Week 1; Leadership and Managment Flashcards
Leadership
Ability to influence other people to accomplish specific goals
Enable the movement of people toward a common goal
Please see video for qualities of leader vs manager. Are there areas that are the same? Different?
Managers hold an official title
Formal vs Informal Leaders
Informal leaders
Become leaders due to talent, ability, seniority, age, experience, knowledge or skill. Are recognized by others in the group as a leader
Tasks of a leader:
Help people develop sense of direction/purpose.
Build group’s commitment to its goal.
Face daily challenges.
Get people moving and inspire!
Trait theories
The traits most often identified are intelligence and initiative. Other qualities that were found to be associated with leadership are excellent interpersonal skills, high self-esteem, creativity, willingness to take risks, and ability to tolerate the consequences of taking risks (Northouse, 2015; White & Lippitt, 1960).
Classic leadership theories
Concerned with what the leader does. One of the most influential of these behavioral theories is concerned with leadership style. Authoritarian leadership is also called autocratic, directive, controlling. The authoritarian leader gives orders, makes decisions for the group as a whole, and bears most of the responsibility for the outcomes.
In democratic or participative leadership
in contrast to the authoritarian leader, the democratic leader shares the planning, decision making, and responsibility for outcomes with other members of the group.
Laissez-faire leadership
gives followers the majority of control in the decision-making process. For example, when a decision needs to be made, a laissez-faire leader may postpone making the decision or never make it at all.
Bureaucratic Leader
relies on the organization’s rules, policies, and procedures to direct the group’s work efforts. Many members are often dissatisfied due to inflexibility and impersonal relations.
Emotional intelligence theory
Focuses on the ability of leaders to manage their emotions and those of their followers. They possess traits, such as:
Empathy: Able to make emotional connections with others.
Self-awareness: Recognize and understand their own emotions.
Self-management: Control their personal emotions.
Relationship management: Use self-emotions to successfully interact with and manage others. Ability to build trust, respect, and cooperation within the team.
Social awareness: Accurately assess and respond to the emotions of others. Ability to listen and accurately interpret unspoken emotions.
Situational theories
People and leadership situations are more complex. Instead of assuming one style or approach works, adopt style or technique based on the situation.
Transactional theories
Transactional leadership uses more of a “telling” style. Transactional theory assumes that people are motivated by reward and punishment and that they work best within a clear chain of command. The leader creates structures to make clear what is required of subordinates and what the rewards are.
Transformational theories
People need a sense of mission that goes beyond good interpersonal relationships or the appropriate reward for a job well done (Bass & Avolio, 1993; Salanova, 2011). Transformational leaders in nursing require effective leaders who are compassionate and dedicated to team, patients, and the nursing profession.
Servant leadership
Selflessly serve others. Believes people have value as people. Cultivates an environment of trust. Views people have value as people, not just workers.
The new charge RN on a hospital unit is leading a committee that must choose new paint colors for the nurses’ station. The charge RN elicits the opinions of all group members and then organizes a vote. The charge nurse’s leadership style can be said to be
a. Laissez-faire
b. Autocratic
c. Democratic
d. Scientific
C
The charge RN is sharing the responsibility for the decision with her staff. She seeks their input and allows them to have a voice in the final outcome.
Manager
DIFFERENT THAN LEADER. Appointed officially, position of power and authority, employee of an organization, responsible for directing the work of others, duties include but not limited to:
Hiring
Corrective action and Disciplinary process
Budgeting
Staffing and scheduling
Directing and organizing
Performance Evaluation
Human relations–oriented management
Work will motivate people
Considers feelings of staff
McGregor’s Theory X and Theory Y
Theory X – Managers believe that most people do not want to work very hard and the managers job is to make sure they do.
Theory – Managers believe that work itself can be motivation, that people want to do their jobs well
Qualities of a manager
Qualities
Leadership
Clinical expertise
Business sense
Leadership:
All of the “people skills” and other leadership qualities are the core skills the nurse needs to function as an effective manager.
Clinical expertise:
If a nurse manager is to help others develop their skills and evaluate how well they have done so, they need a certain amount of clinical expertise. It is not necessary (or even possible) to know everything every other professional on the team knows, but it is important to be able to assess the effectiveness of their work in terms of client outcomes.
Business sense:
Nurse managers need to be concerned with the “bottom line;” that is, with the cost of providing care, especially in comparison with the benefit received from that care. Nurse managers need to be able to analyze how much time is spent to provide a given amount of client care, how effective that client care has been, how much will be paid to the institution for the care delivered, and who will pay for it (e.g., private insurance, government insurance, or the client). These are complex tasks that require knowledge of budgeting, staffing, and measurement of patient outcomes, most of which are beyond the scope of this textbook.
Interpersonal:
Networking: Managers must clearly articulate nurses’ roles and value to the institution.
Conflict negotiation and resolution; Employee development:
This includes providing for continuing learning and upgrading employees’ skills
Rewards and punishments:
Examples include salary increases, time off, and praise
