Chapter 1 Flashcards
- Critical to successful critical to successful organizational outcomes.
- Is central to safety in a variety of industries and organization.
- Changes in nursing leadership have been
underscored in creating safe environment for client and staff particularly as the weakening of clinical leadership has been cited as cause of organizational concerns and issues.
Leadership
Ability to INFLUENCE OTHER PEOPLE
Covey
Influencing some type of GROUP, to work towards achievement of a group goals.
Bryman
It is the process of EMPOWERING beliefs and teaching others to top their full capabilities by shifting the beliefs that have been limiting them.
Robbins
It is a process of PERSUASIONS and example by which an individual induced group to take work and action that is accord to with the leader’s purpose or a shared purpose of all.
Gardner
It is a process by which a PERSON INSPIRES A GROUP of constituents to work together using appropriate means to common mission and goal.
Holloman
It is the process of DIRECTING AND INFLUENCING THE TASK related activities of group members.
Stoner
It is the process of SOCIAL TRANSACTION in which the person influences others.
Merton
It is the process of STIMULATING TO STRIVE WILLINGLY to attain organizational objectives giving them the experience to attain the common objectives and satisfactions with the type of leadership provided.
Flores
It is the process of INFLUENCE, in which the leader
INFLUENCES, INSPIRES, OR ENCOURAGE others towards achieving a
goal.
Yuki
It is a process in which LEADERS MAKE VISION SO PALPABLE AND SEDUCTIVE that everybody is willing to sign on.
Bennis
The process where the nurse influences one or more persons to achieve specific goals in providing nursing care to the patients.
Nursing leadership
May/may not have official appointment to the position.
Leader
Vested with power and authority by the group
Leader
Influence others toward goal setting.
Leader
Related to people personally
Leader
Feels rewarded by personal achievement
Leader
May/may not be successful as managers
Leader
Officially appointed
Manager
Vested with power and authority by the organization
Manager
Measures the risk to be taken hence, orderly, controlled performance must be carried out.
Manager
Relates to people according to their roles
Manager
Feels rewarded when accomplishing organizational mission or goals
Manager
Are managers as long as the appointment holds
Manager
Leadership as a dynamic two-way process.
______ identifies 3 basic elements:
Hollander:
Leader
Followers
Situation
Innate abilities
Trait theory
theory asserts that some people are born to lead whereas others are born to be led.
Great man
assumes that some people have certain characteristics or personality traits that make them better leaders than others.
Trait theory
- bring people to progress transcend trait
- transcend their own traits to people who will become leaders.
- “Effective leaders build leaders while leading”
Positive traits
- take people to destruction
- destroy rather than build
- “Ineffective leaders build incompetent followers”
Negative traits
Traits of a leader (Reeves)
EAGI
- Emotional stable & with composure. calm and confident.
- Admitting errors, owning up to their mistakes, rather than putting energy into covering up
- Good interpersonal relationship can communicate and persuade others without resorting negativity
- Intellectual scope understanding a wide range of expertise
the traits determine whether or not a person can be an effective leader.
Individual Character theory
(do & act / made, not born / experiences & observation) people act the way they do depending on self-perception and their environment.
Behavioral theories
- autocratic, powerful, directive, controlling
- does not consult others
- do not give chance to others in decision making.
- subordinates are expected to obey orders without asking explanations.
- staff is motivated by rewards and punishments.
- do not trust employees.
Authoritarian leadership style
- things are done according to policy.
- enforces the rules
- “by the book”
Bureaucratic leadership style
Bureaucratic leadership style can be effective when:
- Performing routine task.
- Standards/procedures are to be understood.
- Working on dangerous/delicate equipment.
- Safety/security training is conducted.
- Performing task that requires handling of cash.
- participative
- well informed staff
- share in decision making/problem solving responsibilities.
- staffs are allowed to perform task according to the standards
- the leader is the coach who has the final say.
- encourages team building and participation.
Democratic leadership style
- no direction from the leader
- staff has much freedom
- staff determine the goals
- staff makes the decision
- staff resolves problems on their own.
Laissez-Faire leadership style
Laissez-Faire leadership style can be effective when:
- Staffs are highly skilled, experienced, and educated.
- Staffs have pride in their work.
- Staff specialist/consultant.
- Staff is trustworthy and experienced.
- the leader to consider a number of factors when deciding
what action to take. - “Law of the Situation”
Situational/Contingency theories
Four leadership styles: Hersey and Blanchard
TSPD
Telling, selling, participating, delegating
(groups with low to moderate maturity who are unable, unwilling and unsure)
The leader provides DIRECTION and CLOSE SUPERVISION.
Telling
(groups with low to moderate maturity who are unable but are willing and confident)
The leader can give CLEAR DIRECTION AND SUPPORTIVE FEEDBACK to get the task done.
Selling
(groups with moderate to high maturity who are able but unwilling or unsure)
The leader can give SUPPORT AND ENCOURAGEMENT
Participating
(groups with high maturity who are able and ready to participate and can engage in the task without direction or support)
Delegating
Framework of Situational Leadership (Benner’s)
NACPE
- Novice nurse - no experience/still studying
- Advance beginners - demonstrate nsg. Act./BSN grad
- Competent nurse - 2-3 yrs. Of experience/RN
- Proficient nurse - > 3-5 yrs. Of experience/perceives situation
- Expert nurse - professional/clinical eye
- motivates the follower
- competitive
- focus on the accomplishment
Transactional leadership
- promotes employee development
- attends to needs & motivate
- optimistic
- encourages creativity
- uses role modeling
- provides self-direction
- encourage self-management
- visible, communicates more
Transformational leadership
Competencies of transformational leadership
AMTS
- Management of attention
- Management of meaning
- Management of trust
- Management of self
uses their gift from God according to the grace given to them. They listen /help others/ think before they react
Servant leadership
The theorist of servant leadership
Robert Greenleaf
Stimulation of a certain behavior is to seek and achieve goals to satisfy the needs of a person.
Motivational theory
Leaders can affect the performance, satisfaction, motivation of the group through rewards, clarification of
paths to meet the goals, and removal of obstacle in work performance
Path goal theory
Leadership styles in Path Goal theory
- Directive - directions & authority with focus
- Supportive - encouragement, interest, & attention
- Participative - involving followers in decision making
- Achievement oriented - challenging goals are set
Interactive leadership “affirms the uniqueness of each individual” and motivating them to “contribute their unique talents to a common goal” (Brandt)
Interactional leadership theory
- Which supports democratic leadership (Ouchi) Japanese, style
- Consensus decision making
- Examining the long-term consequences of management decision making
- fitting employee to their jobs
- Strong bonds of responsibility between superiors and
and subordinates - Job security
- Slower promotions.
- Holistic concern for workers
Theory Z
Predominant Filipino Values
Social Acceptance
Social Mobility
Economic Security
accepting the family, kins, friends and others in accordance to a person’s status.
Social acceptance
this is the source of tremendous worry and anxiety after social acceptance.
Social mobility
advancement to the social scale & to another socioeconomic level.
Economic security
Filipino Style of Leadership
Manger by:
Kayod
Libro
Oido
Ugnayan
Lusot
Hard working and dedicated introvert and formal -serious worker
Manager by KAYOD
with formal training in management - systematic.-analytical -bookish
Manager by LIBRO
- learn skills by oido “ears”/based on practical experience;
- vast field of experience
- lack of formal management and education
Manager by OIDO
- ideal Pinoy manager
- gifted reconciller
- integrated different styles
- participatory & coordinative
Manager by UGNAYAN
- avoids much work
- looking out for loopholes
- excuse for one’s failure
- do illegal ways to obtain objective
- extrovert
- deals with people informally
Manager by LUSOT
Other negative management
- management by porma
- management by pakiramdam
- management by singit
- turo-turo management
- lamangan
- bolahan
- utakan
Leaders who practice fairness, equity & honesty. They inspire trust in others.
Management of TRUST
Knowing one’s skills & use them effectively. Ability to recognize own strengths & weaknesses.
Management of SELF
- leadership behavior is generally determined by the relationship bet. the leaders personality
and the specific situation. - a person’s performance and productivity are affected by the nature of the task and by his or her ability, experience, & motivation
Interactional Leadership Theory
Leadership styles
- directive
- supportive
- participative
- achievement oriented
- servant leadership (robert greenleaf)
leaders provide directions & authority with focus in getting the work done.
Directive
leader provides encouragement, interest, & attention.
Supportive
leader focuses on involving the followers in decision making
Participative
- leader provides directions by considering one’s behavior.
- challenging goals are set
Achievement oriented
- uses their gift from God according to the grace given to them.
- they listen, help others
- think before they react
Servant leadership
