care
Nursing Audit - assuring documentation of the quality of nursing care in keeping with
standards established by the agency, nursing department and the professional
governmental and accrediting groups
20
Purposes
1. Prioritize nursing care
2. Promote optimum nursing care
3. Identify deficiencies in the organization and administration of nursing care
4. To correct such deficiencies thru education and administration change
5. To increase performance to assure that improvements have been maintained
E. RESOURCES
Ø Something to which one resorts for comforts or help to gain one end
a. Major Resources
a. Money d. Machines
b. Manpower e. Space
c. Materials
b. Inventory
Ø Refers to stick of various supply items keep on hand to provide a service to users, to
feed a production line, to provide goods for sale or demand while waiting for further
deliveries
Methods:
Ø Periodic or physical inventory
Ø Perpetual inventory
c. Cost Containment
Ø The goal is to keep costs within acceptable limits for volume, inflation and other
acceptable parameters
21