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Leadership and Management
Nursing Roles
Can’t Catch The Cat Coz Catwoman Loves Me, Run Cat Cat!”
Care GiverCommunicator
Teacher Councilor Client’s Advocate Change Agent Leader Manager Researcher Case Manager Collaborator
facts…• a gap exist between the growing demand of a
rising population for the delivery of quality and cost effective patient healthcare and the lack of a strong nursing leadership
• Leadership and management get things done right
…. NURSING PROFESSION NEED LEADERS!!!
CONCEPTUAL PARADIGM
GOAL
Resource7 M’s
Management Process
Theories & Principles
Effective & Efficient
Leadership
GOAL– The desired aim toward which one is willing to work– the heart of leading and managing is the attainment
of a goal– Stated in general terms and covers broad areasType: (user of the goal) (time or duration)a. Individual a. short termb. Group b. long termc. Organizational
7 M’sMoneyMenMachinesMaterialsMethodsMomentMANAGERS
LMR
juris
A Leader is;
a. Take the initiative to lead & Organize and staff
b. Emphasize tactics, structure, systems as well as Align people with direction
c. Inspire people to change and Avoid risksd. Takes risks
MANAGER LEADERAre given the position Take the initiative to
leadOrganize and staff Align people with
directionEmphasize tactics,
structure and systemsEmphasize philosophy, core value and shared
goalsFocus on the present Focus on the future
Avoid risks Takes risksMotivate people to
comply with standardsInspire people to
change
Operate WITHIN organizational rules, regulations, policies
and procedures
Operate OUTSIDE of organizational rules, regulations, policies
and procedures
Remember the terms..
Management and Leadership refers to the functions & relationship
Managers and Leaders refers to the actor or agents of leadership and
management
“managers do things right… …leaders do the right thing”
Leadership
- is a learned behavior involving influence and role modeling
- an ability to move other people to act
- leaving a mark
Attributes of a good leader:
1. Self awareness 2. Self confidence 3. Advocacy 4. Accountability
L.E.A.D.E.R.
L - ead E – nthusiatic A – ssertive D – edicated E – fficient R – esponsive
DIMENSIONS OF LEADERSHIP
LEADER FOLLOWER SITUATION
FOLLOWER• Not a passive component• A good follower leads himself• Maintain independence while
respecting the leaders authorityType:
1. Alienated 2. Sheep 3. Yes People 4. Survivors
FOLLOWER
• Qualities :1. Self Management2. Commitment3. Competence & Focus4. Courage
Elements of Leadership
1. Vision2. Influence3. Power4. ARA
Influence• Ability to obtain followers• A skill that can be developedType:
a. Assertivenessb. Ingratiationc. Rationalityd. Blockinge. Coalitionf. Sanctiong. Exchangeh. Upward Appeal
POWER
Communication
InfluenceRecognition
POWER
Capacity of “A” to influenceThe behavior of “B” so that
“B” does things he/she wouldNot otherwise do
A BINFLUENCE BEHAVIOR
Different forms of Power
coercive reward
legitimate expert
referent
Types of power• Reward
- needs follower to believe leader will reward them.- incentive
• Coercive- needs follower to believe leader will punish them.- punishment
• Legitimate- needs follower to believe leader has right to instruct them.
• Referent - need follower to believe leader has desirable qualities. - charisma
• Expert - need follower to believe leader is an expert.- expertise
• Information
- Well informed and up to date
ARA
A – Authority , the right to decide
R – Responsibility, ability to respond
A – Accountability, ability to account
Forms of Authority
1. Line Authority – direct authority from supervisor to subordinate
a. Chain of Commandb. Unity of Commandc. Spann of Control
2. Staff Authority – authority based on expertise - no authority to make final decision
3. Team Authority – granted to committees or work team - empowered to plan and organize work
Different leadership styles:
1. Autocratic -leaders exert
total control over members
2.Democratic/ Participative -leader shares
control with group members
3. Laissez-faire/ Permissive/ ultraliberal
-leader relinquishes
control to group members.
4.Contingency Model (Fred
Fiedler, 1967)
-this model highlights the need for flexibility
Multi critic/ Situational/ Contingency
-leader utilizes varying styles depending on the situation.
Multi critic/ Situational/ Contingency
-leader utilizes varying styles depending on the situation
- should be complementary to manager’s style, expectations & characteristics of workers
-how to accomplish? “Aligning closely the forces in the manager, worker & situation”
Consultative Leadership
- focuses on using the skills, experiences, and ideas of others
- leader: retains the final decision-making power (veto power)
- involved others in decision making
Bureaucratic Leadership Style
manages “by the book”
All must be done according to procedures
“more of a police enforcer than a leader”
Influence• Ability to obtain followers• A skill that can be developedType:
a. Assertivenessb. Ingratiationc. Rationalityd. Blockinge. Coalitionf. Sanctiong. Exchangeh. Upward Appeal
POWER
Communication
InfluenceRecognition
Different Types of Leadership theories:
Trait Theories
GREAT MAN THEORY
leaders are born not made.
TRAIT THEORY
believes that a leader must possess certain traits to be effective.
Individual Character Theories
- taller - attractive - self reliant - creative
Napoleon Complex
CHARISMATIC THEORY
arousing strong feelings of loyalty and enthusiasm.
Behavioral Theories
9.BEHAVIORAL THEORY
follow what the leader does.
The Field Theory of Human Behavior Kurt Lewin (1890 –m 1947)
• Proposes that workers behavior is influenced by interactions between personality, the structure of primary work group and socio technical climate of the workplace
• First to categorize leaders according to;1. Authoritarian2. Democratic3. Laissez-faire
• Element:1. Self perception2. environment
CHANGING PEOPLE’S BEHAVIOR
UNFREEZING Knowledge: Individual is introduced to change and begin to comprehend
REFREEZING Confirmation : looks for confirmation that
the choice was right
Renis Likert• TheoryAns : Four System of Management
• What to Remember?Ans: Exploitive authoritative system
Benevolent authoritative system Consultative system Participative (group) system
Robert Blake & Jane Mouton (1987)
• TheoryAns : Managerial Grid• What to Remember?Ans: CIOTaQuoPa
COUNTRY CLUB (1,9)IMPOVERISH (1,1)OPPORTUNISTIC (exploit and manipulate)TEAM MANAGEMENT (9,9)AUTHORITARIAN (9,1)status QUO (5,5)PATERNALISTIC (prescribe and guide)
Managerial Grid
Case Analysis 11. Nurse Ginalyn who just finish her job orientation, is
working with a patient for whom a surgical consult has been written. The unit clerk and long time nurse on the unit remarked that Dr. Reyes, the Physician doing the surgical consultation, should be named Dr. Reyes of the jungle because he often humiliates new nurse to try to put them in their place. He yells at them even at the tiniest mistake. Based on previous reports by other nurses on the unit, Ginalyn knows Dr. Reyes has the reputation of being demeaning and inappropriately demanding when on the unit and ask to see the nurse who did the surgical admission sheet. What would you do if you were Ginalyn? How would you approach Dr. Reyes? Use youre new found knowledge and concepts.
Case Analysis 2
2. A nurse is making rounds on her new postoperative kidney transplant patient. As she enters the room, the patient begins to bleed from his side incision. The nurse applies direct pressure with one hand and calls for assistance. Help arrives and the patient is taken to surgery with the nurse still maintaining pressure on the bleeding site. The patient lives and goes home a few days later. What leadership characteristics does this nurse demonstrate? Why is leadership important at all levels throughout a health care organization? How can a nurse develop this type of leadership skill?
Home work
• Create your own leadership definition using LEADER as pneumonic
• Make your own leadership elements • Among the leadership style
presented chose your leadership style and discuss why.
L.E.A.D.E.R.
L - ead E – nthusiatic A – ssertive D – edicated E – fficient R – esponsive
Elements of Leadership
1. Vision2. Influence3. Power4. ARA
end