n493 unit 2 class 1 nov 3rd

8/7/2019 n493 Unit 2 Class 1 Nov 3rd

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Nursing Leadership,

Followership and Management

Nursing 493: Unit II


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Why study leadership &

management?

Who are ourleaders?


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What are the most seriousproblems people face in the workenvironment?

Technical Safety

People

Financial Ethical


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Why? To learn how to work with people, not only as

individuals, but as members ofgroups,

teams, and organizations

Provides greater understanding and control ofevents in the work situation

Imparts a sense ofpersonal power & selfdirection


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Definitions Leadership- the process of influencing

others

Leaders inspire thru personaltrustworthiness & self-confidence

Leaders communicate a vision that turnsself-interest into commitment to the job


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What are the 3 primary tasks

of a leader? Set direction: mission, goals, vision

Build commitment: motivate & inspire

Confront challenges: innovation, dealwith change, turbulence, take risks


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What does the study of

leadership involve? Leadership theories

Motivation Group development & team work

Power & conflict

Confrontation & negotiation Effective communication

Critical thinking & problem solving


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Leadership All people have untapped leadership

potential it is there in you.

The attempt defines leadershipit doesnot have to be successful

To be a leader you must make adecision to act


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What is Followership Followership & leadership are reciprocal

roles

Being an effective follower is asimportant to the new nurse as being aneffective leader


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What are the characteristics of

an effective follower? Self direction

Actively participates in setting groupdirection

Invests time & energy in the work ofthe group

Thinks critically

Advocates for new ideas


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What is management? Management too is a process of influencing

people butwith the specific intention of

contributing to meeting the organizationsgoals

Management is the process of getting workdone through other people

Management is planning, organizing,coordinating, and controlling work given toemployees


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Management Functions Officially responsible for the work of a group

Hiring & firing

Evaluating staff performance Recommending raises and promotions

Prepare & implement a budget

Approve expenses & purchases

Handle conflicts Work schedules & assignments

Plan current & future activities of unit

Be open to demands of continuous change


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New definition ofmanagement

To do whatever is necessary to see

that employees do their work and doit well.


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Differences b/w leadership &

management Leadership

based on influence

an informaldesignation

an achieved position

part of every nursesrole

independent ofmanagement

Management

based on authority

a formally designatedposition

an assigned position

improved by use ofeffective leadershipskills


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What makes a person aleader?

We look to Leadership theories


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Most Prominent Leadership

Theories TRAIT THEORIES

BEHAVIORAL THEORIES (Leadershipstyles)

SITUATIONAL THEORIES(understanding all the factors)

TRANSFORAMTIONAL THEORIES(inspiration & meaning)


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Comparison of Authoritarian,

Democratic, & Laissez-FaireAuthoritar. Democrat. Laissez-F

Degree of

freedomLittle Moderate Much

Degree of control High Moderate NoneDecsision making By leader Leader&

group

Group or

no oneLeader activity level

High High MinimalAssumption of

Responsibility Leader Shared AbdicatedOutput of group High&

good qual.

High &

creative

Variable-

Poor?


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What are the key differences

in the 3 leadership styles? Democratic leader moves the group

toward its goals

Autocratic leader moves the grouptoward the leaders goals

Laissez-faire leader makes no attemptto move the group


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Behaviors of an Effective

Leader Think critically

Solve problems Respect people

Communicate skillfully

Set goals, share a vision Develop self & others


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Transformative Leadership

Qualities Integrity (Action

matches words)

Courage (takerisks)

Initiative (Act on

ideas)

Energy

Optimism

Balance(work, reflection,play)

Ability to handlestress

Self-Awareness)


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What distinguishes ordinaryleaders from STARS?

Emotional Intelligence

addressing the effects of peoplesfeelings on the team


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Management Theories: Two

Opposing Schools of Theory

Scientific

management

Human relations-

orientedmanagement


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Scientific management

Frederick Taylor Father of S.M.

Focus on tasks & ways to increaseefficiency & productivity by gettingmore work out of individual employees


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What makes a person amanager? Two Perspectives Scientific Management - Frederick

Taylor says (emphasis is on the taskaspect of providing care, paying peopleby the # of clients seen, incentive is toget the most work done in the least

amount of time. The current emphasison reducing staff & increasingproductivity is based on this type ofthinking.


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Human Relations-Oriented

Management Theory: X&Y Theory X(McGregors ) says most

people think work is something to be

avoided, and the managers job is tomake them work hard.

According to Theory Xemployees need

strict rules, constant supervision, & thethreat of punishment to make themconscientious.


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Theory Y Theory Y manager believes the work

itself is motivating and people really

want to do a good job.

The Theory Y manager emphasizesguidance rather than control,

development vs close supervision, &reward vs punishment.


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Communication Is at the heart of leadership

Leadership can not occur except inrelationship to other people &communication is the means throughwhich leadership is accomplished


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Communication

We cannotnotcommunicate!


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Communication Giving & receiving feedback

Linking (connecting ideas in a group)

Networking (connecting people in agroup or organization


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Verbal & Nonverbal:KeyPoints Most nonverbal is done unconsciously

It is more difficult to control

Discrepancies often exist betweenverbal & nonverbal

What is stated is often not felt or

believed Listening is the most critical

communication skill


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Emotional Intelligence Listen to others

Pick up unspoken concerns

Acknowledge others perspectives

Welcome constructive criticism

Bring people together in a spirit of trust


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Communication with

colleagues Telephone etiquette

Information systems/computer/e-mail

Change-of-shift report

Be assertive without being aggressive

Staying calm & demonstrating good

communication skills demonstratesprofessionalism& an ability to work wellwith others


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Communicating with other

disciplines Nurses are client care coordinators

Nurses spend the most time with clients,therefore they are in the best position tocommunicate among disciplines info re client

Physicians: nurses need to communicatechanges in the client condition, discussmodification in treatment plan, clarify orders

This may be stressful-have the info you needon hand before phoning (meds, vitals, generalhealth assessment status)

Maintain a record of calling logs


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Communicating with clients &family

Recognize signs of anger or anxiety

Intervene to diffuse the situationPractice good listening & show respect


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GIVING FEEDBACK

1. Give both positive & negative feedback

2. Give immediate feedback

3. Give frequently-keeps motivation high &prevents problems from growing high

4. Be objective - use standards for makingjudgments, tell Why it is good/bad

5. Base feedback on observable behavior- be

factual & accurate


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Feedback (contd) 6. Communicate effectively - give

feedback & be prepared to receive

feedback in return. Engage in activelistening. When you give negativefeedback allow time for the individual to

express their feelings & for problemsolving to find ways to improve thesituation. This is impt. If the problemhas been ignored a long time.


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7. Include suggestions for change. Try tosuggest alternative behaviors

8. Communicate in a non-threateningmanner. Highly threatening messagesreduce motivation & inhibit learning. Too

much fear immobilizes people.Remember your ultimate purpose is tobring about improved performance.


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Performance Appraisal

Peer ReviewEvaluation procedures

One by manager or superior (hierarchical)

One by colleagues with similar status &education

Peer review may be combined withperformance appraisal to form acomprehensive system of evaluation


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Case Scenario: Small Change

in Procedure??!! It was not big deal just a small change in

procedure. At least that is what the VP

Nursing of the Tri-County Home Care Agencythought when she ordered the staff to bringtheir lap top computers back to the officeevery evening. These machines areexpensive, the VP noted, We can not

continue to let staff take them home. Theycould be broken, stolen, or used to playgames in the evening.


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Questions for critical reflection How do you think the staff reacted to

this change? Explain why they reacted

as you describe?

Did the VP act primarily as a leader oras a manger? Explain your choice

What alternative procedure might beimplemented to protect the laptops?

n493 unit 2 class 1 nov 3rd

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