nursing leadership and management

1. NURSING
LEADERSHIP
AND
MANAGEMENT

2. LEADERSHIP GAP
The healthcare delivery system urgently needs
strong nursing leadership to enable it to meet the
various challenges it faces today and in the
future. The gap exists between the growing
demand of a rising population for the delivery of
quality and cost-effective patient outcomes in
healthcare and the lack of a strong nursing
leadership.
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3. LEADERSHIP AND
MANAGEMENT
Goals
A goal is the desired aim or condition toward
which one is willing to work.

4. TYPES OF GOALS
1.INDIVIDUAL GOALS - personal goals
2.GROUP GOALS – may also refer to
organizational goals but on a smaller
scale.
3.ORGANIZATIONAL GOALS – are
management goals of an organization
that are established to justify its
existence.
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5. • SHORT TERM GOALS – refers to goals
that can be achieved in a short period of
time.
• LONG TERM GOALS – require years
before they can be achieved.
GOAL SETTING is a powerful process for
thinking about the ideal future, and for
motivating oneself, the group or the
organization. 5

6. SMARTER GOALS:
• S – SPECIFIC
• M – MEASURABLE
• A – ATTAINABLE
• R – RELEVANT
• T – TIME-BOUND
• E – EFFICIENT AND EFFECTIVE
• R - REWARDING
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7. THEORIES AND
PRINCIPLES
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8. RESOURCES (7 M’S)
• MONEY – budget allocated for an undertaking.
• MEN – refers to human resources that are needed to
achieve a goal.
• MACHINES – are devices to help the organization.
• MATERIALS – physical resources used as inputs in any
care process.
• METHODS – body of techniques for investigating a
phenomena
• MOMENT – refers to time as a resource
• MANAGER – person responsible for planning and directing
in the work of a group of individuals, monitoring their work
and taking corrective actions when necessary.
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9. DIFFERENCE BETWEEN
LEADERSHIP AND
MANAGEMENT
LEADER
• May or may not have
official position
• Vested with power and
authority by the group.
• Influence others toward
goal setting.
• Interested in risk taking
and exploring new ideas
• Relates to people personally.
• Feels rewarded by personal achievement
• May or may not be as successful as
managers.
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10. DIFFERENCE BETWEEN
LEADERSHIP AND
MANAGEMENT
MANAGER
• Officially appointed
• Vested with power and
authority by the
organization.
• Implements
predetermined goals,
policies, rules and
regulations
• Measures the risks to be taken in line with
the expected results.
• Relates to people according to their roles.
• Feels rewarded when accomplishing
organizational missions or goals.
• Are managers as long as the appointment
holds.
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11. LEADERSHIP
Leadership – is a social influence of a person’s
ability to move other people to act.
• Influence processes involving determination
of the group or organizational objectives,
• Motivating task behavior in pursuit of these
objectives, and
• Influencing group maintenance and culture.
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12. LEADERSHIP
• L – LEAD, LOVE LEARN
• E – ENTHUSIASTIC, ENERGETIC
• A – ASSERTIVE, ACHIEVER
• D – DEDICATED – DESIROUS
• E – EFFECTIVE, EFFICIENT
• R – RESPONSIBLE, RESPECTFUL
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13. DIMENSIONS OF LEADERSHIP
LEADERSHIP – FIVE INTERWOVEN ASPECTS:
• LEADER – interpersonal, emotional and social intelligence skill contributed to effective
leadership.
• FOLLOWER – they accept or reject leader and determine the leaders personal power.
• SITUATION – elements such as work demands, control systems, amount of tasks, structure,
degree of interaction, amount of time available for decision making and external environment
shape the difference among situations.
• COMMUNICATION PROCESS – is basic to the process of influencing and thus to leadership
through communication.
• GOALS – this will become the basis for implementation.

14. FOLLOWERSHIP
• Is an interpersonal process of participation.
• An engagement of the follower with the leader and
possibly a group by which the follower takes guidance
and direction from the leader to accomplish group
goals.
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15. TYPES OF FOLLOWERS
1. ALIENATED – independent and critical yet
passive.
2. SHEEP – dependent and uncritical. They simply
do as they are told by their leaders.
3. YES PEOPLE – gives false positive reaction and
give no warning of potential pitfalls.
4. SURVIVORS – least disruptive and lowest – risk
followers.
5. EFFECTIVE FOLLOWERS – self leaders and do
not require close supervision.
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16. FOUR ESSENTIAL QUALITIES
1.SELF – MANAGEMENT
2.COMMITMENT
3.COMPETENCE AND FOCUS
4.COURAGE
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17. ELEMENTS OF LEADERSHIP
1. VISION – provides direction to the influence process.
1. Appear as a simple, yet vibrant, image in the mind of the leader,
2. Describe a future state, credible and preferable to the present state,
3. Act as a bridge between the current state and a future optimum state.
4. Appear desirable enough to energize followers, and
5. Succeed in speaking to followers at an emotional or spiritual level.
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18. INFLUENCE
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Is a skill that can be
developed and is one of
the major components of
the power triangle.

19. KINDS OF INFLUENCE
a) ASSERTIVENESS
b) INGRATIATION
c) RATIONALITY
d) BLOCKING
e) COALITION
f) SANCTION
g) EXCHANGE
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20. LEVELS OF LEADERSHIP AS AN
ACT INFLUENCE
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21. POWER OF THE LEADER​
POWER – ability to efficiently and effectively
exercise authority and control through
personal, organizational and social strength.
ORGANIZATIONAL POWER – is the capacity
to influence others through the control over
needed resources.
SOURCES OF POWER
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22. AUTHORITY, RESPONSIBILITY, AND
ACCOUNTABILITY
A – AUTHORITY, THE
RIGHT TO DECIDE
R – RESPONSIBILITY,
THE ABILITY TO
RESPOND
A – ACCOUNTABILITY,
THE ABILITY TO
ACCOUNT
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23. FORMS OF AUTHORITY
1. LINE AUTHORITY
a. Chain of command
b. Unity of command
c. Span of control
2. STAFF AUTHORITY
3. TEAM AUTHORITY
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24. RESPONSIBILITY
1. INDIVIDUAL
RESPONSIBILITIES
2. ORGANIZATIONAL
RESPONSIBILITIES
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25. ACCOUNTABILITY
It is the
answering for the
result of one’ s
own actions or
omissions.
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26. LEADERS
1. FORMAL
LEADER
2. INFORMAL
LEADER
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27. BEHAVIORS OF LEADERS
1. Passive or Non
– assertive
2. Aggressive
Behavior
3. Assertive
Behavior
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28. STYLES OF LEADERS
1. Autocratic
2. Bureaucratic
3. Democratic
4. Laissez-Faire
(Permissive)
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29. EARLY LEADERSHIP THEORIES
• GREAT MAN THEORY
• TRAIT THEORY
• INDIVIDUAL
CHARACTERISTIC
THEORY
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30. BEHAVIORAL THEORIES
• KURT LEWIN
• CHRIS ARGYRIS
• ALVIN TOFFLER
• RENSIS LIKERT
• ROBERT R. BLAKE & JANE
MOUTON
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31. KURT LEWIN
1.First Stage
(Unfreezing)
2. Second Stage
(Changing
Occurs)
3.Third Stage (Re-
freezing)
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32. CHRIS ARGYRIS
DOUBLE LOOP
LEARNING
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33. CHRIS ARGYRIS
LADDER OF INFERENCE
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34. RENSIS LIKERT
LIKERT OF SCALE
1. Strongly disagree
2. Disagree
3. Neither agree nor
disagree
4. Agree
5. Strongly Agree
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35. ALVIN TOFFLER
THIRD WAVE
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36. ROBERT R. BLAKE & JANE
MOUTON
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MANAGERIAL GRID MODEL