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Leadership and Managmant
The document outlines a leadership and management workshop for nurses. It begins with an introduction to leadership and management definitions. It then details the workshop agenda which covers leadership styles like transformational leadership, factors that influence leadership style selection, and the nurse's role as a leader. Specific topics include creating a vision, motivating teams, managing change, and coaching skills. The workshop objectives are to define key terms and concepts, describe leadership styles, and understand the nursing leadership role. Effective leadership requires technical, human, and conceptual skills.
Leadership and Managmant
- 1. 1 Leadership CHARGE NURSE UNITMANAGMANT AND LEADERSHIP WORKSHOP Nursing Education Administration And ManagementWA
- 2. 2 Course OUT LINE Introduction toLeadership and Management• Definition of management • Definition of Leadership 01 Leadership Style02 Transformational Leadership 03 Monday | 19 APRIL 2016 | CHARGE NURSE UNIT MANAGMANT AND LEADERSHIP • Lewin's Leadership Style • Specific Leadership Styles • What Are The Factors For Selecting Leadership Style • Essential requisites of leadership • Characteristics of effective leader 04 Nurses Role - as a Leader05 • The most important responsibility for the nurse in any leadership or management • Leadership And Management Skills And Behaviours 06• Creates an inspiring vision of the future • Motivates and inspires people vision • Manages delivery of the vision. • Coaches and builds a team. • Customer Service Provider • Team Builder • Resource Manager • Decision Maker • Problem Solver
- 3. 3 At The EndOf This Lecture, The Nurses Leader will be know about: • Definition of management • Definition of leadership • State the major styles of leadership • State the factors that may affect leadership styles • Nursing leadership role
- 4. 4 Leaders are peoplewho do the right thing Managers are people who do things right Professor Warren G. Benni Management is efficiency in climbing the ladder of success; Leadership determines whether the ladder is leaning against the right wall. Stephen Covey
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- 6. 6 States that theterm management comes from the old French term Ménagement which means “the directing” and from Latin term Manu agere , which means “to lead by the hand” Both word origin imply that management is the process of all or part of organization Different authorities define management differently but have strong unifying similarities in all the definitions. Leading And Directing
- 7. 7 The Managers thentypically : • Have an assigned position within the formal organization . • Have a legitimate source of power due to the delegate authority that a accompanies their position . • Are expected to carry out specific function , duties , and responsibilities . • Emphasize control , decision making , decision analysis and results . • Manipulate people , the environment , money , time , and other resources to achieve organizational goals . • Have a greater formal responsibility and accountability for rationality and control than leader • Directing willing and un willing subordinate
- 8. 8 Management in allbusiness areas and organizational activities refers to the acts of getting people together to accomplish desired goals and objectives. Management comprises Planning, Organizing, Staffing, Leading or Directing, and Controlling an Organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. Planning Organizing Staffing Leading Directing
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- 10. 10 А No single detentionbroad enough to encompass the total leadership process , because the researcher and theorists don’t agree on exactly what leadership is. B C They set direction, build an inspiring vision, and create something new. Leadership is stated as the process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task.
- 11. 11 Koontz, H. andC. O’Donnell. “Management: A System of Contingency Analysis of Managerial Functions”. McGraw-Hill, New York, 1976.
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- 15. 15 Leaders givetheir team members a lot of freedom in how they do their work, and how they set their deadlines. This autonomy can lead to high job satisfaction, but it can be damaging if team members don't manage their time well, (Laissez-faire leadership can also occur when managers don't have control over their work and their people.) Laissez-faire leader Make decisions without consulting their team members, even if their input would be useful. This can be appropriate when you need to make decisions quickly, when there's no need for team input Autocratic leaders Make the final decisions, but they include team members in the decision-making process. They encourage creativity, and people are often highly engaged in projects and decisions. As a result, team members tend to have high job satisfaction and high productivity. This is not always an effective style to use, though, when you need to make a quick decision. Democratic leaders
- 16. 16 Bureaucratic leadersfollow rules rigorously, and ensure that their people follow procedures precisely. This style is much less effective in teams and organizations that rely on flexibility, creativity, or innovation. Bureaucratic Leaders Charismatic leadership resembles transformational leadership: both types of leaders inspire and motivate their team. Charismatic leaders might believe that they can do no wrong, even when others warn them about the path that they're on.This feeling can severely damage a team or an organization Charismatic Leaders
- 17. 17 A "servantleader " is someone, regardless of level, who leads simply by meeting the needs of the team. These people often lead by example. They have high integrity and lead with generosity Their approach can create a positive corporate culture, and it can lead to high morale among team members. This style also takes time to apply correctly: it's ill-suited to situations where you have to make quick decisions . Servant Leaders team members agree to obey their leader when they accept a job The leader has a right to "punish" team members if their work doesn't meet an appropriate standard It can lead to high staff turnover. It also has serious limitations for knowledgebase or creative work. As a result, team members can often do little to improve their job satisfaction.. Transactional Leaders
- 18. 18 Leadership What is ? we'llfocus on the process of leadership. In particular, we'll discuss the "transformational leadership" model, first proposed by James MacGregor Burns and then developed by Bernard Bass. The leadership frameworks discussed so far are all useful in different situations, however, "transformational leadership " is often the most effective style to use. (This was first published in 1978, and was then further developed in 1985.) According to the idea of transformational leadership , an effective leader is a person who does the following: •Motivates and inspires people vision. •Creates an inspiring vision of the future. • Manages delivery of the vision. •Coaches and builds a team.
- 19. 19 Creating an InspiringVision of the Future Vision provides direction, sets priorities, and provides a marker, so that you can tell that you've achieved what you wanted to achieve. To create a vision, leaders focus on an organization's strengths by using tools such as Porter's Five Forces , PEST Analysis , USP Analysis , Core Competence Analysis and SWOT Analysis to analyze their current situation
- 20. 20 Motivating and InspiringPeople Leaders' ability to motivate and inspire people that helps them deliver that vision. For example when you start a new project, you will probably have lots of enthusiasm for it, so it's often easy to win support for the project at the beginning. Connect their vision with people's individual needs, goals, and aspirations. to make significant changes in the way that they do things. Leaders recognize this, and they work hard throughout the project to Expectancy Theory . Effective leaders link together two different expectations: 1. The expectation that hard work leads to good results. 2. The expectation that good results lead to attractive rewards or incentives. Motivates people to work hard to achieve success because they expect to enjoy rewards – both intrinsic and extrinsic – as a result. Other approaches include restating the vision in terms of the benefits it will bring to the team's customers, and taking frequent opportunities to communicate the vision in an attractive and engaging way.
- 21. 21 Managing Delivery ofthe Vision Performance Management and KPIs team members need performance goals that are linked to the team's overall vision 2 Manage Change Leaders also need to make sure they manage change effectively. This helps to ensure that the changes needed to deliver the vision are implemented smoothly and thoroughly 3 Vision Is Delivered Successfully Leaders must ensure that the work needed to deliver the vision is properly managed – either by themselves, or by a dedicated manager or team of managers to whom the leader delegates this responsibility – and they need to ensure that their vision is delivered successfully. 1
- 22. 22 Team Dynamics Giving AndReceiving Feedback Leadership Potential Coaching and Building a Team to Achieve the Vision To develop a team, leaders must first understand team dynamics. Several well-established and popular models describe this, such as Belbin's Team Roles approach, and Bruce Tuckman's Forming, Storming, Norming, and Performing theory . A leader will then ensure that team members have the necessary skills and abilities to do their job and achieve the vision. They do this by giving and receiving feedback regularly, and by training and coaching people to improve individual and team performance looking for leadership potential in others. By developing leadership skills within your team, you create an environment where you can continue success in the long term. And that's a true measure of great leadership.
- 23. 23 Objectives that needto be achieved Followers Situation
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- 25. 25 Take the challengesto grow Take calculated risks Have courage at the time of controversies Accept their mistakes Communicate frequently Understand the situation and the fact
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- 27. 27 Leaders make thingshappen! As a leader, your first priority is to get the Job done. In order to do this, you must: 1. Know your objectives and have a plan for reaching them, If you are unclear about your goals, clarify them with your manager. On Planning list everything you have to do both short & long-term goals. Set priorities. Decide which tasks are the most important in achieving your objectives. Decide how much time you will need to complete each task. Check to see that resources needed to complete the task are available. Use wall calendars, desk calendars daily to do lists and other aids to help you develop a plan for getting jobs done. 2. Build a team committed to achieving those objectives. 3. Help each team member to give his or her best effort.
- 28. 28 Roles of theNurse Leaders Team Builder Customer Service Provider Decision Maker Problem Solver Resource Manager
- 29. 29 • Providing serviceor care to customers (patient or clients). • Nurse must keep customer service first and foremost as the motivator of all plans and activities. • Without customers, the organization will go out of business.
- 30. 30 • A teamis a group of people organized to accomplish the necessary work of an organization. • Teams have become important in the changing health care environment. • Teams bring together a range of people with different knowledge, skills, and experiences to meet customer.
- 31. 31 • Resources includethe personnel, time, and supplies needed to accomplish the goals of the organization. • Nurse leader has the responsibility - effectively manage resources in providing safe, effective patient care in an economic manner.
- 32. 32 Step 1: Identifya problem or opportunity Step 2: Gather relevant information. Step 3: Analyze the situation Step 4: Develop options Step 5: Evaluate alternatives Step 6: Select a preferred alternative Step 7: Act on the decision
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- 34. 34 Gather informationabout the situation Identify the problem; separate the symptoms Identify people and groups involved Identify cultural and environmental factors Encourage input from involved parties
- 35. 35 Analyze resultsof information gathered Identify, clarify, and prioritize the actual problem (s) Determine if intervention is appropriate
- 36. 36 Identify asmany solutions as possible Elicit participation from people or groups affected Review options and consider safety, efficiency, costs, quality, and legal issues Consider positive and negative outcomes Remain open-minded and flexible when considering options
- 37. 37 Communicate plansto everyone affected Be sure plans, goals, and objectives are clearly identified Maintain open, two-way communication with staff Support and encourage compliance among all staff
- 38. 38 Identify evaluationcriteria in the planning Identify who is responsible for evaluation, what will be measured, and when it will take place Maintain open communication with all involved Was the decision successful? What might have made it better?
- 39. 39 Role Is ToCreate An Environment Of Caring - Caring For Staff Members As Well As For Patients And Families. Staff Members Who Believe That Their Manager Sincerely Cares About Them And The Work They Do Are Able To Pass That Feeling Of Caring On To Their Patients And Other Customers.
- 40. 40 The Effective LeadershipAnd Management Have Identified Requires Skills In Three Major Areas: • Technical skills—such as clinical expertise and nursing knowledge. • Human skills—the ability and judgment to work with people in an effective leadership role. • Conceptual skills—the ability to understand the complexities of the overall organization Hersey and Blanchard (1988)
- 41. 41 • By BessieL. Marquis, Carol J. Huston: Leadership Roles and Management Functions in Nursing: Theory and Application Sixth (6th) Edition – January 24, 2008 • Nurse Stand. 2005 Feb 16-22;19(23):33-9.Nurses decision-making in clinical practice. Bakalis NA1, Watson R.
Editor's Notes
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- #21 A compelling vision provides the foundation for leadership. But it's leaders' ability to motivate and inspire people that helps them deliver that vision. For example, when you start a new project, you will probably have lots of enthusiasm for it, so it's often easy to win support for the project at the beginning. However, it can be difficult to find ways to keep your vision inspiring after the initial enthusiasm fades, especially if the team or organization needs to make significant changes in the way that they do things. Leaders recognize this, and they work hard throughout the project to connect their vision with people's individual needs, goals, and aspirations. One of the key ways they do this is through Expectancy Theory . Effective leaders link together two different expectations: 1. The expectation that hard work leads to good results. 2. The expectation that good results lead to attractive rewards or incentives. This motivates people to work hard to achieve success, because they expect to enjoy rewards – both intrinsic and extrinsic – as a result. Other approaches include restating the vision in terms of the benefits it will bring to the team's customers, and taking frequent opportunities to communicate the vision in an attractive and engaging way. What's particularly helpful here is where leaders have expert power . People admire and believe in these leaders because they are expert in what they do. They have credibility, and they've earned the right to ask people to listen to them and follow them. This makes it much easier for these leaders to motivate and inspire the people they lead. Leaders can also motivate and influence people through their natural charisma and appeal, and through other sources of power , such as the power to pay bonuses or assign tasks to people. However, good leaders don't rely too much on these types of power to motivate and inspire others.
- #22 This is the area of leadership that relates to management . Leaders must ensure that the work needed to deliver the vision is properly managed – either by themselves, or by a dedicated manager or team of managers to whom the leader delegates this responsibility – and they need to ensure that their vision is delivered successfully. To do this, team members need performance goals that are linked to the team's overall vision. Our article on Performance Management and KPIs (Key Performance Indicators) explains one way of doing this, and our Project Management section explains another. And, for day-to-day management of delivering the vision, the Management By Wandering Around (MBWA) approach helps to ensure that what should happen, really happens. Leaders also need to make sure they manage change effectively. This helps to ensure that the changes needed to deliver the vision are implemented smoothly and thoroughly, with the support and backing of the people affected.
- #23 . Coaching and Building a Team to Achieve the Vision Individual and team development are important activities carried out by transformational leaders. To develop a team, leaders must first understand team dynamics. Several well-established and popular models describe this, such as Belbin's Team Roles approach, and Bruce Tuckman's Forming, Storming, Norming, and Performing theory . A leader will then ensure that team members have the necessary skills and abilities to do their job and achieve the vision. They do this by giving and receiving feedback regularly, and by training and coaching people to improve individual and team performance. Leadership also includes looking for leadership potential in others. By developing leadership skills within your team, you create an environment where you can continue success in the long term. And that's a true measure of great leadership.