MODULE 1 CONCEPTS OF LEADERSHIP AND MANAGEMENT

Topic Outline
1. Leadership and Management Concepts
2. Management Process and Functional Areas
3. What is involved in Nursing Leadership
LEADERSHIP AND MANAGEMENT CONCEPTS
Nursing Leadership and Management- introduction to theory and practice of nursing leadership
and management as applied in the delivery of health care.
• The course is designed to facilitate understanding on the key skills employed by the nurse
leaders and managers in the development of their critical and analytical thinking leadership and
management skills in the hospital and community settings
Organization- process of organizing
• Arranging and allocating of work among an
institution’s members so that the goals can be
efficiently achieved
• Signifies an institution or functional groups with
formal intentional structure of roles and position
Leadership- directing and coordinating the work of group members (Fiedler)
• Relates to the personal traits necessary to establish a vision for patient care consistent with
the mission and purpose of the organization (Yoder)
• Social transaction to influence others
Management- the process of getting work done through people (Mary Parker Follet)
• Process of planning, organizing, leading, and controlling the efforts of organizational resources
in order toa chive the organizational goals
• Process of setting and accomplishing goals through the use of human, technical, and financial
resources
Manager- carries a predetermined policies, rules, and regulations with official sanction or act
Leader- the one who directs and coordinates the work of group members
Leadership (traditional)- intrapersonal influence directed towards the achievement of goals
• Interpersonal à Influence à Goals
Leadership (contemporary)- dynamic relationships on mutual influence and common purpose
between leaders and collaborators
• Three key principles: relationship, mutual,
•
collaborator
Leadership is a dynamic, interactive process that involves three dimensions
o Leader à Follower à Situation
HOW LEADERS INFLUENCE OTHERS
Power- capacity to affect the behavior of others
• Ability to impose the will of one person or group to bring about certain behaviors in other
person or
groups
Sources of Power
1. Legitimate power- authority vested in the position • Ex. Director of Nursing Service,
Supervisor,
Head Nurse
2. Reward Power- based on the capacityà
promotion 3. Coercive sanctions
power- punishment à demotion,
4. Expert power- expertise that is valued by others; knowledge, skills, ability
5. Referent power- admired personality, strength of character
TYPES OF LEADERS
1. Formal leaders- appointed, chosen by administrators; given official or legitimate authority to
act
2. Informal leaders- do not have official sanction to direct activities of others; chosen by the
group; age or seniority
LEADERSHIP VS. MANAGEMENT
Leadership
Management
Motto
Challenge Focus
Time Frame Methods Questions
Outcomes Humans
Do the right things Change Purposes
Future Strategies Why?
Journeys Potential
Do things right
Continuity Structures and Procedures Present Schedules Who, what, when, where, and how?
Destinations Performance

LEADERSHIP BEHAVIORS AND STYLES

AUTOCRATIC/ DIRECTIVE/ AUTHORITARIAN STYLE
• Uses positional and personal power
• Demanding and controlling
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ADVANTAGES
• Results in central and control coordination
• More consistency in policy interpretation
• Quicker decisions
• Contributes to strong leadership that is important
in guiding change and meeting crises
• Good quantity and quality of output
DISADVANTAGES
• Results in low morale
• Not as much opportunity of people to develop
their potential
• One-way communication does not lead to
understanding
• Results in hostility, alienation, and inflexibility
• Little autonomy, creativity, and confidence with
subordinates
• Subordinates fear the manager
• Allows group governance
• Situation of trust and openness
• Group members are capable of decision making
ADVANTAGES
• Extremely motivational
• Makes better use of the skill and knowledge of
the group
• Builds effective work groups
• People are more committed to an organization
and its activities
• Empowers the worth
DISADVANTAGES
• Takes time to get others involved
• Results in compromise and watered-down
decisions
• Inaction can result from the diffused
responsibility
• Participation may hold down the innovative, far-
sighted leader
• Participative styles are difficult to learn
• Works well only under certain conditions (not
when there are time constraints)
• Abdicates leadership responsibilities
• Leaving workers without direction and
supervision and allows them to plan
• Leaders and uninvolved, disinterested, withdrawn
ADVANTAGES
• Highly motivational to those people who seek freedom and independence
• Maximizes the potential of the individual
• Encourages a free flowing adaptive organization
• Can result in chaos because of lack of central control and coordination
• Personal rather than group goals may predominate
• Easy for coordination to get out of hand before corrective action is taken
FACTORS AFFECTING LEADERSHIP STYLES
• Ability, skill, and knowledge of the subordinates • Manager’s personality/preference, training,
education, and background
• Nature of task
• Organizational culture and climate
• Nature of the task
• The expectation of superior from colleague or
peers
SOME COMMON TRAITS OF LEADERS
• A leader is more intelligent that the group or peers
• Initiative, ability to perceive to start courses of action not considered by others
• Creativity is an asset
• Emotional maturity with integrity
• Communication skills are important
• Persuasion is used by others
• Leaders need to be perceptive enough • Leaders participate in social activities
1. Emotional stability and composure 2. Admitting errors
3. Good interpersonal skills
4. Intellectual breath
MANAGEMENT
• Involves money, manpower, and machinery
• Includes planning, organizing, staffing, directing,
and controlling
1. Planning- anticipates the future and discovers alternative course of action
- budget, location, staff
2. Organizing- process setting of which relationship
between people work and resources, organizational chart
- Identify the activities and duties à specific responsibilities
3. Staffing- the process by which the managers train, select, promotes, and retires subordinates
4. Directing/leading- actual performance by the subordinates is guided towards common goals.
This is the implementation of phase of management
- Motivation though recognition, career advancement (seminars/trainings), team building
DEMOCRATIC/ PARTICIPATIVE/ CONSULTATIVE STYLE
FOUR PRIMARY TRAITS BY WHICH LEADERS COULD SUCCEED OR DERAIL
DISADVANTAGES
MANAGEMENT PROCESS/ FUNCTIONAL AREAS
PERMISSIVE. ULTRA LIBERAL/ LAISSEX FAIRE STYLE
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5. Controlling- process of evaluating the work accomplished against plan or standards to

determine if it is being carried out as planned. It is concerned with assessments and regulations
of both progress and completed
• The grid provides a reasonable indication of health of the organization as well as the ability of
the managers
• To coordinated to 9,9 as possible
• Selected on the basis of their ability to coordinate
people and tasks for optimum benefit
Five Coordinates on the Managerial Grid
• Impoverished Management (1, 1 to 4, 4)- weak
on both tasks and people skills
• Authoritarian (people: 1, 4; tasks 1, 4)- strong
on tasks, weak on people skills
• Socialite (people: 5, 9; task: 1, 4)- strong on
people skills, weak on tasks
• Team Leadership (6,6 to 9,9)- strong on both
tasks and people skills
• Middle-of-the-road (5,5)- in the middle of the
chart, but with more experience and skills can display good team leadership
WHAT IS INVOLVED IN LEADERSHIP
Over the past several decades, nurses have gradually adopted greater responsibilities. As the
role of the nurse transformed from a doctor's assistant to an integral member of the life-saving
team, the nurse leader role emerged. It is the job of the nurse leader to guide nurses and
ensure that they are adhering to high standards of quality and safety.
1. Ensuring safe deliver of care. They must be intimately familiar with the safety standards and
protocols of the medical profession and their healthcare facility. They are expected to supervise
members of the nursing team to guarantee that all patients receive safe care.
2. Maintain evidence-based practices within their nursing teams. This requires that nurse
leaders be up to date and well informed about various medical practices. Nurse leaders should
subscribe to and regularly read professional publications and health notices. Evidence-based
research studies and public health concerns should inform the choices made in patient care.
3. Monitoring the care that patients. Nurse leaders should take patient complaints seriously and
address them appropriately. Part of the responsibility of nurses is to promote a high quality of life
each patient and their families. Successful nurse leaders achieve high quality experiences for
both patients and nurses.
WHY DOES NURSING LEADERSHIP MATTER?
One of the primary functions of the nurse leader is to bring individual nurses together as a team.
Without nurse leaders, individual nurses would carry on with their jobs independently and would
likely miss key opportunities for
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Can be peer or self-evaluation Guidelines on promotion or demotion
ROLES OF A MANAGER
1. Interpersonal Role- developing and maintaining positive relationships
- Communicating and motivation
- Liaises between the organization and
outsiders
2. Informational Role
a. Monitor role- seeking information
internally and externally (benchmarking
with other organizations)
b. Dissemination role- about issues that
can affect the organization aimed at
transmitting information internally
c. Liaison- transmits collective
information to subordinates (internally)
and outside
3. Decisional Role- acts as an entrepreneur
- Disturbance handler (conflict resolution)
- Allocates resources (budgeting,
authorization to incur expenditures)
- Represents the organization or unit in
major organizations
• Plays an important part in managerial behavior in organizational development
• Shows managerial orientation in terms of two variables: people and production
Figure 1. Managerial Grid
Purpose of the Grid
• A tool for identifying management style
• Back-up style used when normal style fails
THREE PRIMARY RESPONSIBILITIES OF NURSE LEADERS
MANAGERIAL GRID (ROBERT BLAKE/ JANE MOUTON)
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communication, growth and education. By bringing the treatment team together, nurse leaders
verify that each nurse is obeying the same high standards of quality and safety.
Additionally, if the nursing team is not following certain protocols, the nurse leader takes this
opportunity to educate the entire team about the proper methods. It is normal for employees to
become complacent and cut corners as they become more comfortable in their roles. However,
it is the nurse leader's job to ensure that this complacency and comfort does not morph into
dangerous habits or poor quality of care.
Nurse leaders maintain the rigorous standards of care that patients and their families come to
expect from exemplary healthcare facilities. Nurse leaders bridge the gap between policy and
practice by ensuring that all members of a team are obeying safety protocols. Not only do nurse
leaders protect patients in this way, but also they improve the reputation their nursing team and
the nursing profession as a whole.