2 leadership theories

8/19/2019 2 Leadership Theories

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Keys to EffectiveLeadership

and Management

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Objectives

Define leadership and management

Distinguish between leadership and

management Discuss the qualities and behaviors that

contribute to effective leadership

Discuss the qualities and behaviors thatcontribute to effective management

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Today, all nurses are managers Must deal with other staff who work with

them

Must know what motivates people Must be able to collaborate with others,

both as leaders and as members of the

team Need to be confident in their ability to be

leaders and managers


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Leadership is the ability to

influence other people

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The Definition

Leadership and

Management

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A Leadership Story:

# group of workers and their leaders are set a taskof clearing a road through a dense $ungle on aremote island to get to the coast where an estuaryprovides a perfect site for a port%

The leaders organise the labour into efficient unitsand monitor the distribution and use of capitalassets & progress is e'cellent% The leaders continueto monitor and evaluate progress, makingad$ustments along the way to ensure the progress is

maintained and efficiency increased whereverpossible%

Then, one day amidst all the hustle and bustle andactivity, one person climbs up a nearby tree% The

person surveys the scene from the top of the tree% (


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A Leadership Story:

#nd shouts down to the assembled group

below)

*+rong +ay- ./tory adapted from /tephen 0ovey .2! *The /even 3abits of 3ighly 4ffective

5eople- /imon 6 /chuster%

*Management is doing things right,leadership is doing the right things- .+arren 7ennis and 5eter Drucker

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LEADERSHIP 0ovey defined a leader as one who *enables people to

work more effectively together in a state of

interdependence-%

7ryman *influence, groups, and goal- .involves

influencing other people, usually in some type of group,

to work toward the achievement of the group9s goals %

Ma' De5ree defined it as *liberating people to do what

is required of them in the most effective and humane

way possible-%

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A nursing leader

inspires others to worktoward a goal.

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According to Covey,

*4ffective managers are ableto elicit from each employee his or her

deepest commitment, continued loyalty,

finest creativity, consistent e'cellent

productivity, and ma'imum potential

contribution toward continuous

improvement of process, product, andservice-%

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In !", #enri $ayo% defined

management as: 5lanning


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managementMit=berg .1;:; said >ayol9s lists did not really

describe what managers do))%%

They do whatever is necessary to make sure

that employees do their work and do it well%

This includes interpersonal, informational and

decisional actions%

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Are yo& ready to be a %eader or

manager'new graduates should not be given managerial

responsibility under most circumstances, they

time to develop their own clinical skills, breadthand depth of their e'perience


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(he )ifferences *et+eenLeadership and Management

Managers have formal authority to direct

the work of a given set of employees

Managers are formally responsible forthe quality and cost of that work

Neither is necessary to be a leader


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@ou do not have to be a manager to be a

leader%

Managers control aspect of the

environment such as resources, time and

money

Management positions may be assigned

with a management position, comes power

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Differences Between:

eadership

7ased on influence andshared meaning

#n informal role

#n achieved position

5art of every nurse9sresponsibility

Andependent ofmanagement

Management

7ased on authority andinfluence

# formally designated role #n assigned position

Bsually responsible for

budgets, hiring, and firing

people

Amproved by the use of

effective leadership skills

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What Makes a

Person a

eader

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Leadership

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(ypes of Leadership Sty%e

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(ypes of Leadership Sty%e A&tocratic:

A&thoritarian, )irective, Contro%%ing- Ceader makes decisions without reference to

anyone else

3igh degree of dependency on the leader 0an create demotivation and alienation

of staff

May be valuable in some types of business

where decisions need to be made quickly anddecisively

2

( L St A t t


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#ssumes individuals are motivated by e'ternal

forcesE therefore leader makes all the decisions

Fives orders

Makes decisions for the group as a whole

7ears most of the responsibility for theoutcomes

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(ypes o Lea ers p Sty e A&tocrat c:A&thoritarian, )irective,

Contro%%ing-


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(ypes of Leadership Sty%e A&tocratic:A&thoritarian, )irective, Contro%%ing-

this is an efficient way to run things,

it usually stifles creativity

may inhibit motivation, may be either punitive or benign

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(ypes of Leadership Sty%e)emocratic .articipative-

4ncourages decision makingfrom different perspectives & leadershipmay be emphasised throughoutthe organisation 0onsultativeG process of consultation before

decisions are taken

5ersuasiveG Ceader takes decision and seeks topersuade others that the decisionis correct

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May help motivation and involvement

+orkers feel ownership of the firm and itsideas

Amproves the sharing of ideas

and e'periences within the business

0an delay decision making

2!


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)emocratic .articipative- #ssumes individuals are motivated by internal forces,leader uses participation and ma$ority rule to get work

done

/hares the planning, decision making andresponsibility for the outcomes with other members of

the group


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More fle'ible and more likely to foster motivation

and creativity

osters open communication

0reates a spirit of collaboration

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(ypes of Leadership Sty%eLaisse/0$aire .ermissive, nondirective-

1%et it a%one2- HCet it be9 & the leadership responsibilities

are shared by all

0an be very useful in businesses

where creative ideas are important

0an be highly motivational,

as people have control over their working life

0an make coordination and decision making

timeconsuming and lacking in overall direction

?elies on good team work

?elies on good interpersonal relations28


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1%et it a%one2- #ssumes individuals are motivated by internal forces

and should be left alone to complete workE leader

provides no direction or facilitation

Ceader does very little planning or decision making

and fails to encourage others to participate in either

As a lack of leadership

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1%et it a%one2- Ceaves people feeling confused and frustrated

because there is no goal, no guidance, and no

direction /ome mature individuals en$oy laisse=faire

leadership because they need little guidance

3as few established policies

2;


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(ypes of Leadership Sty%e .aterna%istic

Ceader acts as a Hfather figure9

5aternalistic leader makes decision but

may consult 7elieves in the need to support staff


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.avitt s&mmed &p the difference bet+een these sty%es nice%y

a democratic leader attempts to move the

group toward its goals,

an autocratic leader attempts to move the

group toward the leader9s goals,

a laisse=faire leader makes no attempt to

move the group1


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The most effective leader is able to

balance tasks and relationships of working

together

/ome emphasi=e tasks, other relationships


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Change Leadership

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Change Leadership

The most challenging aspect of business is

leading and managing change

The business environment is sub$ect to fast

paced economic and social change

Modern business must adapt

and be fle'ible to survive

5roblems in leading change stem mainly fromhuman resource management

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Change Leadership

(

Self-esteem

Time

1. Immobilisation – as rumours of thechange circulate, theindividual feels somesense of shock andpossible disbelief –so much so that theydeem it worthy ofdoing nothing.

1

2

3

!

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2. Minimisation: $s thechange becomes clearer,people try to fit in thechange with their ownpersonal position and maytry to believe that it willnot affect them.

3. Depression: as realitybegins to dawn staff mayfeel alienated and angry,feelings of a lack of controlof events overtake peopleand they feel depressed as

they try to reconcile whatis happening with theirown personal situation.

4. Acceptance/letting go:The lowest point in self-esteem finally sees peoplestarting to accept theinevitable. %ear of thefuture is a feature of thisstage.


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Change Leadership

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Self-esteem

Time

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3

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5. Testing out:&ndividuals begin tointeract with the change,they start to ask 'uestionsto see how they mightwork with the change.

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6. Searc !or meaning: &ndividuals begin to workwith the change and seehow they might be able tomake the change work forthem – self esteem beginsto rise.

#

". Internalisation:the change isunderstood andadopted within theindividual(s ownunderstanding – theynow know how towork with it and feel arenewed sense of

confidence and selfesteem.


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Leadership

(heories

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(heories of Leadership

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Leadership (heories

Many opinions how one becomes a leader

No theory is clear provides the single best answer

to the questionG +hat makes a person a leaderJ

+e are not born to be leaders

Trait, behavioral and contingency theories

represent conventional approaches to leadership

and have provided important foundations forleadership% +e also have contemporary theories

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May depend onG Type of staff

3istory of the business 0ulture of the business

Kuality of the relationships

Nature of the changes needed

#ccepted norms within the institution

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(heories of Leadership !rait !heories

concerned +ith +hat a %eader is- 1Leaders are born, not made42 Antelligence

Anitiative 4'cellent interpersonal skills 3igh selfesteem

0reativity +illingness to take risks #bility to tolerate the consequences of

taking risks !2


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As there a set of characteristics

that determine a good leaderJ

5ersonalityJ Dominance and personal presenceJ

0harismaJ

/elf confidenceJ

#chievementJ

#bility to formulate a clear visionJ

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#re such characteristicsinherently gender biasedJ

Do such characteristics

produce good leadersJ As leadership more than

$ust bringing about changeJ Does this imply that leaders are born not bredJ

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(heories of Leadership Beha"ioural !heories

concerned +ith hat the %eader does- Amply that leaders can be trained & focus on the

way of doing things

/tructure based behavioural theories & focus on theleader instituting structures & task orientated

?elationship based behavioural theories & focus on the

development and maintenance of relationships & process

orientated

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(heories of Leadership Beha"ioural !heories

Type of Ceadership /tyle used by the person

#uthoritarian

Democratic Caisse'faire

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(heories of Leadership #ontingency $%ituational&

!heories

These theories recogni=e the

comple'ity of work situations andencourage the leader to consider

a number of factors when

deciding what action to take

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!heories

Ceadership as being more fle'ible & different

leadership styles used at different times

depending on the circumstance% /uggests leadership is not a fi'ed series of

characteristics that can be transposed into

different conte'ts

!:

(h i f L d hi


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!heories

suggest managers adapt their leadership

styles in relation to changing situations

May range from authoritarian topermissive and vary in relation to current

needs and future probabilities

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#ontemporary

!heories

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Trait, behavioral, and contingency theoriesleadership and have provided important

foundations for leadership Kuantum leadership is based on the

concept that reality is a set of relationshipse'pressed at varying and continuously

changing levels of comple'ity

0harismatic Ceadership

Transactional and transformationalCeadership

0onnective Ceadership

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(heories of Leadership #harismatic eadership

Ceadership based on valued

personal characteristics and

beliefs

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!ransformational

?ecogni=ed process as very comple' /omething was missingG ?ecogni=ed inspiration and vision as

outstanding features 5eople need a sense of mission that goes

beyond good interpersonal relationships

or the appropriate reward for a $ob welldone

Foals should become fused, creating

unity, wholeness, and a collective purpose"


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(heories of Leadership !ransformational

+idespread changes

to a business or organisation

?equiresG Cong term strategic planning

0lear ob$ectives

0lear vision

Ceading by e'ample & walk the walk

4fficiency of systems and processes

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(heories of Leadership !ransactional !heories

# leadership style based on principles of

social e'change theory in which social

interaction between leaders and followers is

essentially economic and success is

achieved when needs are met, loyalty is

enhanced, and work performance is

enhanced

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(heories of Leadership !ransactional !heories

>ocus on the management of the organisation

>ocus on procedures and efficiency

>ocus on working to rules and contracts

Managing current issues and problems

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(heories of Leadership #onnecti"e !heories

# leadership style that values collaboration

and teamworkE

interpersonal skills are used to promotecollegiality in achieving organi=ational goals

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(heories of Leadership 'n"itational !heories

Amproving the atmosphere and message sent out by theorganisation

>ocus on reducing negative messagessent out through the everyday actions of the businessboth e'ternally and, crucially, internally

?eview internal processes to reduce these 7uild relationships and sense of belonging and identity

with the organisation &that gets communicated to customers, etc%

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(ualities of )ffecti"eLeaders

Antegrity

0ourage

Anitiative

4nergy


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(ualities of )ffecti"e

Leaders Integrity.

Integrity is e5pected of hea%thcare professiona%s4 O&rc%ients, co%%eag&es, and emp%oyers a%% e5pect n&rses

to be honest, %a+0abiding, and tr&st+orthy4Adherence to both a code of persona% ethics and acode of professiona% ethics see the American 6&rsesAssociation Code for 6&rses in Appendi5 - is

e5pected of every n&rse4 7o&%d0be %eaders +ho donot e5hibit these characteristics cannot e5pect themof their fo%%o+ers either4

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Courage. /ometimes, being a leader meanstaking some risks%

Initiative. Food ideas are not enough% Tobe a leader, you must act on those goodideas% This requires initiative on your part%

Energy. Ceadership also requires energy%

7oth leadership and management are hardbut satisfying work that requires effort onyour part%


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Optimism. 7hen the +or8 is diffic&%t and onecrisis seems to fo%%o+ another in rapid s&ccession,it is easy to become disco&raged4 #o+ever, it is

important not to %et disco&ragement 8eep yo& andyo&r co+or8ers from see8ing +ays to reso%ve yo&rdiffic&%ties4 In fact, the abi%ity to see a prob%em asan opport&nity is part of the optimism that ma8es a

person an effective %eader4 Li8e energy, optimismis 1catching42 An optimistic %eader can remotivatea disco&raged gro&p4 #o%man !!9- ca%%s this being a +inner instead of a +hiner

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Winner or WhinerWhich Are!o"#

A winner says . . . A whiner says . . .

+e have a real challenge

here%

This is really a problem%

A9ll give it my best% Do A have toJ

That9s great That9s nice, A guess%

+e can do it% Ampossible% At can9t be

@es done%

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L Perseverance. 5erseverance is a closely

related characteristic of effective leaders%

4ffective leaders do not give up easily%

Anstead, they persevere, continuing their

efforts when others are tempted to give up

the struggle% This perseverance often pays

off%

(!

( liti f )ff ti


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L $alance. In o&r effort to become the best n&rses +ecan be, +e may forget that other aspects of %ife aree&a%%y important4 As important as o&r c%ients andco%%eag&es are to &s, fami%y and friends are importanttoo4 A%tho&gh schoo% and +or8 are meaningf&%activities, c&%t&ra%, socia%, recreationa%, and spirit&a%activities a%so have meaning4 (he most effective%eaders have fo&nd a ba%ance bet+een +or8 and p%ay intheir %ives4

; Abilit% to Handle Stress& (here is some stressin a%most every job4 Coping +ith stress in as positiveand hea%thy a manner as possib%e he%ps yo& conserveyo&r energy and be a mode% for others4

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*ehaviors of Effective Leaders

As mentioned ear%ier, %eadership re&ires

action4 (he effective %eader not on%y ta8es

action b&t a%so chooses the action caref&%%y4

Important %eadership behaviors inc%&de thin8ing

critica%%y, so%ving prob%ems, respecting peop%e,

comm&nicating s8i%%f&%%y, setting specific goa%s

and comm&nicating a vision for the f&t&re, anddeve%oping onese%f and others

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*ehaviors of Effective Leaders0ritical thinking

is ref%ective, reasoned ana%ysis that foc&ses onthin8ing before deciding +hat to be%ieve or doMi%%er < Ma%co%m, !!=-4 (he essence of critica%

thin8ing is &estioning and ana%y/ing ideas,s&ggestions, habits, ro&tines, common practices,and po%icies before deciding to accept or rejectthem4 (o avoid fa%%ing prey to the ass&mptions and

biases of onese%f and others, as8 yo&rse%ffre&ent%y, 17hy do I be%ieve that 4 4 4'2 >%rich <?%endon, !!!-4

(:


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?especting the Andividual%

A%tho&gh +e a%% have m&ch in common as thin8ing,fee%ing h&man beings, each of &s has different +ants

and needs and has had different %ife e5periences4 $ore5amp%e, some peop%e rea%%y va%&e the psycho%ogica%re+ards of he%ping others, and other peop%e are moreconcerned abo&t earning a decent sa%ary4 (here is

nothing +rong +ith either of these points of vie+@ theyare simp%y different4 (he effective %eader recogni/esthese differences in peop%e and he%ps them find there+ards in their +or8 that mean the most to them4

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Cistening to


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*ehaviors of Effective Leaders — Enco&raging the E5change of Information4 Many

mis&nderstandings and mista8es occ&r beca&se peop%e fai%ed to

share eno&gh information +ith each other4 (he %eaders ro%e is toma8e s&re that the channe%s of comm&nication remain open and that peop%e &se them4

B.roviding $eedbac84 Everyone needs some information abo&t the

effectiveness of his or her performance4 $re&ent feedbac8, both positive and negative, is needed so that peop%e can contin&a%%yimprove their performance4 Some n&rse %eaders find it diffic&%t togive negative feedbac8, fearing that they +i%% &pset the other person4#o+ e%se can a person 8no+ +here improvement is needed'

6egative feedbac8 can be given in a manner that is neither h&rtf&%

nor resented by the individ&a% receiving it4 In fact, it is oftenappreciated4 Other n&rse %eaders forget to give positive feedbac8,ass&ming that co+or8ers +i%% 8no+ +hen they are doing a good job4(his is a mista8e@ everyone appreciates positive feedbac84 In fact,for some peop%e, it is the most important re+ard they get from their

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*ehaviors of Effective Leaders /etting /pecific Foals and

0ommunicating a Iision for the >uture% ust as each one of us is unique in terms of our e'periences,

needs, and wants, we are also likely to have unique goals forourselves% #n important leadership task is to find the commonthread in all of those goals and to help the group reach a

consensus about its goals% This may require considerable discussion before it is

achieved% The effective leader also has a vision for the future%

0ommunicating this vision to the group and involvingeveryone in working toward that vision create the inspirationthat keeps people going when things become difficult% 4venbetter, involving people in creating the vision is not only moresatisfying for employees but also has the potential for themost creative and innovative outcomes .erfott, 2% At isthis vision that helps make our work meaningful%

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Developing


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4ffective leaders not only continue to learnbut also encourage others to do the same%/ometimes leaders function as teachers% #t

other times, their role is primarily toencourage and guide others to seek moreknowledge%


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$actors Affecting Sty%e

Ceadership style may be dependenton various factorsG ?isk decision making and change initiatives

based on degree of risk involved

Type of business & creative businessor supply drivenJ

3ow important change is &

change for change9s sakeJ


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What Makes aPerson a

Manager

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7hat Ma8es a .erson a Manager'


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A%tho&gh there are many management theories,it is most important to be fami%iar +ith the t+o

major b&t opposing schoo%s of tho&ght in

management: the h"man relations approach to

management and scientific management4 As

yo& +i%% see, one emphasi/es the re%ationship

aspects of managing peop%e, and the other

emphasi/es the tas' aspects of management

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Scientific Management

>rederick Taylor believed that most $obscould be done more efficiently if they werethoroughly analy=ed and that most

workers could work more efficiently givena properly designed tasks and sufficientincentive to get the work done

The nurse manage would keep recordson work done

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The work itself was also analy=ed to improve

efficiency% An health care, for e'ample, there has

been a lot of discussion about the time it takes to

bring patients to 'ray or therapy versus bringingthe 'ray or therapist to the patient% The current

emphasis on eliminating e'cess staff and

increasing the productivity of remaining

employees is based on the same kind of thinking%

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Nurse managers who use the principles ofscientific management emphasi=e the taskaspects of providing health care% They pay

particular attention to the type of treatments andprocedures done on the unit, the equipmentneeded to provide this care efficiently, andstrategies that would facilitate efficientaccomplishment of these tasks% These nurse

managers keep careful records of the amount ofwork accomplished and reward those whoaccomplish the most%

:

H"man Relations Oriented


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H"man Relations(Oriented)anagement

McFregor9s O,

@ Theory

keeping employee morale and

motivation as high as possible,

assuming that satisfied,

motivated employees will do thebest work

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H"man Relations(Oriented) t


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)anagement Mc?regors (heory -

Most people do not want to work very hard

and the manager9s $ob is to see that they do

work hard

4mployees need strict rules, constant

supervision, and the threat of punishment

.in the form of reprimands, withheld raises,

and threats fo $ob loss to make themcareful, conscientious workers

:"

H R l ti O i t d


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H"man Relations(Oriented)anagement

Mc?regors (heory D- Managers believe the work itself can be

motivating and people will work hard if their

managers provide an atmosphere in whichthey are supported and encouraged to do

so

4mphasi=es guidance rather than control,development rather than close supervision,

and reward rather than punishment

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X +ork is something to beavoided

The work itself can bemotivating

5eople want to do aslittle as possible

5eople really want to dotheir $ob well

Bse controlsupervision

punishment

Bse guidance

development reward

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* liti f A Eff ti


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*"alities of An Effective

)anagerThe effective nurse manager possesses acombination of qualitiesG

Ceadership

0linical 4'pertise

7usiness /ense

None of these alone is enoughE it is the

combination that prepares an individual for thecomple' task of managing a group or team of

healthcare providers%

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* liti f A Eff ti )


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*"alities of An Effective )anager

Leadership. A%% of the peop%e s8i%%s of the %eader are essentia% to

the effective manager4 (hey are the core s8i%%s neededto f&nction as a manager4

Clinical Expertise. It is very diffic&%t to either he%p others deve%op their

s8i%%s or eva%&ate ho+ +e%% they have done this +itho&t

possessing c%inica% e5pertise onese%f4 It probab%y is notnecessary or even possib%e- to 8no+ everything everyother professiona% on the team 8no+s, b&t it isimportant to be ab%e to assess the effectiveness of their+or8 in terms of patient o&tcomes4

;

* liti f A Eff ti )


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*"alities of An Effective )anager

L

Business Sense.

Nurse managers also need to be concerned with

the *bottom line,- that is, with the cost of providing

the care that is given, especially in comparison

with the benefit received from that care% An otherwords, nurse managers need to be able to

analy=e how much is spent to provide a given

amount of client care and how effective that client

care has been% This is a very comple' task andrequires knowledge of budgeting, staffing, and

measurement of patient outcomes

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$ehaviors of AnEffective )anager

Mint=berg .1;:; divides the manager9s activitiesinto three categories

Anterpersonal

AnformationalDecisional

;

$ h i f A Eff ti )


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$ehaviors of An Effective )anager

epresenting emp%oyees

epresenting the organi/ation

)issemination

6et+or8ing

Conf%ict negotiation and reso%&tion

Emp%oyee deve%opment

e+ards and p&nishment

Emp%oyee eva%&ation

eso&rce a%%ocation

.%anning

Fob ana%ysis and redesign

Anformational

Anterpersonal

Decisional

;!

$ h i f A Eff i )


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$ehaviors of An Effective )anager

The interpersonal area is one in which

leaders and managers have similar

responsibilities% 3owever, the manager has

some additional responsibilities that are

seldom given to leaders% The following are

additional interpersonal skills that nurse

managers needG

;"

Beha"iors of An )ffecti"e


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Beha"iors of An )ffecti"eManager 'nterpersonal

Networking .The position of nurse managers inthe hierarchy provides them with manyopportunities to develop positive working

relationships with other disciplines, departments,and units within the organi=ation

0onflict Negotiation and resolution .Managers

often find themselves occupied with resolvingconflicts between employees, between clients andstaff members, and between staff members andadministration

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Beha"iors of An )ffecti"e


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Beha"iors of An )ffecti"eManager 'nterpersonal

4mployee Development .5roviding for the

continuing learning and upgrading of the skills of

employees is a managerial responsibility that

overlaps with managers9 informationalresponsibilities

?ewards and 5unishments .Managers are in a

position to provide both tangible .e%g%, salary

increases, time off and intangible .e%g%, praise,

recognition rewards as well as punishments

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Beha"iors of An )ffecti"e Manager


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g'nformational

Spokesperson. Managers often spea8 for administration +henre%aying information to their staff members4 Li8e+ise,they often spea8 for staff members +hen re%ayinginformation to administration4 In addition, they

fre&ent%y represent their +or8 gro&p or department atvario&s meetings and disc&ssions4

Monitoring . 6&rse managers monitor the activities of their&nits or +or8 gro&ps4 (his may inc%&de the n&mber of

c%ients seen, average %ength of stay, infection rates, andso forth4 (hey a%so monitor the staff e4g4, absentee rates,tardiness, &nprod&ctive time- and the b&dget e4g4, moneyspent, money %eft to spend in comparison +ith moneyneeded to operate the &nit-4

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g'nformational

Dissemination. 6&rse managers share information +iththeir c%ients, staff members, and emp%oyers4 (hisinformation may be re%ated to the res&%ts of theirmonitoring efforts, ne+ deve%opments in hea%th care,

po%icy changes, and so forth4 As yo& can see, n&rsemanagers have very comp%e5, responsib%e positions+ithin hea%thcare organi/ations4 Ineffective managersmay do harm to their emp%oyees and to theorgani/ation, b&t effective managers can he%p their

staff members gro+ and deve%op as hea%thcare professiona%s +hi%e providing the highest &a%ity careto their c%ients4

;;

Beha"iors of An )ffecti"e ManagerDecisional


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Decisional

Emplo%ee Eval"ation4 Managers are responsib%efor cond&cting forma% performance appraisa%sof their staff members4

Reso"rce Allocation4 In decentra%i/ed

organi/ations, n&rse managers are often given aset amo&nt of money for r&nning their &nits ordepartments and m&st a%%ocate these reso&rces+ise%y, especia%%y +hen they are very %imited4

Hiring and +iring Emplo%ees4 Most n&rsemanagers participate in or carry o&t themse%vesthe hiring and firing for their &nits or departments4

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Beha"iors of An )ffecti"e ManagerDecisional

Planning for the +"t"re& Even tho&gh the day0to0day

operation of most &nits is a s&fficient%y comp%e5 and

time0cons&ming responsibi%ity, n&rse managers m&st

a%so %oo8 for+ard and prepare themse%ves and their

&nits for f&t&re changes in b&dgets, organi/ationa% priorities, and patient pop&%ations4

,ob Anal%sis and Redesign4 In a time of e5treme cost

conscio&sness, n&rse managers are fre&ent%y being ca%%ed

on to ana%y/e and redesign the +or8 of their &nits or

departments to ma8e them as efficient and cost effective

as possib%e4

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Thinking criticall is something an


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Thinking critically is something an

effective leader uses

The essence of critical thinking is

questioning and analy=ing

The effective leader influences others

successfully

# leadermanager is both a leader and a

manager

# leader may be an informal position

# manager has a formal position

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4ffective leadership isdefined as the

accomplishment of the

goals shared by leaders

and followers))%inspiring

commitment

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4ffective managers should be

leaders

4very registered nurse needs leadership

skills to be effective as a practitioner and

colleague

2 leadership theories

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