Leadership is based on influence over others to achieve goals, while management involves planning, organizing, leading, and controlling day-to-day operations to achieve objectives. A nurse leader inspires the healthcare team to prioritize patient education, using qualities like clinical expertise and relationships. A nurse manager plans staffing, performs evaluations, controls supplies and budgets, and should also demonstrate leadership. Effective leadership and management involve traits like adaptability and admitting mistakes. Problem-solving and decision-making are key roles for nurse managers that involve assessing issues, analyzing problems, planning solutions, implementing plans, and evaluating outcomes.

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Nursing Leadership and Management
Leadership
Defined
A leaderisa personwhoinfluencesagroupof people towardsthe achievementof agoal.
influencesthe beliefs,opinions,orbehaviorsof aperson,group,or groupsof people.
Management
Defined
Managementisan organizational processthatincludesplanning,organizing,leadingandcontrolling.
Managers responsibility:
Maintain, control of the day-to-dayoperations,
achieve established goalsand objectives.
Differences b/w leadership & management
Leadership
• based on influence
• an informal designation
• an achievedposition
• part of everynurse’srole
• independentofmanagement
Nurse leader
• isable to inspire othersonthe healthcare teamto make patienteducationanimportantaspectof all
care activities.
Leadershipqualities:
• unique personalitycharacteristics,
• exceptional clinical expertise,
• relationshipswithothersinthe organization.
• LEADERSHIP PROCESS
TO BE  TO DO  TO SEE  TO TELL
Management
• based on authority
• a formallydesignatedposition
• an assignedposition
• improvedby use ofeffective
leadershipskills

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 STYLES OF LEADERSHIP
There are three typesof Leadershipstyles:
1. Autocratic
2. Democratic
3. Laissez-Faire
1. Autocratic
 Leader Expectscomplete obedience fromhissubordinates.
 No Suggestionsor initiative fromsubordinatesis entertained.
 The powerof decisionmaking is inthe hands of the leader.
 Can create de-motivationand alienationofstaff.
 Leader isthe formal head ofthe org. and is generallydislikedbythe subordinates.
2. democratic
 Thisstyle impliescompromisebetweenautocraticandlaissez-fairstyle of leadership.
 Encouragesdecisionmaking fromdifferentperspectives –leadershipmaybe emphasisedthroughout
the organisation
 Consultative:processof consultationbeforedecisionsare taken
 Persuasive:Leadertakesdecisionandseekstopersuade othersthatthe decisioniscorrect.
 May helpmotivationandinvolvement.
 Workersfeel ownershipof the firmanditsideas
 Improvesthe sharingof ideasandexperienceswithinthe business.
 Can delaydecisionmaking.
3. LAISSEZ -FAIRE
 Maximumfreedomisallowedtosubordinates
 Free to make independentdecisions.
 Createsself confidence inworkersandprovide themanopportunitytodeveloptheirtalents.
 Can be veryuseful inbusinesses where creative ideasare important.

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 Comparisonof Authoritarian, Democratic, &Laissez-Faire.
Degree of freedom Little Moderate Much
Degree of control High Moderate None
Decision making By leader Leader& group Group or no one
Leader activity level High High Minimal
Assumption of
Responsibility
Leader Shared Abdicated
Output of group High& good qual. High & creative Variable-Poor?
LEADERSHIP TRAITS
 Adaptable
 Alerttosocial environment.
 Self confident
 Willingtoassume responsibility
 Make othersfeel important
 Admitmistakes
Nurse manager
will have:
• planningstaffingrequirements,
• performingemployee performance appraisals,
• controllinguse of suppliesand time,
• meetingbudgetand productivitygoals.
• A good manager also should be a good leader.

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Leadership, managementskills:
1. complementary;
2. can be learnedand developed:
3. through experience,
4. improvingskillsin one area will enhance abilitiesinthe other.
Nurse manager has
• authority - formal rightto directothersgrantedby the organization,
• power- abilitytomotivate people togetthingsdone withorwithoutthe formal right grantedbythe
organization,
• abilitytoinfluence otherstoaccomplishgoals.
• Formal and Informal Leadership
Formal leadershippracticesby:
1. nurse manager,
2. supervisor,
3. charge nurse,
4. coordinator and givesthe authority to act by the organization.
Informal Leadership
1. has no official or appointed authority to act,
2. is able to persuade,
3. is able to influence othersin the work group,
4. strategiesthe nurse manager can use to work with informal leaders.
5. Leadershipand ManagementTheory
LeadershipTrait Theory
1. Interactional LeadershipTheories
2. Transformational Leadership
3. ManagementTheory
4. Organizational Theory

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ManagementFunctions
1. Planning
2. Organizing
3. Staffing
4. Directing
5. Controlling
1. Planningincludesdefininggoalsand objectives,developingpoliciesandprocedures;determining
resource allocation; and developingevaluationmethods.
2. Organizingincludesidentifyingthe managementstructure to accomplishwork, determining
communicationprocesses,and coordinating people,time and work.
3. Staffing includesthose activitiesrequiredtohave qualifiedpeople accomplishworksuch as
recruiting,hiring,training, schedulingand ongoingstaff development.
4. Directingencourages employeestoaccomplishgoals and objectivesand involvescommunicating,
delegating,motivating,and managing conflict.
5. Controllinganalyzesresultsto evaluate accomplishmentsandincludesevaluatingemployee
performance,analyzingfinancial activities,and monitoringqualityof care.
• Roles of the Nurse Manager
1. CustomerService Provider
2. Team Builder
3. Resource Manager
4. DecisionMaker
5. ProblemSolver
6. Change Agent
1. Customer Service Provider
1. Providingservice or care to customers (patientor clients).
2. Nurse must keepcustomer service first and foremostas the motivator of all plans and activities.
3. Withoutcustomers,the organization will go out of business.
2.Team Builder
1. A team is a group ofpeople organizedto accomplish the necessary work of an organization.

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2. Teams have become important in the changing health care environment.
3. Teams bring togethera range ofpeople with differentknowledge,skills,andexperiencestomeet
customer.
3. Resource Manager
1. Resourcesinclude the personnel,time,andsuppliesneededtoaccomplishthe goals of the
organization.
2. Nurse manager has the responsibility - effectivelymanage resourcesinprovidingsafe,effective
patientcare in an economicmanner.
4. DecisionMaker andProblemSolver
1. componentsof effective leadershipandmanagementinclinical patient care.
2. Problemsolvingis focusedon solvingan immediate problemand
3. decisionmaker includesa decision-makingstep.
5. problem-solving =process Nursing process includes :
1. assessment,
2. analysis and diagnosis,
3. planning,
4. implementation,
5. evaluation;
6. has proven to be effective tomanage the complexdecisions.
1. ASSESSMENT
1. Gatherinformation about the situation
2. Identifythe problem;separate the symptoms
3. Identifypeople andgroups involved
4. Identifycultural and environmental factors
5. Encourage input from involvedparties
2. ANALYSIS AND DIAGNOSIS
1. Analyze resultsof informationgathered
2. Identify,clarify,and prioritize the actual problem(s)

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3. Determine ifintervention isappropriate
3.PLANNING
1. Identifyas many solutionsas possible
2. Elicit participationfrom people or groups affected
3. Reviewoptionsand considersafety,efficiency,costs,quality,and legal issues
4. Considerpositive and negative outcomes
5. Remain open-mindedandflexiblewhenconsideringoptions
4.IMPLEMENTING
1. Communicate plans to everyone affected
2. Be sure plans,goals, and objectivesare clearly identified
3. Maintain open,two-way communicationwith staff
4. Support and encourage compliance among all staff
5.EVALUATION
1. Identifyevaluationcriteria inthe planning
2. Identifywho isresponsible forevaluation,what will be measured,and when it will take place
3. Maintain opencommunicationwith all involved
4. Was the decision successful?
5. What might have made it better?
6. The nurse - change agent
1. is responsible forguidingpeople
2. through the change processand needs
3. to developan understandingabout the nature of change and effective change strategies.
4. Change should be implementedonlyforgood reason.
5. Change should always be plannedand implementedgradually.
6. Change should neverbe unexpectedor abrupt.
7. All people who may be affectedby the change shouldbe involvedinplanningfor the change.