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DIRECTING doing phase of management issuance of assignments, orders and instructionsTwo Aspects:

1. Technicalequipment, task and procedure2. Interpersonalbehavior, attitude and styles of

direction giving

The process of persuasion and example by which an individualinduces a group to pursue objectives (Gardner, 1990)

The process of empowering beliefs and teaching others to taptheir full capabilities by shifting the beliefs that have been

limiting them (Robbins, 1991)

TYPES OF LEADER

1. Formalo Officially sanctioned responsibilityo Official position in hierarchy

2. Informalo No position in hierarchyo But with leadership qualities

STYLES OF LEADERSHIP

o Lewin (1951)o White and Lippit (1960)1. Authoritarian

o Autocratico Directive or bureaucratico Centrico

Theory X (McGregor)

o No/little confidence and trust in subordinates.o Workers fear the leader.

2. Democratico Participativeo Consultativeo Theory Y (McGregor)o Radico People oriented.o Focuses on human aspects and build teamwork.o Economic and ego awards are used to motivate.

3. Laissez-faireo Permissiveo Ultraliberalo Leaves workers without direction, supervision or

coordination.

o Permissive, with little or no control at all.o Disperses decision making throughout the group.o communication between members of the group.

1. Great Mano Used until mid-1940so Trait Theoryinherent characteristics and personality

traits

o Aristotle - Some people are born to lead, whereas othersare born to be led.

INTELLIGENCE PERSONALITY ABILITIES

o Knowledgeo Judgmento Decisivenesso Oral fluency

oAdaptabilityoCreativenessoCooperativenessoAlertnessoSelf-confidenceoPersonal integrityoEmotional balance

and control

oNonconformityo Independence

oAble to enlistcooperation

o Interpersonalskills

oTactoDiplomacyoPrestigeoSocial

participation

2. Behavioralo Lewin (1951)o White and Lippit (1960)o Three main leadership styles:

1. Authoritarian2. Democratic3. Laissez-faire

3. Situational and Contingencyo Mary Parker Follet (1926)

Law of situation Integration

o Fiedler (1967) Contingency approach No one leadership style is ideal for every situation Key variables: task to be accomplished, power

associated with leaders position

o Hersey and Blanchard (1977) Based on followers maturity As people mature, leadership style becomes less task-

focused and more relationship-oriented.

o

Tannenbaum and Schimdt (1958) Primary determinants of leadership:

1. Nature of situation2. Skills of manager3. Abilities of group members

4. Interactionalo Greenleaf (1977)

Servant leadership Servant leaders put serving others as the number one

priority(employee, customers and community)

serving others (employee, customers and community)

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Ability to truly listen and understand Open mind and hear without judgment Deal with ambiguity and paradoxes Honestly share critical challenges and decision making Clear on goals and pointing the direction without being

directive

Ability to be a servant and teacher firsto William Ouchi (1981)

Theory Z Involved workers are the key to increased productivity Fitting employees to their jobs, slower promotions,

holistic concern for workers

Indirect supervision Holistic concern for employees Focuses on staff, skill

5. Transformationalo Burns (1978)

Transactional and transformational leadership

Transactional Leader Transformational Leader

Focuses on managementtasks

Caretaker Trade-offs to meet goals Shared values not identified Examines causes Contingency reward

Identifies common values Committed Inspires others with vision Has long-term vision Looks at effects Empowers others

ROLE OF MANAGERS

MANAGER LEADER

1. Appointment With assigned positions With or without

2. Power and authority Part of formal organization May or may not be a part of formal org3. Goals Have legitimate source of power Obtain power through other means4. Roles Organizational goals Goals may not reflect that of the organization5. Emphasis Have specific roles and responsibilities Have wider variety of roles6. Control/influence Emphasize control and decision making Interpersonal aspect, group process

PRINCIPLES OF MANAGEMENT

1. D ivision of work work is separated and divided accordingly

2. A uthority legitimate right to give commands and directions

3. D iscipline application of punishment in order to control actions

and behavior

4. C entralization responsibility and decision-making is centered in one

person

5. U nity of command

1 worker, 1 manager6. E quity

fair treatment to all employees7. S calar chain

line of authority8. U nity of direction

1 goal9. S pan of control

# of workers that directly report to a supervisor

10. S ubordination of individual interest to general interest organization before personal interest

11. C ommand responsibility respondaet superior

12. O rder resources must be at the right place at the right time

13. R emuneration employee should receive compensation according to

the job description

14. E sprit de corps harmony and common interest

15. S tability of tenure of personnel encourage long term-employment16. I nitiative

self motivated work17. C arrot and stick

reward and punishment18. E xception

report only abnormalities

Leader

Liaison

Figure head

Interpersonal

Monitor

Disseminator

Spokesperson

Informational

Entreprenuer

Resource allocator

Disturbance Handler

Negotiator

Decisional

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Transmission of information, opinions and intensionsbetween and among individuals.

Binds organization to ensure common understanding.

1. Downward Traditional Superior to subordinate

2. Upward Feedback Show extent to which downward

communication has been received,

accepted and implemented

3. Horizontal Lateral communication Coordination of duties and cooperation

4. Outward Deals with info that flows from the

caregivers to the patients, their families,

relatives, visitors and the community Involves how employees value their work

5. Grapevine Most informal Flow haphazardly at all levels Exaggerate but convey original intent

CONFLICT

Consequence of real or perceived differences I mutuallyexclusive goals, values, ideas, attitudes, beliefs, feelings or

actions. (Sullivan & Decker)

Is a common and importance part of the change process Change highlights differences in values, beliefs or actions

DYSFUNCTIONAL CONFLICT

Disruptive and counter productive Destroys group process, trust and other importance

functions in an organization

Challenge for nurse leaders who have to simultaneouslymanage the group creating the dysfunctional conflict and

let the group know it is not handling the situation

appropriately

TYPES OF CONFLICT1. Intrapersonal

Occurs within the individual2. Interpersonal

Occurs between many people, groups or workteams

May involve disagreement about values orphilosophy

3. Organizational

Occurs within organization, results from scarceresources, cultural differences or changes in

infrastructures

DIFFERENT METHODS TO RESOLVE CONFLICT

1. AVOIDING Consciously (by refusing to engage) or unconsciously (by

denying that a conflict exists)

Advantages:

May enable people to avoid turning minordisagreement into larger conflicts

Does not overreact to a situationDisadvantages

Could be ignoring an issue that needs to be dealt with Conflicts can sometimes escalate because they are

not being dealt with

Conflict avoiders risk being left out of the loopconcerning changes and innovations

2. ACCOMODATING Smoothing or cooperating Used when a person ignores his or her own feelings

about an issue in order to agree with other side

Advantages

Allow the parties to move on to issues that are moreimportant

One side accommodating on one issue can make theother side more willing to accommodate on another

side

Disadvantages

One side trying to get the other to give in More conflict if parties disagree about the

importance of the issues being accommodated

Parties that consistently ignore their feelings andgive in maybe less willing to accommodate in the

future

3. COMPETING One side wins the conflict and the other side lossesAdvantages

Useful when an issue is critical or time to resolve theissue is limited

Disadvantages

Losers tend to resent losing Anger and resentment increases Those on the losing side of the agreement may be

less willing to engage in future conflicts

4. COMPROMISING Each side gives up something as well as gets

something.

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This method is used when both sides have areasonable, important goal and losing is not required.

Advantages

Effective for interpersonal conflicts everybody wins something scenarioDisadvantages

Providing advantage for one side Conflict may resume if one side perceives that what it

gave up was more important than the benefit

received

5. NEGOTIATING This method is often defined as an extension of

compromising

Advantages

Useful for high stake issues Solution usually seen as formal and more permanent

than compromise

Conflict tends not to recur once the negotiations arefinished

Disadvantages

Getting to an agreement may be long and involved6. COLLABORATING

Both sides in a conflict work to develop the outcomethat is best for both sides.

Emphasis is on creative problem solving so that eachside meets its key goals

Advantages

Seeks permanent solutions that achieves the goal andobjectives of both parties

Creative Allows parties to develop new solutionsDisadvantages

May require significant resources, especially time7. CONFRONTING

Attempts to block the conflict from the start A very powerful method to bring parties together Clarifies issues and achieves an outcomeAdvantages

Prevents conflict from ever really developing Powerful and decisive, no ambiguityDisadvantages

Can create an organization climate of conflictintolerance

Does not allow the positive aspects of conflict todevelop

DEALING WITH DIFFICULT PEOPLE

1. Attackers Aggressive about stating their thought and feelings Demand others to listen

Effective nurse leader action: Address person by name Speak quietly but firmly Encourage them to sit down and talk Remain calm while listening to them Speak slowly and deliberately

2. Egoist Self-centered know it all attitude Center of attention Effective nurse leader action: Be honest and respectful of their abilities but not

intimidated

Use them as resources3. Sneaks

Use sarcasm and criticism May be dishonest Often set others up for failure Effective nurse leader action: Confront with question that address their attitudes

and behaviors

Suggest positive ways to improve behavior4. Victims or chronic complainers

Very negative world view Often act defeated, hopeless and powerless Try to get others to feel that way as well Effective nurse leader action: Encourage verbalization then ask questions on why

they feel that way

Offer resources and assistance when possible5. Negators/nay-sayers

Convinces that their way is the only way We cant do that. Weve never done it before. It

wont work.

Do not trust people in positions of authority Often try to undermine authority figures Effective nurse leader action: Requires collective approach from the whole team Encourage peers to help the negator see other

perspective

6. Approval seekers People who say yes to everything Often agree to do work, then never complete it Require a great deal of recognition and support Effective nurse leader action:

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Acknowledge their efforts Monitor work assignments and establish regular

checkpoints

Reward completed activities7. Withdrawers

Keep to themselves and avoid participating Rarely contribute to any group discussion or process May perform other task during meetings to avoid

participation

Effective nurse leader action: Directly ask for their assistance on a task Pair the withdrawer with a more active participant Actively engage unresponsive people by asking open-

minded question, directed specifically to them

Any alteration in the status quo3 STAGES OF CHANGE

1. Unfreezing2. Moving3. Refreezing

FACTORS THAT INFLUENCE CHANGE:

1. External Affects whole and top management

2. Internal Inside organization

CHANGE PROCESS

1. Perceive the need for change2. Organize a meeting

Analyze issues Identify factors State problem List strategies Develop plans for implementation Select tools for evaluation

3. Implement change one step at a time4. Evaluate overall results