This document discusses leadership competencies and styles in nursing. It defines leadership and notes that it involves interpersonal influence to achieve goals. The main types of leadership discussed are formal/informal, direct/indirect, and individual/shared. Leadership styles covered include autocratic, democratic, laissez-faire, and bureaucratic. Key leadership competencies are vision and trust. Effective communication, relationship management, influencing behaviors, and shared decision-making are also identified as important competency domains for nursing leaders. The document concludes by discussing leadership applications in nursing including patient care coordination and mentoring, and notes challenges to leadership development like defining the leadership role.

1. LEADERSHIP
COMPETENCIES
Ms. SUJITHA. M
II YEAR M.SC(N)
KNN COLLEGE OF NURSING

2. SESSION:I
MEANING, DEFINITION, TYPES
AND STYLES OF LEADERSHIP

3. Leadership is interpersonal
influence exercised in a situation
and directed through communication
process, towards the attainment of a
specific goal or goals.
(L.M.Prasad, 2006)

4. Leadership is the process of
influencing and supporting others to
work enthusiastically towards achieving
objectives.
(BarnardKeys, 1990)

5. Types of leadership
1. Formal and informal leadership:
A clear distinction between formal
and informal leadership is based on
authority, which provides the individual
different opportunities and constraints on
exercising leadership.

6. 2. Direct and indirect
leadership:
Proximity and interaction of
the leader and follower tend to make
a distinction between direct and
indirect leadership.

7. 3. Individual and
shared leadership:
Leaders have to understand, lead,
manage, and react to change with higher
levels of uncertainty and risk than in
past. Leadership needs to be shared
across team and organization to achieve
quality outcomes.

8. Leadership styles
1. Autocratic leadership:
The leader assumes complete
control over the decisions and activities
of the group.

9. Characteristics
 Firm personality, insistent, self-assured,
highly directive, dominating.
 Has high concern for the work than for
the people who performs task
 Shows no regards to the interests of the
employees

10.  Set rigid standards and method
of performance and expects the
subordinates to obey the rules and
follow the same.
 Makes all decision by
himself/herself.
 Minimal group participation or none
from the workers.

11. 2. Democratic leader
Participative consultative style of
leadership

12. Characteristics:
 Sense of equality among leader and
followers
 Open system of communication prevails
 Interaction between the leader and group
is friendly and trusting
 Leader works through people not by
domination but by suggestions and
persuasions

13. 3. Laissez-faire
leadership:
Free- Rein, Anarchic and
Ultraliberal style of leadership. The
leader gives up all power to the
group.

14. Characteristics:
 Encourages independent activity by the
group member
 Group members are free to set their own
goals determine their own activities and
allowed to do almost what they desire to
do
 Style effective in highly motivating
professional growth

15. 4. Bureaucratic leadership
In this the leader function only
with rules and regulations. Leader
cannot be flexible and does not like
to take any risk out of the rules. E.g
defense leader

16. Characteristics:
 It is a personal quality of character and
behavior in man which enables him to
exert internal personal influence.
 It is concerned with the lying down
group objectives and polices for the
followers, motivating them coordinating
their efforts to accomplish the objectives.

17.  Its style may differ from situation to
situation.
 It is the ability to perused others and
motivate them to work for accomplishing
certain objectives.
 It is process of influencing exercised by
leader on members of a group.
 It involves an unequal distribution of
authority among leaders and groups.

18. SESSION:II
LEADERSHIP COMPETENCIES

19. The two important competencies
of leadership are:
1.Vision
2.Trust

20. Competency assessment
 Interpersonal Skills
Interpersonal skills include
listening, reading non-verbal cues,
showing empathy, mentoring and
encouraging teamwork. Recognizing
and rewarding team members who

21.  Results Oriented
Being results-oriented also
includes setting specific,
measurable, realistic goals that
can be completed during a certain
time-frame.

22.  Communication Skills
Effective leaders hone their
public speaking and writing skills
and learn the pros and cons of
using each communication
method to convey ideas.

23. Competency domains of nursing leaders
 Effective communication
 Relationship management
 Influence of behaviours
 Ability to work with diversity
 Shared decision-making
 Community involvement
 Medical staff relationships

24. a. Effective Communication
 Make oral presentations to diverse
audiences on nursing, health care,
and organizational issues
 Resolve and manage conflict

25. b. Relationship Management
 Build trusting, collaborative relationships
with others.
 Deliver “bad news” in such a way as to
maintain credibility
 Follow through on promises and
concerns
 Provide service recovery to dissatisfied
customers

26. c. Influencing Behaviours
 Create and communicate a shared
vision
 Reward appropriate behaviours and
confront and manage inappropriate
behaviours
 Develop, communicate and monitor
behaviour expectations

27. d. Diversity
 Create an environment which recognizes
and values differences in staff,
physicians, patients and communities
 Assess current environment and establish
indicators of progress toward cultural
competency
 Define diversity in terms of gender, race,
religion, ethnicity, sexual orientation,

28. e. Shared Decision-Making
 Engage staff and others in decision-
making
 Promote decisions that are patient-
centered
 Provide an environment conducive to
opinion-sharing

29. f. Community Involvement
 Represent the organization to non-health
care constituents within the community
 Provide consultation to community and
business leaders regarding nursing and
health care
 Be an effective board member for
community and/or professional

30. g. Medical / Staff Relationships
 Build credibility with physicians as a
champion for patient care, quality and
nursing professionalism
 Confront and address inappropriate
behaviour towards patients and staff
 Represent nursing at medical executive
committee and other medical staff
committees

31. h. Academic Relationships
 Determine current and future supply
and demand for nursing care
 Identify educational needs of
existing and potential nursing staff
 Collaborate with nursing programs
to provide required resources

32. SESSION:III
LEADERSHIP IN NURSING

33.  Leadership is critical to advancing
the nursing profession. All levels of
an organization require strong
nursing leadership to establish a
healthy work environment

34. APPLICATION OF
LEADERSHIP IN NURSING
 Patient care coordination
 Employee responsibilities
 Guidelines for delegating nursing
care
 Mentorship
 Preceptor ship
 Continuing education

35. The 5 ‘C’s of Leadership
1. Character:
The core of who you are,
i.e., How you behave in private

36. 2. Commitment:
A promise or pledge, i.e., Following
through on your word, even if you would
prefer not to

37. 3. Connectedness:
Being in relationship with others, i.e., Going
out of your way to be in touch with others.

38. 4. Compassion:
Openness to feelings, i.e.,
Being willing to cry or express sadness over a
tragedy, pain, or sorrow that befalls someone.

39. 5. Confidence:
A belief in your own abilities, i.e.,
Willingness to deal with conflict and difficult
situations.

40. Extraordinary Leaders
 Are highly productive
 Have low intended turnover in their
organizations
 Generate high customer and staff
satisfaction
 Are innovative

41. What are the challenges and
barriers?
 Access to leaders
 Defining and supporting the
leadership role
 Integrating leadership skills into pre-
registration learning
 Lack of leadership skills provision

42. Than
k you