guiding frameworks for leadership & management class 7 october 28, 2009 judith anne shaw, ph.d.,...
TRANSCRIPT
![Page 1: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/1.jpg)
GUIDING GUIDING FRAMEWORKS FOR FRAMEWORKS FOR
LEADERSHIP & LEADERSHIP & MANAGEMENTMANAGEMENT
Class 7Class 7
October 28, 2009October 28, 2009Judith Anne Shaw, Ph.D., R.N.Judith Anne Shaw, Ph.D., R.N.
![Page 2: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/2.jpg)
Class 7 Class 7 OverviewOverview
I) Understanding OrganizationsI) Understanding Organizations
II) Change ProcessII) Change Process
III) Nursing Leadership for TodayIII) Nursing Leadership for Today
![Page 3: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/3.jpg)
Elements of An Elements of An OrganizationOrganization
TheoriesTheories
ChangeChange
StructureStructure
CultureCulture
![Page 4: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/4.jpg)
Relevant Organizational Relevant Organizational Theories Theories
Two Schools of ThoughtTwo Schools of Thought
TraditionalTraditional
ContemporaryContemporary
![Page 5: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/5.jpg)
Traditional TheoriesTraditional Theories
ClassicalClassical
HumanisticHumanistic
SystemsSystems
ContingencyContingency
![Page 6: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/6.jpg)
Contemporary TheoriesContemporary Theories
Complexity Science Complexity Science
(Chaos and Quantum)(Chaos and Quantum)
![Page 7: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/7.jpg)
Remember…Remember…
The worldviewThe worldview
when when
the theory was developedthe theory was developed
![Page 8: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/8.jpg)
Classic TheoryClassic Theory
Prevalent 1900’sPrevalent 1900’s
Focus: structure of the formal Focus: structure of the formal organizationorganization
Aim: to boost efficiency and productivityAim: to boost efficiency and productivity
![Page 9: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/9.jpg)
Classic TheoryClassic Theory
TheoristsTheorists Fredrick TaylorFredrick Taylor
Frank and Lillian GIlbreathFrank and Lillian GIlbreath
Henri FayolHenri Fayol
![Page 10: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/10.jpg)
Classic TheoryClassic Theory
Four Elements Four Elements Division and Specification of LabourDivision and Specification of Labour
Unity of CommandUnity of Command
Organizational StructureOrganizational Structure
Span of ControlSpan of Control
![Page 11: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/11.jpg)
Classic TheoryClassic Theory
Division of LabourDivision of Labour
Specific parts of work assigned to be Specific parts of work assigned to be completed by different individuals completed by different individuals
![Page 12: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/12.jpg)
Frederick Winslow TaylorFrederick Winslow Taylor(1856-1915)(1856-1915)
father of scientific managementfather of scientific management
detailed principles on increasing the detailed principles on increasing the productivity of workers in the Midvale Steel productivity of workers in the Midvale Steel Works Plant in Pennsylvania (1911)Works Plant in Pennsylvania (1911)
![Page 13: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/13.jpg)
Principles:Principles: Increase Productivity in the Increase Productivity in the
WorkplaceWorkplace
1.1. Develop a science for each individual’s Develop a science for each individual’s workwork
2.2. Improve production efficiency through Improve production efficiency through work studies, tools, and economic work studies, tools, and economic incentivesincentives
![Page 14: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/14.jpg)
Principles:Principles: Increase Productivity in the Increase Productivity in the
WorkplaceWorkplace
3.3. Ensure scientific selection, training, and Ensure scientific selection, training, and development of the workersdevelopment of the workers
4.4. Divide work and responsibilities Divide work and responsibilities between management and workersbetween management and workers
![Page 15: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/15.jpg)
CHALLENGECHALLENGE
Provide a Health Care example of Provide a Health Care example of worker’s accurate and efficient worker’s accurate and efficient
production. production.
![Page 16: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/16.jpg)
Classic TheoryClassic Theory
Unity of Command Unity of Command
(AKA Unity of Direction)(AKA Unity of Direction)
Authority- the right of one person to give ordersAuthority- the right of one person to give orders
fulfill objectives or perform certain functionsfulfill objectives or perform certain functions
report to one supervisor ranked immediately above the report to one supervisor ranked immediately above the employeeemployee
![Page 17: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/17.jpg)
CHALLENGECHALLENGE
Provide a Health Care example ofProvide a Health Care example of
Unity of DirectionUnity of Direction
System TheorySystem Theory
![Page 18: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/18.jpg)
Classic TheoryClassic Theory
Organizational StructureOrganizational Structure
How a group is formedHow a group is formed
Line of CommandLine of Command
![Page 19: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/19.jpg)
ORGANIZAITONAL ORGANIZAITONAL STRUCTURESTRUCTURE
In your own words, describe In your own words, describe organizational structure.organizational structure.
![Page 20: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/20.jpg)
Metaphors for Metaphors for Organizational StructuresOrganizational Structures
Traditional Hierarchical Structure:Traditional Hierarchical Structure:
Ladder, Steps, or Certain DynamicsLadder, Steps, or Certain Dynamics
![Page 21: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/21.jpg)
Max Weber Max Weber (1846-1920)(1846-1920)
“Ideal Democracy”“Ideal Democracy”
impersonality would be optimal andimpersonality would be optimal and
would remove favoritismwould remove favoritism
what makes people respond towhat makes people respond to
authorityauthority
![Page 22: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/22.jpg)
““ideal democracy”ideal democracy”
Impersonal,Impersonal, EmployeesEmployees
rational, rational, treated fairlytreated fairly
regulated regulated work environmentwork environment Organization Organization
reach reach objectivesobjectives
![Page 23: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/23.jpg)
““ideal democracy”ideal democracy”
… … only through concentratedonly through concentrated
PPower in the hands of a few ower in the hands of a few people in a hierarchical structure people in a hierarchical structure can an organization be managed can an organization be managed effectively…effectively…
![Page 24: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/24.jpg)
TraditionalTraditional Hierarchical Structure Hierarchical Structure
Rankings of employees from top to Rankings of employees from top to bottombottom
Few persons at the top, many persons Few persons at the top, many persons at the bottomat the bottom
![Page 25: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/25.jpg)
TraditionalTraditional Hierarchical Structure Hierarchical Structure
Top persons have authority, delegate to Top persons have authority, delegate to persons below themselvespersons below themselves
Need persons at both top and bottomNeed persons at both top and bottom
![Page 26: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/26.jpg)
TraditionalTraditional Hierarchical Structure Hierarchical Structure
Consider as steps or Consider as steps or rungs on a ladder: rungs on a ladder:
(top to bottom)(top to bottom)
![Page 27: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/27.jpg)
Traditional Traditional Hierarchical StructureHierarchical Structure
CEO, Administrators,CEO, Administrators,
Managers,Managers,
Staff Nurses,Staff Nurses,
Technicians,Technicians,
Aides,Aides,
Housekeeping, Housekeeping,
Maintenance Maintenance
![Page 28: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/28.jpg)
““ideal democracy”ideal democracy”
Advantage:Advantage:
- assure the overall success of an - assure the overall success of an
organizationorganization
Disadvantage:Disadvantage:
- remove autonomy from the individual- remove autonomy from the individual
![Page 29: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/29.jpg)
Classic TheoryClassic Theory
Span of ControlSpan of Control
Number of employees a manager can effectively Number of employees a manager can effectively and efficiently supervise.and efficiently supervise.
![Page 30: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/30.jpg)
Span of ControlSpan of Control
Henri Fayol (1841-1925)Henri Fayol (1841-1925)
- developed strategies in the mining- developed strategies in the mining
industryindustry
- managers perform five basic functions- managers perform five basic functions
![Page 31: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/31.jpg)
Manager’sManager’sFive Basic FunctionsFive Basic Functions
PlanningPlanning
OrganizingOrganizing
CommandingCommanding
CoordinatingCoordinating
ControllingControlling
![Page 32: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/32.jpg)
Span of ControlSpan of Control
Larger the Larger the Less potentialLess potential
SpanSpan for Coordinationfor Coordination
by Directby Direct
SupervisionSupervision
![Page 33: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/33.jpg)
Humanistic TheoryHumanistic Theory
Time Period: 1930’s-present dayTime Period: 1930’s-present day
Focus: Human RelationsFocus: Human Relations
Aim: Workers as social beingsAim: Workers as social beings
![Page 34: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/34.jpg)
Human RelationsHuman Relations(Behavioral Movement)(Behavioral Movement) Clinical psychologists, Harvard Business Clinical psychologists, Harvard Business
School School (Elton Mayo, Fritz Roethlisberger, and (Elton Mayo, Fritz Roethlisberger, and William J. Dickson)William J. Dickson)
Studies conducted at the Hawthorne plant of the Studies conducted at the Hawthorne plant of the Western Electric Company, outside Chicago (1927-Western Electric Company, outside Chicago (1927-1932)1932)
““Hawthorne Effect”Hawthorne Effect”
![Page 35: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/35.jpg)
Human RelationsHuman Relations(Behavioral Movement)(Behavioral Movement)
Workers recognized as social beingsWorkers recognized as social beings
When managers behave towards When managers behave towards workers in ways that elicit their workers in ways that elicit their cooperation, productivity may increase.cooperation, productivity may increase.
![Page 36: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/36.jpg)
HumanisticHumanistic (Motivation) Theories (Motivation) Theories
Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs
Herzberg’s Two-Factor TheoryHerzberg’s Two-Factor Theory
McGregor’s Theory X and Theory YMcGregor’s Theory X and Theory Y
Quchi’s Theory ZQuchi’s Theory Z
![Page 37: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/37.jpg)
Humanistic/Humanistic/Motivation TheoriesMotivation Theories
The individual is a source of motivation. The individual is a source of motivation.
Worker output is greaterWorker output is greater
when the workerwhen the worker
is treated humanistically.is treated humanistically.
![Page 38: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/38.jpg)
ExplainExplain
In your own words, explainIn your own words, explain
Maslow’ Hierarchy of Needs Maslow’ Hierarchy of Needs TheoryTheory
![Page 39: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/39.jpg)
Herzberg’s Two-Factor Herzberg’s Two-Factor Theory of MotivationTheory of Motivation
Motivational Factors= job satisfiers Motivational Factors= job satisfiers (intrinsic)(intrinsic)
Hygiene Factors = Hygiene Factors = job dissatisfactionjob dissatisfaction(extrinsic)(extrinsic)
![Page 40: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/40.jpg)
Motivational FactorsMotivational FactorsIntrinsicIntrinsic
-achievement, recognition, work itself, -achievement, recognition, work itself, responsibility, and advancementresponsibility, and advancement
When present- people are motivated andWhen present- people are motivated andsatisfied with their jobsatisfied with their job
When absent- people have a neutral attitudeWhen absent- people have a neutral attitude about their organizationabout their organization
![Page 41: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/41.jpg)
Maintenance or Hygiene Maintenance or Hygiene FactorsFactors
ExtrinsicExtrinsic- organizational policy, administration, - organizational policy, administration, quality of supervision, salary, inter-quality of supervision, salary, inter-personal relations with co-workers, job personal relations with co-workers, job security, working conditions, and statussecurity, working conditions, and status
Must be maintained to avoid job Must be maintained to avoid job dissatisfactiondissatisfaction
![Page 42: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/42.jpg)
McGregor’s McGregor’s Theory X and Theory YTheory X and Theory Y
Attitudes about the nature of people Attitudes about the nature of people
Theory X: negative assumptions about Theory X: negative assumptions about
human nature and managerialhuman nature and managerial
responsibilitiesresponsibilities
Theory Y: a natural desire to workTheory Y: a natural desire to work
![Page 43: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/43.jpg)
MANAGEMENT THEORIESMANAGEMENT THEORIES
XXWork is to be Work is to be
avoidedavoided
People want to do People want to do as little as as little as possiblepossible
Use control-Use control-supervision-supervision-punishmentpunishment
YYThe work itself can beThe work itself can be
motivatingmotivating
People really want toPeople really want to
do their job welldo their job well
Use guidanceUse guidance
-development-development
-reward-reward
![Page 44: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/44.jpg)
Ouchi’s Theory Z Ouchi’s Theory Z
Deming and Drucker: management Deming and Drucker: management methods used to rebuilt Japan after WWII methods used to rebuilt Japan after WWII
Quality Circles- collective decision-Quality Circles- collective decision-makingmaking
Shared governance- the importance of Shared governance- the importance of encouraging group contributionsencouraging group contributions
![Page 45: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/45.jpg)
Ouchi’s Theory ZOuchi’s Theory Z
Large amount of freedom and trust with Large amount of freedom and trust with workersworkers
Assumes that workers have a strong Assumes that workers have a strong loyalty and interest in team-working and loyalty and interest in team-working and the organization. the organization.
![Page 46: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/46.jpg)
Systems TheorySystems Theory
Period of Time: 1960’s to presentPeriod of Time: 1960’s to present
Focus: interrelated parts of the system Focus: interrelated parts of the system and their functionsand their functions
Aim: to determine system effectivenessAim: to determine system effectiveness
![Page 47: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/47.jpg)
System TheorySystem Theory
Closed: limited, no interaction with its Closed: limited, no interaction with its outside environment; self-containedoutside environment; self-contained
Open: dynamically interacting and Open: dynamically interacting and adapting with both internal and adapting with both internal and
external forcesexternal forces
![Page 48: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/48.jpg)
System TheorySystem Theory
Input- Input-
Throughput-Throughput-
Output-Output-
![Page 49: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/49.jpg)
System TheorySystem Theory
Advantages: broad-brush perspective, ‘seeingAdvantages: broad-brush perspective, ‘seeing
the big picture’the big picture’
Disadvantages: complexity ofDisadvantages: complexity of
organizations and interactive effects mayorganizations and interactive effects may
not be fully recognizednot be fully recognized
![Page 50: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/50.jpg)
CHALLENGECHALLENGE
Provide a Health Care example ofProvide a Health Care example of
System TheorySystem Theory
![Page 51: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/51.jpg)
Contingency TheoryContingency Theory
Time Period: 1960’s to presentTime Period: 1960’s to present
Focus: situation factors alter andFocus: situation factors alter and influence organizations; matchinfluence organizations; match
leader’s style and situationleader’s style and situation
Aim: to match an organization’s structureAim: to match an organization’s structureto its environment; leadership style to its environment; leadership style
totothe situation the situation
![Page 52: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/52.jpg)
Contingency Approaches of Contingency Approaches of LeadershipLeadership
Factors in the environment influence Factors in the environment influence outcomes as much as leadership styleoutcomes as much as leadership style
Leadership effectiveness dependent on Leadership effectiveness dependent on something other than the leader’s something other than the leader’s behaviorbehavior
![Page 53: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/53.jpg)
Contingency Approaches of Contingency Approaches of LeadershipLeadership
Premise:Premise:
Different behavior patterns by Different behavior patterns by leader will be effective in leader will be effective in
different situations.different situations.
![Page 54: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/54.jpg)
Contingency Approaches of Contingency Approaches of LeadershipLeadership
Fielder’s Contingency TheoryFielder’s Contingency Theory
Situational TheorySituational Theory
Path-Goal TheoryPath-Goal Theory
![Page 55: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/55.jpg)
Fielder’s Contingency Fielder’s Contingency TheoryTheory
SituationSituation
Interaction of the need of the situation Interaction of the need of the situation and the personality of the leader and the personality of the leader determine the leader behaviordetermine the leader behavior
![Page 56: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/56.jpg)
Situational TheorySituational TheoryHersey and BlanchardHersey and Blanchard
Follower readinessFollower readiness(job maturity)(job maturity)
Nurse leader matches the leadership Nurse leader matches the leadership style with the job maturity of the style with the job maturity of the
nursenurse
![Page 57: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/57.jpg)
Situational TheorySituational TheoryHersey and BlanchardHersey and Blanchard
1.1. Telling StyleTelling Style
2.2. Selling Style Selling Style
3.3. Participating Style Participating Style
4.4. Delegating StyleDelegating Style
![Page 58: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/58.jpg)
Path-Goal TheoryPath-Goal Theory
Nurse leader strives to makeNurse leader strives to make
the path towards the goal easierthe path towards the goal easier
for the followerfor the follower
by selecting the best style of by selecting the best style of leadershipleadership
![Page 59: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/59.jpg)
Path-Goal TheoryPath-Goal Theory
Nurse leader providesNurse leader provides
motivators for followersmotivators for followers
and influences and influences
goal accomplishmentsgoal accomplishments
![Page 60: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/60.jpg)
CONTEMPORARY THEORIESCONTEMPORARY THEORIES
ChaosChaos
ComplexityComplexity
QuantumQuantum
![Page 61: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/61.jpg)
ChangeChange
A natural processA natural process
DynamicDynamic
![Page 62: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/62.jpg)
Types of ChangeTypes of Change
Spontaneous change:Spontaneous change:
Developmental change:Developmental change:
Planned change:Planned change:
![Page 63: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/63.jpg)
Mini Self-QuizMini Self-Quiz
Do you think that theories are necessary to Do you think that theories are necessary to explain management?explain management?
What value is theory to management?What value is theory to management?
![Page 64: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/64.jpg)
Organizational CultureOrganizational Culture
Four Functions:Four Functions:
1. Sense of organizational identity1. Sense of organizational identity
2. Collective commitment2. Collective commitment
3. Social stability3. Social stability
4. Shapes attitude and influences 4. Shapes attitude and influences behaviours behaviours of employeesof employees
![Page 65: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/65.jpg)
WHAT makes a leader?WHAT makes a leader?
LEADERSHIP THEORIES:LEADERSHIP THEORIES:
1) Behavioral Approaches1) Behavioral Approaches
3) Contingency Approaches3) Contingency Approaches
4) Contemporary Approaches4) Contemporary Approaches
![Page 66: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/66.jpg)
Socialization ProcessSocialization Process
Anticipatory SocializationAnticipatory Socialization
EncounterEncounter
Change and Acquisition:Change and Acquisition:
![Page 67: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/67.jpg)
Cultural DiversityCultural Diversity
Vast range of cultural differences among Vast range of cultural differences among individuals or groups working in an individuals or groups working in an
organizationorganization
![Page 68: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/68.jpg)
DEFINEDEFINE
LEADERSHIP LEADERSHIP
![Page 69: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/69.jpg)
LeadershipLeadership
the ability to influence other peoplethe ability to influence other people
toward goal achievementtoward goal achievement
![Page 70: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/70.jpg)
Leadership: Leadership: The ProcessThe Process of Influence of Influence
The person in charge influences others:The person in charge influences others:
to work more effectively togetherto work more effectively together
to do what is required of oneself in the most to do what is required of oneself in the most effective & humane way possibleeffective & humane way possible
to work together in pursuit of a shared goalto work together in pursuit of a shared goal
![Page 71: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/71.jpg)
LeadershipLeadership
TWO FORMSTWO FORMS
1.1. Formal LeadershipFormal Leadership
2.2. Informal LeadershipInformal Leadership
![Page 72: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/72.jpg)
Formal LeadershipFormal Leadership
A person in a position of authority or in A person in a position of authority or in
the sanctioned role that represents the sanctioned role that represents
influence. influence.
![Page 73: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/73.jpg)
Formal LeadershipFormal Leadership
ExamplesExamples
1.1. Clinical Nurse SpecialistClinical Nurse Specialist
2.2. Nurse ManagerNurse Manager
3.3. Acute Care Nurse PractitionersAcute Care Nurse Practitioners
4.4. Professional Practice LeadersProfessional Practice Leaders
![Page 74: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/74.jpg)
Informal LeadershipInformal Leadership
Person who demonstrated leadershipPerson who demonstrated leadership
outside the scope of a formal leadershipoutside the scope of a formal leadership
role; a member of a group, rather thanrole; a member of a group, rather than
the head or leader of the group.the head or leader of the group.
![Page 75: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/75.jpg)
Informal LeadershipInformal Leadership
The individual is accepted by others and The individual is accepted by others and
is perceived to have influenceis perceived to have influence
![Page 76: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/76.jpg)
FollowershipFollowership
Separate from leadershipSeparate from leadership
Reciprocal rolesReciprocal rolesleadership & followershipleadership & followership
Essential to the leadership processEssential to the leadership process
(Burns, 1978; Hibberd & Smith, 2006; Kelly & Crawford, 2008; (Burns, 1978; Hibberd & Smith, 2006; Kelly & Crawford, 2008; Kouzes & Posner, 1989) Kouzes & Posner, 1989)
![Page 77: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/77.jpg)
FollowershipFollowership
Non passive roleNon passive role
Self-directed employeeSelf-directed employee
Active participant in setting direction for a Active participant in setting direction for a group group
![Page 78: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/78.jpg)
FollowershipFollowership
Leaders Leaders induce followers to actinduce followers to act
where the wants, needs, and expectations where the wants, needs, and expectations
of both are similarof both are similar
![Page 79: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/79.jpg)
FollowershipFollowership
Followers determine Followers determine
if the leader is effective or notif the leader is effective or not
![Page 80: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/80.jpg)
Types of FollowersTypes of Followers
1.1. SubordinatesSubordinates
2.2. ContributorsContributors
3.3. PoliticiansPoliticians
4.4. PartnersPartners
(Pittman, Rosenbach, & Potter, 1998)(Pittman, Rosenbach, & Potter, 1998)
![Page 81: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/81.jpg)
Types of FollowersTypes of Followers
1.1. SubordinatesSubordinates
- doing what one is told but not actively - doing what one is told but not actively involved.involved.
2.2. ContributorContributor
- supportive, involved, and doing a good job, - supportive, involved, and doing a good job, but not willing to challenge the ideas of the but not willing to challenge the ideas of the leaderleader
![Page 82: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/82.jpg)
Types of FollowersTypes of Followers3. Politicians3. Politicians
-willing to give honest feedback and support -willing to give honest feedback and support the leader, but may neglect the job and have the leader, but may neglect the job and have poor performance levelspoor performance levels
4.4. PartnersPartners
- highly involved, perform at a high level, - highly involved, perform at a high level, promote positive relationships within the promote positive relationships within the group, and are seen as ‘leaders-in-waiting”group, and are seen as ‘leaders-in-waiting”
(Pittman, Rosenbach, & Potter, (Pittman, Rosenbach, & Potter, 1998)1998)
![Page 83: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/83.jpg)
FollowershipFollowership
How to becomingHow to becoming
a better follower?a better follower?
![Page 84: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/84.jpg)
Followership Followership
FlourishesFlourishes
in atmosphere in atmosphere
ofof
trust and respecttrust and respect
![Page 85: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/85.jpg)
DefineDefine
ManagementManagement
![Page 86: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/86.jpg)
ManagementManagement
The systematic The systematic processprocess ofof
planning, planning,
organizing,organizing,
leading, leading,
and controlling actions and resourcesand controlling actions and resources
to achieve organizational goalsto achieve organizational goals
![Page 87: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/87.jpg)
Management is...Management is...
Varied Perspectives:Varied Perspectives:
1)1) planning, organizing, commanding,, planning, organizing, commanding,, coordinating, and controlling workcoordinating, and controlling work
given to employees (Henry Fayol, 1916)given to employees (Henry Fayol, 1916)
![Page 88: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/88.jpg)
Management is...Management is...
2)2) to do what ever makes certain thatto do what ever makes certain that
employees do their work and do it employees do their work and do it
wellwell
(Mintzberg, 1989)(Mintzberg, 1989)
![Page 89: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/89.jpg)
Managerial RolesManagerial Roles
1.1. Information Processing Role:Information Processing Role:
- used to manage people’s information needs- used to manage people’s information needs
monitormonitor
disseminatordisseminator
spokespersonspokesperson
![Page 90: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/90.jpg)
Managerial RolesManagerial Roles
2. Interpersonal Role:2. Interpersonal Role:
-used to manage relationships with people-used to manage relationships with people
figureheadfigurehead
leaderleader
liaisonliaison
![Page 91: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/91.jpg)
Managerial RolesManagerial Roles
3.3. Decision Role:Decision Role:- used by manager when making decisions- used by manager when making decisions
entrepreneurentrepreneur
disturbance handlerdisturbance handler
allocator of resourcesallocator of resources
negotiatornegotiator
![Page 92: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/92.jpg)
Managerial RolesManagerial Roles
1.1. Information processingInformation processing
2.2. Interpersonal rolesInterpersonal roles
3.3. Decision-making rolesDecision-making roles
(Mintzberg, 1973) (Mintzberg, 1973)
![Page 93: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/93.jpg)
Managing the WorkManaging the Work
InformationalInformational
InterpersonalInterpersonal
DecisionalDecisional
![Page 94: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/94.jpg)
Managerial Role Managerial Role FunctionsFunctions
Managing the work Managing the work
Managing relationshipsManaging relationships
(Kim & Yukl, 1995; Yukl, 1998; Yukl, Wall, & (Kim & Yukl, 1995; Yukl, 1998; Yukl, Wall, & Lepsinger, 1990)Lepsinger, 1990)
![Page 95: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/95.jpg)
Managerial Role Managerial Role Functions Functions
Managing the WorkManaging the Work
1.1. Planning and organizingPlanning and organizing2.2. Problem solvingProblem solving3.3. Clarifying roles and objectivesClarifying roles and objectives4.4. InformingInforming5.5. MonitoringMonitoring6.6. ConsultingConsulting7.7. DelegatingDelegating
(Kim & Yukl, 1995; Yukl, 1998; Yukl, Wall, & (Kim & Yukl, 1995; Yukl, 1998; Yukl, Wall, & Lepsinger, 1990)Lepsinger, 1990)
![Page 96: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/96.jpg)
Managing the WorkManaging the Work
LeadershipLeadership
Clinical ExpertiseClinical Expertise
Business SenseBusiness Sense
![Page 97: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/97.jpg)
Managing the WorkManaging the Work
able to assess effectivenessable to assess effectiveness
of the workof the work
![Page 98: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/98.jpg)
Business SenseBusiness Senseas Manageras Manager
balance the budgetbalance the budget
estimate the cost of providing careestimate the cost of providing care
![Page 99: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/99.jpg)
Informational BehaviorsInformational Behaviorsas Manageras Manager
Representing EmployeesRepresenting Employees
Representing the OrganizationRepresenting the Organization
DisseminationDissemination
![Page 100: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/100.jpg)
Managerial Role Managerial Role FunctionsFunctions
Managing RelationshipsManaging Relationships
1.1. NetworkingNetworking2.2. SupportingSupporting3.3. Developing and mentoringDeveloping and mentoring4.4. Managing conflict and team buildingManaging conflict and team building5.5. Motivating and inspiringMotivating and inspiring6.6. Recognizing and rewardingRecognizing and rewarding
![Page 101: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/101.jpg)
NETWORKINGNETWORKING
develop positive relationship develop positive relationship with otherswith others
![Page 102: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/102.jpg)
CONFLICT NEGOTIATION CONFLICT NEGOTIATION &&
RESOLUTIONRESOLUTION
resolving conflicts between resolving conflicts between employeesemployees
![Page 103: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/103.jpg)
EMPLOYEEEMPLOYEEDEVELOPMENTDEVELOPMENT
helping workers to behelping workers to be
challenged to learnchallenged to learn
foster a learning environment foster a learning environment
![Page 104: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/104.jpg)
REWARDS & REWARDS & PUNISHMENTSPUNISHMENTS
Rewards:Rewards:
tangibletangible
intangibleintangible
Punishments:Punishments:
![Page 105: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/105.jpg)
WHAT makes a leader?WHAT makes a leader?
LEADERSHIP THEORIES:LEADERSHIP THEORIES:
1) Behavioral Approaches1) Behavioral Approaches
3) Contingency Approaches3) Contingency Approaches
4) Contemporary Approaches4) Contemporary Approaches
![Page 106: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/106.jpg)
Behavioral Behavioral Approaches: Approaches: LeadershipLeadership
((what a leader doeswhat a leader does))
![Page 107: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/107.jpg)
Behavioral Behavioral ApproachesApproaches
Leadership Styles (3)Leadership Styles (3)
![Page 108: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/108.jpg)
Leadership Style (3)Leadership Style (3)
1) Authoritarian1) Authoritarian
2) Democratic2) Democratic
3) Laissez-Faire3) Laissez-Faire
![Page 109: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/109.jpg)
Leadership StyleLeadership Style
Authoritarian Authoritarian ((autocratic, directive, controlling)autocratic, directive, controlling)
High ControlHigh Control
![Page 110: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/110.jpg)
AuthoritarianAuthoritarian
((autocratic, directive, controlling)autocratic, directive, controlling)
-gives orders-gives orders
-makes decisions for the group as a -makes decisions for the group as a wholewhole
-bears most of the responsibility-bears most of the responsibility
for the outcomes for the outcomes
![Page 111: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/111.jpg)
AuthoritarianAuthoritarian Leadership Style Leadership Style
Positive:Positive:- efficient- efficient
- may be benign- may be benign
- output; high quantity/good quality- output; high quantity/good quality
Negative:Negative:- tends to stifle creativity- tends to stifle creativity
- may inhibit motivation- may inhibit motivation
- may be punitive- may be punitive
![Page 112: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/112.jpg)
Leadership StyleLeadership Style
DemocraticDemocratic (participative)(participative)
-shares the planning, decision making and -shares the planning, decision making and responsibility for outcomes with other group responsibility for outcomes with other group membersmembers
GUIDESGUIDES
![Page 113: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/113.jpg)
DemocraticDemocratic
GuidanceGuidance
Moderate ControlModerate Control
![Page 114: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/114.jpg)
Democratic Democratic Leadership StyleLeadership Style
Positive:Positive: -more flexible -more flexible -more likely to foster motivation and-more likely to foster motivation and
creativitycreativity
- output; high quality- output; high quality
Negative:Negative: -less efficient vs. -less efficient vs.
authoritarianauthoritarian
![Page 115: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/115.jpg)
Leadership StyleLeadership Style
Laissez-FaireLaissez-Faire(permissive, nondirective)(permissive, nondirective)
Little ControlLittle Control
![Page 116: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/116.jpg)
Laissez-Faire Laissez-Faire
-very little planning or decision-very little planning or decision makingmaking
-fails to encourage others to-fails to encourage others to
participate in planning or decisionparticipate in planning or decision
makingmaking
-lack of leadership-lack of leadership
““let it alone”let it alone”
![Page 117: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/117.jpg)
Laissez-Faire Laissez-Faire Leadership StyleLeadership Style
Positive:Positive:-mature individuals enjoy the lack of direction-mature individuals enjoy the lack of direction
-more freedom-more freedom
Negative:Negative:-people may feel confused and frustrated-people may feel confused and frustrated
because of no goal or guidancebecause of no goal or guidance
-flounder-flounder
-output; variable- may be poor quality-output; variable- may be poor quality
![Page 118: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/118.jpg)
Contingency Approaches of Contingency Approaches of LeadershipLeadership
Factors in the environment influence Factors in the environment influence outcomes as much as leadership styleoutcomes as much as leadership style
Leadership effectiveness dependent on Leadership effectiveness dependent on something other than the leader’s something other than the leader’s behaviorbehavior
![Page 119: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/119.jpg)
Contingency Approaches of Contingency Approaches of LeadershipLeadership
Premise:Premise:
Different leader behavior patterns Different leader behavior patterns will be effective in different will be effective in different
situations.situations.
![Page 120: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/120.jpg)
Transformational Theory Transformational Theory of Leadershipof Leadership
- - providing people with a sense of providing people with a sense of missionmission
meaning, inspiration, & visionmeaning, inspiration, & vision
![Page 121: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/121.jpg)
Transformational Transformational Theory of LeadershipTheory of Leadership
results oriented planningresults oriented planning
![Page 122: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/122.jpg)
TRANSFORMATIONAL TRANSFORMATIONAL LEADERLEADER
- - describes the goal in such a describes the goal in such a meaningfulmeaningful and and exciting mannerexciting manner that people commit that people commit to the workto the work
-effective leadership is defined by-effective leadership is defined by
accomplishment of the accomplishment of the goals goals sharedshared by by leaders and followerleaders and follower
![Page 123: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/123.jpg)
Qualities of Effective Qualities of Effective LeadersLeadersIntegrityIntegrity
CourageCourage
Initiative Initiative
EnergyEnergy
OptimismOptimism
PerseverancePerseverance
BalanceBalance
Ability to handle stressAbility to handle stress
Self-awarenessSelf-awareness
![Page 124: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/124.jpg)
#1. Integrity as Leader#1. Integrity as Leader
Adherence to codesAdherence to codes
of personal & professional ethicsof personal & professional ethics
Lead by exampleLead by example
![Page 125: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/125.jpg)
#2. Demonstrate #2. Demonstrate Courage as a Courage as a LeaderLeader
often need to take risksoften need to take risks
![Page 126: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/126.jpg)
#3. Use Initiative as a#3. Use Initiative as a Leader Leader
mustmust act act on good on good
ideasideas
![Page 127: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/127.jpg)
#4. Energetic as Leader#4. Energetic as Leader
requires much effortrequires much effort
![Page 128: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/128.jpg)
#5. Optimistic as Leader#5. Optimistic as Leader
focus on identification of problems and focus on identification of problems and solutionssolutions
““ripple effect” with othersripple effect” with others
winners not whinerswinners not whiners
![Page 129: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/129.jpg)
#6. Perseverance as #6. Perseverance as Leader Leader
maintain the focusmaintain the focus
persistpersist
![Page 130: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/130.jpg)
#7. Balanced as Leader#7. Balanced as Leader
good mixgood mix of work, of work,
reflection, and play in one’s lifereflection, and play in one’s life
![Page 131: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/131.jpg)
#8. Management of #8. Management of StressStress as Leader as Leader
positive coping strategiespositive coping strategies
use of available supportsuse of available supports
![Page 132: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/132.jpg)
#9. Self-Awareness as#9. Self-Awareness as Leader Leader
knows, understands and accepts selfknows, understands and accepts self
(as a thinking…(as a thinking… feeling human being…feeling human being…
who interacts with others in awho interacts with others in a positive manner)positive manner)
![Page 133: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/133.jpg)
Behaviors of Behaviors of Effective LeadersEffective Leaders
Think criticallyThink critically
Solve ProblemsSolve Problems
Respect PeopleRespect People
Communicate SkillfullyCommunicate Skillfully
Set Goals, Share a VisionSet Goals, Share a Vision
Develop Self & OthersDevelop Self & Others
![Page 134: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/134.jpg)
Think CriticallyThink Critically as Leader as Leader
thinks thinks beforebefore making decisions making decisions
reflective, reasoned analysisreflective, reasoned analysis
questioning & analyzing ideasquestioning & analyzing ideas
![Page 135: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/135.jpg)
Solving ProblemsSolving Problems as Leader as Leader
help others identify problemshelp others identify problems
help others use problem-solving help others use problem-solving processprocess
seek a reasonable, workableseek a reasonable, workable
solutionsolution
![Page 136: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/136.jpg)
Respecting OthersRespecting Others as Leader as Leader
recognize others’recognize others’different wants and needsdifferent wants and needs
help others findhelp others findrewards in theirrewards in theirworkwork
![Page 137: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/137.jpg)
Listening to Others &Listening to Others & Communicating Skillfully as Communicating Skillfully as
LeaderLeader observe others & listen to what they sayobserve others & listen to what they say encourage exchange of informationencourage exchange of information provide feedbackprovide feedback
![Page 138: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/138.jpg)
Setting Goals & Setting Goals & Fostering a Future VisionFostering a Future Vision
as Leaderas Leader facilitates group setting goalsfacilitates group setting goals
shares future vision with and by the shares future vision with and by the groupgroup
facilitates all to work towardsfacilitates all to work towards the envisioned resultsthe envisioned results
![Page 139: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/139.jpg)
Self-Development and Self-Development and Coaching Others asCoaching Others as
a Leadera Leader
continue self-learningcontinue self-learning
encourage to continueencourage to continue
self-learningself-learning
![Page 140: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/140.jpg)
Leadership SkillsLeadership Skills as Manager as Manager
essentialessential for the manager for the manager
managers managers manage peoplemanage people
![Page 141: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/141.jpg)
Decisional BehaviorsDecisional Behaviorsas Manageras Manager
Employee EvaluationsEmployee Evaluations
Resource AllocationResource Allocation
PlanningPlanning
Job Analysis & RedesigningJob Analysis & Redesigning
![Page 142: GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N](https://reader035.vdocument.in/reader035/viewer/2022062421/56649e0b5503460f94af2d7e/html5/thumbnails/142.jpg)
MOTTOMOTTO
Place every criticism Place every criticism
between two layers of praisebetween two layers of praise