NCM 119 NURSING LEADERSHIP AND MANAGEMENT
ASSIGNMENT:
PART I.
1. Define and provide discussion of the following:
a. Principles of management
Henri Fayol's 14 Principles of Management
1. Division of Work
– Assign each employee a task that they can become proficient at. Productivity increases
as employees become more skilled, assured and efficient. Today, experts still warn against multi-
tasking.
2. Authority
– Managers must possess the authority to give orders, and recognize that with authority
comes responsibility. As well as rank, Fayol argues that a manager's intelligence, experience and
values should command respect.
3. Discipline
– Everyone should follow the rules. To help, you can make agreements between the
organization and employees clear for all to see.
4. Unity of Command
– Fayol wrote that "an employee should receive orders from one supervisor only."
Otherwise, authority, discipline, order, and stability are threatened.
5. Unity of Direction
– Teams with the same objective should be working under the direction of one manager,
using one plan. That, Fayol wrote, "is the condition essential to unity of action, coordination of
strength and focusing of effort."
6. Collective Interest Over Individual Interest
– Individuals should pursue team interests over personal ones including managers.
7. Remuneration
– Employee satisfaction depends on fair remuneration for everyone; financial and non-
financial. Fayol said pay should be fair and reward "well-directed effort."
8. Centralization
– Balancing centralized decision making (from the top) with letting employees make
decisions. Or as Fayol wrote, "A place for everyone and everyone in his place."
9. Scalar Chain
– Employees should know where they stand in the organization's hierarchy and who to
speak to within a chain of command. Fayol suggested the now-familiar organization chart as a
way for employees to see this structure clearly.
10. Order
– Fayol wrote that, "The right man in the right place" forms an effective social order. He
applied the same maxim to materials: right one, right place. Academics note that this principle
pre-empted the Just in Time (JIT) strategy for efficient production.
11. Equity
– Managers should be fair to all employees through a "combination of kindliness and
justice." Only then will the team "carry out its duties with... devotion and loyalty."
12. Stability of Tenure of Personnel
– Organizations should minimize staff turnover and role changes to maximize efficiency.
If people are secure and good at their jobs, they are happier and more productive.
13. Initiative
– Employees should be encouraged to develop and carry out plans for improvement. As
Fayol wrote, "At all levels of the organizational ladder, zeal and energy on the part of employees
are augmented by initiative."
14. Esprit de Corps
– Organizations should strive to promote team spirit, unity, and morale.
b. Types of leadership styles
10 most common Leadership styles
1. Coaching leadership style
A coaching leader is someone who can quickly recognize their team members’ strengths,
weaknesses and motivations to help each individual improve. This type of leader often assists
team members in setting smart goals and then provides regular feedback with challenging
projects to promote growth. They’re skilled in setting clear expectations and creating a positive,
motivating environment.
The coach leadership style is one of the most advantageous for employers as well as the
employees they manage. Unfortunately, it’s often also one of the most underused styles—largely
because it can be more time-intensive than other types of leadership.
2. Visionary leadership style
Visionary leaders have a powerful ability to drive progress and usher in periods of change
by inspiring employees and earning trust for new ideas. A visionary leader is also able to
establish a strong organizational bond. They strive to foster confidence among direct reports and
colleagues alike.
Visionary style is especially helpful for small, fast-growing organizations, or larger
organizations experiencing transformations or corporate restructuring.
3. Servant leadership style
Servant leaders live by a people-first mindset and believe that when team members feel
personally and professionally fulfilled, they’re more effective and more likely to regularly
produce great work. Because of their emphasis on employee satisfaction and collaboration, they
tend to achieve higher levels of respect.
Servant style is an excellent leadership style for organizations of any industry and size
but is especially prevalent within nonprofits. These types of leaders are exceptionally skilled in
building employee morale and helping people re-engage with their work.
4. Autocratic leadership style
Also called the “authoritarian style of leadership,” this type of leader is someone who is
focused primarily on results and efficiency. They often make decisions alone or with a small,
trusted group and expect employees to do exactly what they’re asked. It can be helpful to think
of these types of leaders as military commanders.
Autocratic style can be useful in organizations with strict guidelines or compliance-heavy
industries. It can also be beneficial when used with employees who need a great deal of
supervision—such as those with little to no experience. However, this leadership style can stifle
creativity and make employees feel confined.
5. Laissez-faire or hands-off leadership style
Laissez-faire style is the opposite of the autocratic leadership type, focusing mostly on
delegating many tasks to team members and providing little to no supervision. Because a laissez-
faire leader does not spend their time intensely managing employees, they often have more time
to dedicate to other projects.
Managers may adopt this leadership style when all team members are highly experienced,
well-trained and require little oversight. However, it can also cause a dip in productivity if
employees are confused about their leader’s expectations, or if some team members need
consistent motivation and boundaries to work well.
6. Democratic or participative leadership style
The democratic style (also called the “participative style”) is a combination of the
autocratic and laissez-faire types of leaders. A democratic leader is someone who asks for input
and considers feedback from their team before making a decision. Because team members feel
their voice is heard and their contributions matter, a democratic leadership style is often credited
with fostering higher levels of employee engagement and workplace satisfaction.
Because this type of leadership drives discussion and participation, it’s an excellent style
for organizations focused on creativity and innovation—such as the technology industry.
7. Pacesetter leadership style
The pacesetting style is one of the most effective for achieving fast results. Pacesetter
leaders are primarily focused on performance, often set high standards and hold their team
members accountable for achieving their goals.
While the pacesetting leadership style is motivational and helpful in fast-paced
environments where team members need to be energized, it’s not always the best option for team
members who need mentorship and feedback.
8. Transformational leadership style
The transformational style is similar to the coach style in that it focuses on clear
communication, goal-setting and employee motivation. However, instead of placing the majority
of the energy into each employee’s individual goals, the transformational leader is driven by a
commitment to organizational objectives.
Because transformational leaders spend much of their time on overarching goals, this
style of leading is best for teams that can handle many delegated tasks without constant
supervision.
9. Transactional leadership style
A transactional leader is someone who is laser-focused on performance, similar to a
pacesetter. Under this leadership style, the manager establishes predetermined incentives—
usually in the form of monetary reward for success and disciplinary action for failure. Unlike the
pacesetter leadership style, though, transactional leaders are also focused on mentorship,
instruction and training to achieve goals and enjoy the rewards.
While this type of leader is great for organizations or teams tasked with hitting specific
goals, such as sales and revenue, it’s not the best leadership style for driving creativity.
10. Bureaucratic leadership style
Bureaucratic leaders are similar to autocratic leaders in that they expect their team
members to follow the rules and procedures precisely as written.
The bureaucratic style focuses on fixed duties within a hierarchy where each employee
has a set list of responsibilities, and there is little need for collaboration and creativity. This
leadership style is most effective in highly regulated industries or departments, such as finance,
health care or government.
2. In a matrix form, provide a description of the following:
a. Leadership Theories
Management Proponent Description
Theory
1. The Great Man Thomas Carlyle The Great Man Theory of Leadership espouses that
Theory (1840s) great leaders are born, not made. These individuals
come into the world possessing certain
characteristics and traits not found in all people.
These abilities enable them to lead while shaping
the very pages of history.
2. The Trait Theory Gordon Allport The trait theory of leadership suggests that certain
of Leadership (1930s inborn or innate qualities and characteristics makes
- 1940s) someone a leader. These qualities might be
personality factors, physical factors, intelligence
factors
3. The Skills Theory Robert Katz The skills approach to leadership focuses on the
of Leadership (1940s belief that certain abilities, knowledge, and skills
- 1950s) that can be learned or developed are important to
leadership. This theory evaluates the success of a
leader on the basis of what they can accomplish.
4. The Style Theories Kurt Lewin It suggests that leaders aren't born successful, but
of Leadership (1940s can be created based on learnable behavior.
- 1950s) Behavioral theories of leadership focus heavily on
the actions of a leader—this theory suggests that the
best predictor of leadership success is viewing how
a leader acts.
5. The Situational Hersey and Blanchard The situational theory of leadership refers to
Leadership Theory those leaders who adopt different leadership styles
(1960s) according to the situation and the development level
of their team members. It is an effective way of
leadership because it adapts to the team's needs and
sets a beneficial balance for the whole organization.
6. The Contingency Fred Fiedler The contingency theory of leadership supposes that
Theory (1960s) a leader's effectiveness is contingent on whether or
not their leadership style suits a particular situation.
According to this theory, an individual can be an
effective leader in one circumstance and an
ineffective leader in another one.
7. Transactional Max Weber Transactional leadership theory is based on the idea
Leadership Theory that managers give employees something they want
(1970s) in exchange for getting something they want. It
posits that workers are not self-motivated and
require structure, instruction and monitoring in
order to complete tasks correctly and on time.
8. Transformational James MacGregor Transformational leadership is a theory of
Leadership Theory Burns leadership where a leader works with teams or
(1970s) followers beyond their immediate self-interests to
identify needed change, creating a vision to guide
the change through influence, inspiration, and
executing the change in tandem with committed
members of a group
9. Leader-Member Fred Dansereau, Leader–member exchange (LMX) theory
Exchange Theory George Graen and suggests that leaders and followers develop unique
(1970s) William Haga relationships based on their social exchanges, and
the quality of these exchanges within an
organization can influence employee outcomes
10. Servant Robert Greenleaf Servant Leadership is a recent theory of leadership
Leadership Theory that argues that the most effective leaders are
(1970s - 1980s) servants of their people. Servant leaders
get results for their organization through whole-
hearted attention to their followers and followers’
needs.
b. Management Theories
Management Proponent Description
Theory
1. Scientific Frederick Taylor Taylor’s principles recommended that the scientific
management theory method should be used to perform tasks in the
workplace, as opposed to the leader relying on their
judgment or the personal discretion of team members.
His philosophy emphasized that forcing people to work
hard would result in the most productive workplace.
Instead, he recommended simplifying tasks to increase
productivity. He suggested that leaders assign team
members to jobs that best match their abilities, train
them thoroughly and supervise them to ensure they are
efficient in the role.
2. Principles of Henri Fayol This theory was developed when Fayol examined an
administrative organization through the perspective of the managers
management theory and situations they might encounter. He believed that
leaders had six main functions, to forecast, plan,
coordinate, command and control, and he developed
principles that outlined how leaders should organize and
interact with their teams. He suggested that the
principles should not be rigid but that it should be left
up to the manager to determine how they use them to
manage efficiently and effectively.
3. Bureaucratic Max Weber Bureaucratic management theory focuses on structuring
organizations in a hierarchy so there are clear rules of
management theory governance. His principles for creating this system
include a chain of command, clear division of labor,
separation of personal and organizational assets of the
owner, strict and consistent rules and regulations,
meticulous recordkeeping and documentation and the
selection and promotion of employees based on their
performance and qualifications.
4. Human relations Elton Mayo He conducted experiments designed to improve
theory productivity that laid the foundation for the human
relations movement. His focus was on changing
working conditions like lighting, break times and the
length of the workday. Every change he tested was met
with an improvement in performance. Ultimately, he
concluded that the improvements weren’t due to the
changes but the result of the researchers paying
attention to the employees and making them feel
valued.
5. Systems Ludwig von This theory asserts that businesses consist of multiple
management theory Bertalanffy components that must work in harmony for the larger
system to function optimally. The organization’s
success, therefore, depends on synergy,
interdependence and interrelations between subsystems.
According to this theory, employees are the most
important components of a company, and departments,
workgroups and business units are all additional crucial
elements for success.
6. Contingency Fred Fiedler This theory’s primary focus is that no one management
management theory approach works for every organization. Fiedler
suggested that a leader’s traits were directly related to
how effectively they lead their team. He asserts that
there are leadership traits that apply to every kind of
situation and that a leader must be flexible to adapt to a
changing environment.
7. Theory X and Y Douglas McGregor He introduced X and Y theories in his book, “The
Human Side of Enterprise,” where he concluded that
two different styles of management are guided by their
perceptions of team member motivations. Managers
who assume employees are apathetic or dislike their
work use theory X, which is authoritarian. Theory Y is
used by managers who believe employees are
responsible, committed and self-motivated. This is a
participative management style that gives rise to a more
collaborative work environment, whereas theory X
leads to micromanaging.
3. Choose a theory of leadership and describe how you would implement it in your
ideal nursing setting.
As a future registered nurse who will be working in the health care field, transactional
leadership will be the theory that I will be choosing to implement because it highlights the
importance of organization, supervision, and group performance. As the name suggests, it
views the relationship between healthcare professionals as transactional by accepting their
positions in agreeing to obey leadership. The team should learn to accept and complete the
orders given with their best because in this type of leadership style, rewards and punishments
serve as motivational tools. For example, when staff members follow specific procedures,
they may earn recognition, but when they fail to follow them, they can face reprimand. In
here, transactional leaders emphasizes: respect for rules, standards, and procedures, clearly
defined roles and close supervision.
PART II.
LEADERSHIP CASE STUDY FOR STAFF NURSES
Jerry was admitted in the hospital 10 days ago after sustaining multiple injuries in a
motor vehicle accident. His major injuries were a fractured pelvis, multiple rib fractures, and an
open femur fracture. His treatment program included analgesics for pain, activity as his condition
would permit, and use of antiembolic stockings. While friends and family were visiting, Jerry
suddenly called his nurse in the room. He complained of chest pain and difficulty of breathing.
The nurse suspected that Jerry had pulmonary embolism (PE) and immediately notified the
physician. Arterial blood gases were drawn, and spiral computed tomography (CT) scan was
done. Further interventions were immediately taken according to protocol and Jerry was
transferred to the intensive care unit (ICU) for closer monitoring.
The CT scan confirmed that Jerry had a PE. The nurse’s early recognition of the
symptoms of PE contributed to the earliest possible intervention and could well have saved the
patient’s life. The nurse had never experienced this healthcare situation, as she had only been in
practice for 9 months. She kept the family informed of their loved one’s symptoms and agreed to
work a double shift because the ICU was short of staff for the night shift.
On the ICU, the Head Nurse assigned Jerry’s care to the nurse who cared for him on the
acute orthopedic surgical unit. Jerry had a quiet night and responded well to intravenous heparin
therapy. When he woke the next morning, the day was calm and quiet, and the nurse and Jerry
were able to spend quality time together. Jerry thanked his nurse by saying “I am grateful that
you were my nurse yesterday. I didn’t know what was going on. You saved my life! I can’t thank
you enough”. This was a moment that both the nurse and patient will always cherish.
Discussion Questions:
1. What leadership traits did the staff nurse display?
For me the patient was compassionate enough to her work wherein she
showed that she really has the necessary trait of being a nurse. Her immediate
response had a great impact to the patient’s condition. She proved that she was
compassionately responsive to the care needs of the patient wherein it is one of the
professional standards of nursing. Compassionate nursing care is featured by paying
attention, listening, accompanying, helping, understanding, and being available to the
patient. The situation was led to higher satisfaction to the patient by giving
immediate response and actions to the problem. This is one of the example that as a
nurse, what we see and do in small things can make a big difference to our patients.
2. Why is the staff nurse regarded as a leader, despite the fact that she does not
hold an executive position within the organization?
Despite of the position that she doesn’t have, she showed that she has the
abilities and traits of a leader. She provides a good decision making and focused on
improving the patient’s health condition. Soon, if she will be leading health care
team, I know that she will do good and continue to improve in providing patient’s
care needs.
3. Why are leadership characteristics in staff important at all levels of a
healthcare organization?
Having a good leadership characteristics will be able to brig out the best
abilities and strength of the health care team members. It can motivate them to work
together in achieving a shared goal. Through this, the team will also be organized and
keeps the team on track to avoid delays and mistakes.
Note:
1. Provide the references
Cornell, A. (2020). 5 Leadership Styles in Nursing
IET (2021). 7 Types of Workplace Management Theories
Bradley, K. (2020). 10 Leadership Theories
IET (2021). 10 Common Leadership Styles (Plus How To Find Your Own)
Fayol, H. (2013). 'Administration Industrielle et Générale (General and Industrial
Management)
2. To be submitted on Sept. 12, 2021, via MS Teams
Thank You.
Prepared by:
DR. LUCILA O. SUNGA, RN.
Professor
