Leadership

Question 1

What is leadership

Answer 1

Contemporary definition – “multifaceted process of identifying a goal, motivating other people to act, and providing support and motivation to achieve mutually negotiated goals” (by Porter-O’Grady as cited by Giltinane, 2013).

Three key principles which are:

• Relationship - the connection between people.
• Mutual - sharing something in common.
• Collaborators - working together.

Question 2

Formal vs Informal Leadership

Answer 2

Formal leadership: titles that are given to a person such as a head nurse.

Informal leadership no title but someone that can influence change and practice. Not an appointed position. Can be a compliment to a unit. OR it could be against the unit.

Question 3

Qualities of nursing leaders

Answer 3

• Communicate a vision for the future that creates inspiration and motivation. As in all leaders, nursing leaders have the ability to translate vision into reality. They are able to take their insights and create a vision that compels the participation of others.
• Nursing leaders have comprehensive knowledge about the nature of change and how it relates not only to the hospital environment but how it affects society at large. **wide vision
• Confidence: Leaders need to have self esteem and to be able to deal with insecurity. They think outside the box and express ideas that may counter the norm.
• Visibility: being out in the action, front and center. It means having nursing’s voice heard, actively participating in crucial decision making, and challenging traditional practices so that changes can be made for the good of all.

Question 4

Base of power

Answer 4

1. Reward power: based upon incentives, capacity to offer gratifications
2. Coercive power: the perception of the subordinate on the leader’s capacity to enforce rules and punishment
3. Information power: the leader’s ability to obtain relevant information for subordinates
4. Legitimate power: related to the leader’s position or function
5. Expert power: subordinates recognize the leader as someone with experience and ability
6. Referent power: the leader inspires positive admiration and affection in subordinates
7. Connection power: subordinates’ perception of the leader’s ability to connect with influential people or organization

Question 5

Leadership theories

Answer 5

1. Trait Theory

• focuses on “what a person is” and not on what they could accomplish. People who make good leaders have the right combination of traits i.e. physical attractiveness, ambitious, assertive, energetic, confident, etc.

Assumptions:

• People are born with inherited traits.
• Some traits are particularly suited to leadership.
• People who make good leaders have the right (or sufficient) combination of traits.

2. Behavioral Theory

• person does” rather than “what a person is”

The 3 leadership styles that emerged from this belief are:

1. Authoritarian: this leader gives orders, makes decisions, dictates direction, determines the work tasks to be done.
2. Democratic: this leader welcomes team input, shares the planning, decision making, and responsibility for outcomes with other members of the group.
3. Laissez-Faire: this leader allows the group complete freedom for decision-making, without participating or intervening in discussions or group tasks.

Question 6

Leadership Theories continued

Answer 6

• Situational theory: leader traits and/or behaviours are important aspects but must be taken in context. That is, the situation matters. Leadership style is based on the maturity/experience of the people they’re leading and the details of the task. Therefore, less experienced staff would need more directing and coaching, whereas supporting and delegating would be provided to more experienced staff.
• Transformational theory: leadership focuses on b**ringing about change in individuals and social systems. These leaders are role models for followers. They inspire and empower staff. ** They see the potential in team members and groom followers into leaders.
• Transactional theory: leadership **offers rewards for performance and compliance or threatens punishment for non-performance and non-compliance. ** The function of this leadership is maintenance rather than change of the system.

Question 7

Qualities of an effective leader

Answer 7

• Self-awareness
• Self-regulation
• Integrity, courage and initiative
• Energy and optimism
• Perseverance and balance
• Ability to handle stress

Question 8

Behaviors of an effective leader

Answer 8

• Thinking critically, solving problems
• Respecting the individual, listening to others
• Encouraging the exchange of information
• Providing feedback
• Setting specific goals
• Communicating a vision for the future / developing oneself and others

Question 9

Qualities of an effective manager

Answer 9

1. Leadership: skills mentioned before are the core skills needed to function as a manager.
2. Clinical expertise: it is very difficult to help others develop their skills or evaluate how well they have done, without possessing clinical expertise.
3. Business sense: nurse managers need to be concerned with the bottom line. These are complex tasks that require the knowledge of budgeting, understanding of staffing, and measurement of client outcomes.

Question 10

Behaviors of an effective manager

Answer 10

Interpersonal

• Networking with other disciplines and departments, forming working relationships within the organization.
• Conflict negotiation and resolution between staff members or within the organization.
• Employee development - providing for continuation of learning and upgrading of skills.
• Rewards and punishments reflect the manager’s position to provide both tangible (salary increases, time off ) and intangible (praise, recognition) rewards as well as punishments.

Decisional - employee evaluation, resource allocation, hiring and firing of employees, future planning, job analysis and design.

Informational

• Spokesperson representing the administration or representing the staff to the administration.
• Monitoring staff (absentee rates and down time) monitoring clients (length of stay, infection rates) and the monitoring of the budget (money spent, wastage).
• Dissemination: Nurse managers share info with their clients, staff and employers which are the results of monitoring new developments in health care & policies.