management of nursing course

2. Introduction about
Leadership &
Management
Presented by: Ola Alomoush
Supervised by : Prof. Hala Ramzy

3. Outline:
-Introduction
-manager & management
-Leader & leadership
-Differences between manager & leader
-Differences between management and leadership
-Historical development of management theories
-Historical development of leadership theories
-Approach to leadership

4. ‫تعالى‬ ‫قال‬
:
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‫ة‬ َ‫ر‬ ِ
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َ‫ن‬‫و‬ُ‫ِير‬‫د‬ُ‫ت‬
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‫البقرة‬
:
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‫العظيم‬ ‫هللا‬ ‫صدق‬
‫أن‬ ‫عنه‬ ‫هللا‬ ‫رضي‬ ‫عجرة‬ ‫بن‬ ‫كعب‬ ‫حديث‬ ‫في‬ ‫أخرى‬ ‫إشارة‬ ‫النبوية‬ ‫السنة‬ ‫وفي‬
‫النبي‬
‫قال‬ ‫وسلم‬ ‫عليه‬ ‫هللا‬ ‫صلى‬
:
«
‫ام‬ ‫خمسين‬ ‫أمر‬ ‫الرجل‬ ‫يدير‬ ‫حتى‬ ‫الساعة‬ ‫تقوم‬ ‫َّل‬
‫رأة‬
»
.

5. Leadership is the issue of the day, not only in nursing but also in
society as whole. Good leaders are made not born. If you have
desire and will power, you can become an effective leader. Good
leader developed through a never ending process of self study,
education, training, and experience.

6. Introduction
Well Leadership and Management, Leaders and Managers are
the terms which are often misunderstood and used
interchangeably.

7. Introduction
The relationship between leadership and management
continues to prompt some debate, although there clearly is a
need for both. “Psychologists tend to define leadership in terms
of interpersonal behavior, while management thinkers
emphasize how leaders shape structural features of
organizations”
(Kaiser, Lindberg McGinnis, & Overfield, 2012, p. 120).

8. Introduction
Leadership is also viewed by some as one of management’s
many functions; others maintain that leadership requires more
complex skills than management and that management is only
one role of leadership.
Still others suggest that management emphasizes control—
control of hours, costs, salaries, overtime, use of sick leave,
inventory, and supplies—whereas leadership increases
productivity by maximizing workforce effectiveness.

9. Introduction
said that every manager should be a leader. Similarly, leadership
without management results in chaos and failure for both the
organization and the individual executive.

10. Introduction
Dignam et al. (2012) also agree, suggesting that since change is a
primary feature of contemporary health-care environments,
managers must be able to shift from a traditional focus on
operational task completion to the leadership skills of visioning,
motivating, and inspiring others before desired outcomes can be
achieved.

11. Introduction
MacLeod (2012) echoes similar thoughts in his assertion that in
the face of significant change, both sound management and
strong leadership skills are essential to the long-term viability of
today’s health-care organizations.

12. Yet, we are all aware of individuals in leadership positions who
cannot manage and individuals in management roles who
cannot lead.

13. Manager
Dictionary.com (2013, para 1) defines management as “the act
or manner of guiding or taking charge” or “handling, direction,
or control.”
*Both definitions imply that :
Management is the process of leading and directing all or part of
an organization, often a business, through the deployment and
manipulation of resources.

14. Managers then typically:
• Have an assigned position within organization.
• Have a legitimate source of power.
• Are expected to carry out specific functions, duties, and
responsibilities.
• Emphasize control, decision making.
• Manipulate resources to achieve organizational goals.
• Have responsibility and accountability for control rather than
leaders.
• Direct willing and unwilling subordinates.

15. Leaders:
Although the term leader has been in use since the 1300s, the
word leadership was not known in the English language until the
first half of the 19th century. Despite its relatively new addition
to the English language, leadership has many meanings and
there is no single definition broad enough to encompass the
total leadership process. to examine the word leader, however,
is to note that leaders lead.

16. Leaders are those individuals who are out front, taking risks,
attempting to achieve shared goals, and inspiring others to
action. Those individuals who choose to follow a leader do so by
choice, not because they have to.

17. Leader:
Kaiser et al. (2012) agree, suggesting that the essence of leadership is
a social influence process where leaders use interpersonal behaviors
to motivate followers to commit and give their best effort to
contribute to group goals.

18. It is important to remember though that a job title alone does
not make a person a leader. Only a person’s behavior
determines if he or she holds a leadership role.
The manager is the person who brings things about—the one
who accomplishes, has the responsibility, and conducts. A leader
is the person who influences and guides direction, opinion, and
course of action.

19. common leadership roles.
Decision maker
Coach
Forecaster
Communicator
Influencer
Evaluator
Teacher
Creative problem solver
Facilitator
Critical thinker
Change agent
Risk taker
Role model
Innovator
Visionary
Energizer

20. characteristics of leaders
include the following:
• Leaders obtain their power through other means, such as
influence.
• Leaders have a wider variety of roles than do managers.
• Leaders may or may not be part of the formal organization.
• Leaders focus on group process, information gathering,
feedback, and empowering others.
• Leaders emphasize interpersonal relationships.
• Leaders direct willing followers.
• Leaders have goals that may or may not reflect those of the
organization

21. It is important to remember that all it takes to stop being a
leader is to have others stop following you. Leadership then is
more dynamic than management and leaders do make mistakes
that can result in the loss of their followers.

22. Ten Fatal Leadership Flaws
Source: Zenger, J., & Folkman, J. (2009)
1. A lack of energy and enthusiasm
2. Acceptance of their own mediocre performance
3. Lack of a clear vision and direction
4. Having poor judgment
5. Not collaborating
6. Not walking the talk
7. Resisting new ideas
8. Not learning from mistakes
9. A lack of interpersonal skills
10. Failing to develop others

24. Difference between Leaders
and Managers

25. Difference between Leaders
and Managers

26. Differences between
leadership and management:-

27. Differences between
leadership and management:-

28. Differences between
leadership and management:-

29. HISTORICAL DEVELOPMENT
OF MANAGEMENT THEORY
Management science, like nursing, develops a theory base from
many disciplines, such as business, psychology, sociology, and
anthropology. Because organizations are complex and varied,
theorists’ views of what successful management is and what it
should be have changed repeatedly in the last 100 years.

30. Bureaucracy Management
 Established by Max Weber (1846–1920)
 Developed concept of ideal bureaucracy
 Emphasized the importance of regulating the work
environment
 Believed in creating an impersonal, rational, and
controlled setting
 Promoted the division of labor, hierarchy, formal
selection, and career orientation

31. Scientific Management (1900
to 1930)
-Frederick W. Taylor, the “father of scientific management”
- Taylor postulated that if workers could be taught the “one
best way to accomplish a task,” productivity would increase.

32. The four overriding principles of
scientific management as identified by
Taylor (1911) are:
1.Traditional “rule of thumb” means of organizing work must be A
job can be measured with scientific accuracy replaced with
scientific method.
.

33. 2. A scientific personnel system must be established so that
Workers can be selected scientifically to meet the requirements
of a position
3. Productivity can be enhanced by scientifically selecting and
developing workers.
4. The relationship between managers and workers should be
cooperative and interdependent .

34. Management Functions (1925)
-Henri Fayol (1925) first identified the management functions of
planning, organization, command, coordination, and control.
-Luther Gulick (1937) expanded on Fayol’s management
functions planning, organizing, staffing, directing, coordinating,
reporting, and budgeting.

35. The management process
1. Planning : determining philosophy, goals, objectives, policies, procedures,
and rules.
2. Organizing: establishing the structure to carry out plans, determining the
most appropriate type of patient care delivery, and grouping activities to meet
unit
goals.
3. Staffing : recruiting, interviewing, hiring, and orienting staff, Scheduling,
staffing functions.
4. Directing : human resource management, such as motivating, managing
conflict, delegating, communicating, and facilitating collaboration.
5. Controlling functions : performance appraisals, fiscal accountability, quality
control, legal and ethical control, and professional and collegial control.

36. Human Relations Management
(1930 to 1970)
1-Behavioral Management Theory.
2-Humanistic theory.
3-Employee participation.

37. 1-Behavioral Management Theory.
-Human relations era developed the concepts of participatory
and humanistic management, emphasizing people rather than
machines.
-Follett (1926) was one of the first theorists to suggest basic principles
of what today would be called participative decision
making or participative management.
-Managers should have authority with, rather than over, employees.
-Satisfied both sides without having one side dominate the other.

38. -Mayo (1953) found that when management paid special attention
to workers, productivity was likely to increase, regardless of the
environmental working conditions.
informal work groups and a socially informal work environment
were factors in determining productivity, and Mayo recommended
more employee participation in decision making.
1-Behavioral Management Theory.

39. 2-Humanistic theory.
Douglas McGregor (1960) reinforced these ideas by theorizing
that managerial attitudes about employees (and, hence, how
managers treat those employees) can be directly correlated
with employee satisfaction.
-He labeled this Theory X and Theory Y.

40. 2-Humanistic theory.
-Theory X managers believe that their employees are basically
lazy, need constant supervision and direction, and are
indifferent to organizational needs.
-Theory Y managers believe that their workers enjoy their work,
are self-motivated, and are willing to work hard to meet
personal and organizational goals.

41. 3-Employee participation
Chris Argyris (1964) supported McGregor and Mayo by saying
that managerial domination causes workers to become
discouraged and passive.
-if self-esteem and independence needs are not met, employees
will become discouraged and troublesome or may leave the
organization.
-Argyris stressed the need for flexibility within the organization
and employee participation in decision making.

42. HISTORICAL DEVELOPMENT OF
LEADERSHIP THEORY (1900 to
(
PRESENT
Like management theory, leadership theory has been dynamic;
that is, what is “known” and believed about leadership
continues to change over time.

45. Approach to Leadership
1-Traditional approach.
2-Contingency Approach.
3-Situational Leadership Model (SLM).

46. 1-Traditional approach.
A. Autocratic / authoritarian leadership:
Effective performance as concerned with tasks accomplishment.
Useful in emergency situation, Less time consuming and instruct
decision making. Result in a well defined group action, Feeling of
security for subordinates.
Lead to negative point such as:
- Avoid individual creativity.
- Lack cooperation among the staff members.
- Lack of autonomy.
- Less commitment to organization goals.
- Less job satisfaction.

47. B. Democratic/ participative leadership:
-In this type of leadership the whole team is involved and
accepts responsibilities for setting and achieving goal.
-The leader shows concern for his people than for higher
production. The leader work more as agent , therefore the team
is not dependence on him and can work effectively in his
absence.
Disadvantages of this style:
1- Low level of productivity.
2- Is not useful in emergency situation.
3- Time consuming for taking decision.

48. C- Lassize fair (permissive, let do) style:
in this style, the leader allows the employees to make the
decisions. However, the leader is still responsible for the
decisions that are made. This is used when employees are able
to analyze the situation and determine what needs to be done
and how to do it. You cannot do everything! You must set
priorities and delegate certain tasks. This is not a style to use so
that you can blame others when things go wrong, rather this is a
style to be used when you fully trust and confidence in the
people below you. Do not be afraid to use it, however, use it
wisely.

49. 2-ContingencyApproach to
Leadership
There are 3 main “forces” on managers in deciding a leadership
:
style
1-Personal Forces managers’ own background, experience,
confidence and leadership inclinations
2-Characteristics of subordinates managers’ need to consider
the subordinates willingness and unwillingness for responsibility
and decision taking acceptance.
3-Situation managers’ need to recognize the situation where
they find themselves in terms of corporate culture and colleges’
style of work.

50. 3-Situational Leadership Model
(SLM)
-Developed by Hersey and Blanchard
-A model, not a theory
-Different situations and followers require different leadership
styles
-No one leadership style is appropriate for all situations and
effective leaders adjust their style to match the situation
-Use the model to determine the situation and then choose the
corresponding leadership style

51. Situational Approach to Leadership
-Leader-member relations
-Task Structure
-Leaders’ position power

52. 4-Path-Goal approach of Leadership
Manager identifies the ‘goals’ and rewards the ‘paths’ to be
take, to reach them.
In this process an effective leader:
-Identifies and communicates to subordinates the path they
follow in order to achieve personal and organizational
objectives.
-Helps subordinates along the chosen path.
-Helps to remove obstacles on the path that might prevent the
achievement of these objectives.