Nurs 3050 Week 1 Intro


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Nurs 3050 Week 1 Intro

  1. 1. Development of Self as Nurse : Leadership & Change for Professional Practice NURS 3050 Section P
  2. 2. Contact information: <ul><li>Kathie Harcourt RN, BScN, MN,ENC (C) </li></ul><ul><li>[email_address] </li></ul><ul><li>Office hours by appointment </li></ul><ul><li>Announcements on Moodle </li></ul>
  3. 3. Group Exercise <ul><li>What would your definition of “Leadership” be? </li></ul><ul><li>In your own experience, who has provided true leadership and why? </li></ul>
  4. 4. Defining “Leadership” <ul><li>What is it? </li></ul><ul><li>Who are the leaders? </li></ul><ul><li>What do leaders do? </li></ul><ul><li>Complex, multidimensional </li></ul><ul><li>What leadership is required in today’s nursing? </li></ul><ul><li>How can leadership be integrated into the roles of professional nurses? </li></ul>
  5. 5. What do we know about it? <ul><li>Much research done in study of leadership </li></ul><ul><li>“ leadership is one of the most observed & least understood phenomena” it is something that most know it when they see it but few can defined it clearly </li></ul>
  6. 6. Theories of Leadership <ul><li>Great Man Theory: </li></ul><ul><li>One of the earliest </li></ul><ul><li>One was a leader if born into the “right” family of nobility (leaders are born not made) </li></ul><ul><li>Masses not supportive of this </li></ul>
  7. 7. Theories of Leadership <ul><li>Trait Theory </li></ul><ul><li>Attempt to identify leaders & universal characteristics of leadership </li></ul><ul><li>Above average height/weight, energetic, educated, decisive, confident, interpersonal skills, & creative </li></ul><ul><li>no universal characteristics found in all leaders and need to consider situation/environment of leadership </li></ul>
  8. 8. Theories of Leadership <ul><li>Situational Theory: </li></ul><ul><li>Recognition of environment & situation in effectiveness of leader </li></ul><ul><li>Leader was in position to institute change when situation ready for change </li></ul><ul><li>“ right place at the right time” </li></ul>
  9. 9. Theories of Leadership <ul><li>Modern Theory: </li></ul><ul><li>Multifaceted </li></ul><ul><li>Need a vision, communication of that vision, plan to make vision a reality, effecting change, managing conflict, empowering followers, source of energy for the group </li></ul><ul><li>Effective leadership depends on the person as leader, situation at hand, qualities and maturity of the followers </li></ul><ul><li>Without followers there is no leadership </li></ul>
  10. 10. Leadership <ul><li>Complex </li></ul><ul><li>Not limited to only an elite few </li></ul><ul><li>Can be learned </li></ul><ul><li>It is deliberative </li></ul><ul><li>Not necessarily tied to a position of authority </li></ul><ul><li>Each of us has the potential to be a leader </li></ul><ul><li>Challenge how things are done- why not? (may be beneficial at times not to be in a position of authority) </li></ul>
  11. 11. Leadership & Management <ul><li>Terms used interchangeably but although related, are not the same </li></ul><ul><li>Leadership is not necessarily tied to a position of authority </li></ul><ul><li>Each nurse has the potential & responsibility to provide leadership </li></ul>
  12. 12. Role of Leader <ul><li>Envisioning goals </li></ul><ul><li>Affirming values: beliefs, shared vision </li></ul><ul><li>Motivating others: positive attitude, creativity, encouragement </li></ul><ul><li>Managing: setting priorities, facilitating change </li></ul><ul><li>Achieving workable unity: trust, cohesion, managing conflict, loyalty to larger venture </li></ul><ul><li>Explaining: helping others understand </li></ul><ul><li>Serving as a symbol: risk taker, hope </li></ul><ul><li>Representing the group: speaking/acting on behalf of- advocate </li></ul><ul><li>Renewing: blending continuity and change, breaking habits, perceptions, unwritten rules </li></ul>
  13. 13. Leadership vs. Management Leadership Management Position Selected/group Appointed/org Power Base Credibility Authority Goals/ vision Passion Prescribed Innovation Encouraged May be allowed Risk High Low Order Disorder Control Activities Vision Efficiency Focus People Systems Perspective Long range Short range Freedom Not limited Tied to position Actions Does right thing Does thing right
  14. 14. Vision <ul><li>Looking for future possibilities </li></ul><ul><li>Why not?? </li></ul><ul><li>Henry Ford (cars for common people), Gandhi (freedom for people of India), Martin Luther King (racial equality), Florence Nightingale (decrease fatalities in war from poor care/conditions) </li></ul><ul><li>Think “outside the box” </li></ul>
  15. 15. Communication Skills <ul><li>Communicate ideas & visions </li></ul><ul><li>Generate excitement </li></ul><ul><li>Good listening skills/input from group </li></ul><ul><li>Nurses have good communication skills/know how to listen </li></ul><ul><li>Nurses are trusted by public/ credible </li></ul>
  16. 16. Change Agent <ul><li>Know when change is needed </li></ul><ul><li>Planning effectively for change </li></ul><ul><li>Involving the key stakeholders </li></ul><ul><li>Maintaining a positive attitude </li></ul><ul><li>Managing chaos that comes with change </li></ul><ul><li>Knowing when to maintain the status quo (not all change is necessary) </li></ul><ul><li>Nurses have a responsibility to create change in their work rather than complain or blame </li></ul>
  17. 17. Stewardship <ul><li>Being responsible for something other than oneself/ the larger picture </li></ul><ul><li>Serving others </li></ul><ul><li>Partnerships </li></ul><ul><li>Empowerment </li></ul>
  18. 18. Developing Followers <ul><li>Renewal of their commitment/involvement </li></ul><ul><li>Creating leaders around them, developing abilities of others/mentoring, role modeling </li></ul><ul><li>Effective followers who also provide leadership </li></ul>