NCM 119 LEADERSHIP

AND MANAGEMENT
CONSTANTINO Y. MENDOZA,MAN
INSTRUCTOR UNP-CN
 Concept of leadership & management

• Definition of Terms
MANAGEMENT
- Is a process by which a cooperative group direct action towards
common goal
– is a process of getting things done through people. It
supervises people and uses resources in doing the tasks,
responsible for initiating steps by which organizational goals and
objectives are accomplished
• NURSING MANAGEMENT
• Is a process of coordinating actions and allocating
resources to achieve organizational goal of the health care
delivery system
• it is the process of working through staff members to be
able to provide comprehensive care to the patient. This
includes planning, organizing, directing and controlling
MAJOR FUNCTION/ ELEMENTS IN MGT

• 1. PLANNING
• -is a process for accomplishing a purpose
• It involves examining the future, deciding what needs to be
achieved and developing a plan of action
• 2. ORGANIZING
• -is the act of rearranging elements following one or more rules
• 3. DIRECTING
• -defined as issuance of assignments, orders and instructions that
permits the workers to understand what is expected to him /her
Cont.

• 4. CONTROLLING
• -is a management function in which performance is measured and
corrective action is to ensure the accomplishment of the
organizational goal.
• PRINCIPLES OF NURSING MANAGEMENT
• 1. Nursing management is planning
• 2. Nursing management is the effective use of time
• 3. Nursing management is decision-making
• 4. Meeting patient’s nursing needs is the business of the nurse
manager
Cont.

• 5. Nursing management is organizing

• 6. Nursing management denotes a function, social position
or rank, a discipline and field of duty.
• 7. Nursing management is directing or leading
• 8. Nursing management is efficient communication
• 9. Well- managed division of nursing motivates employees
to perform satisfactorily
• 10. Nursing management is controlling and evaluating
Cont.

• ORGANIZATION
• – is an arrangement of people and resources working in a
planned manner toward specified strategic goals
• Comprises the structure and process of a group working
together
• Body of persons, methods, policies and procedures
arranged in a systematic manner through delegation of
functions and responsibilities
Cont.

• LEADERSHIP
• -is a social influence or a person’s ability to move other
people to act.
• Its an interpersonal process of influencing the activities of
an individual or a group toward goal attainment in a given
situation.
• It is as involving followers and interpersonal relationships
as a process of influencing others.
Characteristics of a leader

• The concept of nursing leadership can be best characterized

using the word “ LEADER” as an acronym for the following
traits and actions:
• L – lead, love , learn
• Lead a team when his/her skills and experience level call for
it.
• Know how to love because of the number and diversity of
patients to serve
• Able to constantly learn since nursing is continually evolving.
Cont.

E – enthusiastic, energetic
-Able and willing to work hard, bring enthusiasm and
proficiency to assigned tasks
- Able to temporarily set aside own concerns and problems
and ill feelings
- Can devote full attention to patients, and always reserves
to clients and co-worker
Cont.

A – Assertive and achiever

-Always know the reasons of what and why for doing things
-Able to express one’s feelings, to choose how one will act, to
speak up for one’s rights when it is appropriate
-Enhance self-esteem and self confidence
- Able to modify offensive behavior
Cont.

D – Dedicated and Desirous

• Develops a heart for the profession
• Committed to what she is doing
• Have the desire to pursue higher learning for professional growth
E- Efficient and Effective
• Able to do the right things and do the things right
• Certain of her actions and avoids ambiguity
• Avoid or minimize mistakes and learn lessons arising from mistake
Cont.

R – Responsible and Respectful

• Assumes personal responsibility for the decisions she
makes
• Holds accountable and answerable for the mistakes she
might commit
• Blames no one if things do not go her way
• Considers the thoughts, opinions, views and desires of
others
Types of Leaders

1. Formal Leader
– appointed, elected or designated, deliberately chosen by
the administration and given authority to act
2. Informal leader
–chosen by his group, does not have official sanction to
direct others.
Cont.

POWER
• the ability to efficiently and effectively exercise authority
and control through personal, organizational and social
strength, imposition of will.
BASES OF POWER
1. Legitimate Power
– a leader by a given position in the hierarchy of an
organization
Cont.

2. Reward Power
- the manager' ability to give rewards to her subordinates for
compliance to orders or requests by compensating with
benefits, time-off, desired gifts, promotions or increases in
pay or responsibility.
3. Coercive Power
– the leaders’ ability to punish subordinates for non-
compliance with his directives, ability to hold rewards or
even create untenable working situation for subordinates
Cont.

4. Expert Power
– ability to influence others through the possession of knowledge
or skills that are useful to them.
[Link] Power
–being well informed and up-to-date to persuade others showing
credibility.
6. Referent Power
– based on relationships and connections, ability of individuals to
attract others and build loyalty through charisma and
interpersonal skills
 Three elements of leadership

a. Authority – right to expect or secure compliance and

decide
b. Responsibility – ability to respond with corresponding
obligation
c. Accountability
LEADER
– ability to account or answerable
MANAGER
to
actions
[Link] between
May or may not Leader and
have official Manager
Officially appointed
appointment
2. Vested with power and authority by Vested with power and authority by the
the group organization
Cont.

3. Influence others towards goal Implements predetermined goals

setting policies, rules and regulation
4. Interested in risk taking and Measure the risk to be taken in line with
exploring new ideas expected results, hence, an orderly
controlled performance must be carried
out
5. Relate to people personally Relate to people according to their roles

6. Feels rewarded by personal Feels rewarded when accomplishing

achievement organizational mission and goals
LEADERSHIP STYLE

1. AUTHORITARIAN/ AUTOCRATIC
Leader is focused on the attainment of goal; does not
focused on his subordinate
Characteristics:
Strong control is maintained over the work group
Others are motivated with coercion
Others are directed with command
Cont.

Communication flows downward

Decision making does not involves others
Emphasis is on difference in status
Criticism is punitive
DEMOCRATIC/ PARTICIPATIVE
Considers the welfare of the people
Appropriate for groups who work together for extended
periods, promote autonomy and growth of individual
workers
Cont.

• It exhibits the following behavior:

Less control is maintained
Economic and ego rewards are used to motivate the worker
Others are directed through suggestions and guidance
Communication flows up and down
Emphasis in on “WE” rather than “I and YOU”
Cont.

• PERMISSIVE/ LAISSEZ-FAIRE
Non directed leadership, can be frustrating however when
all members are highly motivated and self directed, it can
result in much creativity and productivity
Group apathy and disinterested can occur
Appropriate when problems are poorly defined and
brainstorming is needed to generate alternative solution
Cont.

• Characteristics
Permissive, with little or no control
Motivates by support when requested by the
groups/individuals
Uses upward communication between members of the
group
Disperses decision-making throughout the group
Places emphasis on the group
Does not criticize
THEORIES OF LEADERSHIP AND
MANAGEMENT

ON LEADERSHIP
• 1. THE GREAT MAN THEORY
The premise of this theory is that leaders are born not breed
Some people are born to lead whereas others are born to be lead
2. TRAIT THEORY
suggests that certain inborn or innate qualities and
characteristics make someone a leader.
These qualities might be personality factors, physical factors,
intelligence factors, and so on.
ON MANAGEMENT
1. BUREAUCRATIC THEORY/ORGANIZATIONAL THEORY OF
BUREAUCRACY
By Max Weber
bureaucracy is the basis for the systematic formation of
any organization and is designed to ensure efficiency and
economic effectiveness.
The term bureaucracy refers to a complex organization that
has multilayered systems and processes.
Cont.

• Characteristics of these organization are:

A well defined hierarchy of authority
Division of work based on specialization
Highly specific rules governing duties (job description)
Detailed procedure for dealing responsibilities
Interpersonal relationship
Selection for employment and promotion is on the basis of
technical competence
Cont.

HENRI FAYOL’S 14 PRINCIPLES OF MANAGEMENT

father of modern management theory
He introduced a general theory that can be applied to all
levels of management and every department.
14 PRINCIPLES OF MANAGEMENT
1. Division of work
2. Authority and responsibility
3. discipline
Cont.

4. Subordination of individual interest to general interest

5. Remuneration of personnel
6. Centralization/ Decentralization
7. Scalar of chain
8. Order
9. Equity
10. Initiative
Cont.

• 11. Stability of tenure of personnel

• 12. Unity of command
• 13. Unity of direction
• 14. Esprit de corps
• MOTIVATIONAL THEORY/ THEORY OF X AND Y
By Doughlas Mc Gregor
According to him, the traditional manager of bureaucratic
organization separates on a set of assumption about
human nature
Cont.

Theory of X Assumption
An average individual has an inner dislike for work and will
avoid it whenever possible
They prefer to be directed, hopes to avoid responsibility
and they are more interested in financial incentives rather
than in personal achievement
They must be controlled, threatened and coerced to work
in the achievement of the organizational goal
Autocratic management is applied
Cont.

Theory of Y Assumption
Reflected a more accurate assessment of human nature
and would encourage workers to develop their potentials
Expenditure of physical and mental effort in work is as
natural as rest or play
Will exercise self control and self direction in the service of
objectives to which he is personally committed
Learns under proper conditions both to seek and to accept
responsibility
Cont.

The capacity to apply imagination and creativity to the

solution of organizational problem is widely, rather than
narrowly, distributed among workers
Democratic management is appropriate

TWO FACTOR THEORY

Frederick Herzberg
Cont.

A. Hygiene Factors/ Maintenance

Salary, working conditions, status, quality of supervision,
relationship with others
Lack of these factors can lead to job dissatisfaction

B. Motivating Factors
Challenging aspects of work itself, added responsibility,
opportunities for personal growth and achievement
Cont.

• ABRAHAM MASLOW’S HEIRARCHY OF NEEDS

He described humans as wanting organism that satisfy
basic need in a specific sequence
Self-actualization Needs
Employee’s certification and
credentialing

Esteem Needs
Recognition and merit increases

Social Needs
Staff socialization, get together

Safety needs-
job security and safe working
condition

Physiologic Need
Good salary and working condition
Cont.

SCIENTIFIC MANAGEMENT THEORY

Frederick Taylor
He advocated that work should be studied scientifically to
determine the “one best way” to perform each task
Steps Towards Work Improvement
Controlled observation of the worker’s performance
through time and motion study
Scientific selection of best man/woman to perform each job
cont.

Training of selected worker to perform job task

Paying the worker according to a differential rate
Appointing a few of the most highly skilled workers to
managerial position, to planning and preparing the task of
the worker
Appointing a foreman for each aspect of the work.
THANK YOU!!!