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Nursing Management
and leadership
Ahmad Thanin
Objectives
Define administration/management in general and
nursing service administration in specific
Define
Describe the managerial level, role and skills
Describe
Explain the importance of good management in a
health service organization.
Explain
Determine which strategic management is fair to your
role
Determine
LEADERSHIP
CONCEPTS
Definition:
Leadership is the direction, guidance, and example given to others
to get quality
work done and achieve stated objectives.
Leadership is the ability to take others where they otherwise would
not go or to get others to do what they otherwise would not do.
Strategic Leadership is guidance or direction that is essential to
meeting intended objectives or successfully implementing a plan of
action.
More Definition
• Leadership is the ability to influence, motivate, and
enable others to contribute toward the
effectiveness of the organizations of which they are
members.
• Leadership is the art of mobilizing others to want
to struggle for shared aspirations
• A Leader is a prime mover in pushing for
implementation of strategic decisions
Who are our
leaders?
Why they are leaders?
Is it easy for anybody to be a
leader?
What are the leadership styles?
What is management?
10 Of The Most Inspiring Leaders Of All Time:
Prophet
Mohammad.
Mahatma
Gandhi.
Martin Luther
King Jr.
Nelson Mandela Albert Einstein Abraham Lincoln
Mother Teresa
Stephen
Hawking
Bill Gates.
Oprah Winfrey
Characteristics of a Leader
Has consistent and
dependable
integrity.
Cherishes
heterogeneity and
diversity.
Searches out
competence.
Is open to contrary
opinion.
Communicates
easily at all levels.
Understands the
concept of equity
and consistently
advocates it.
Leads through
serving.
Is vulnerable to
the skills and
talents of others.
Characteristics of a Leader
Is intimate with the
organization and its
work
Is able to see the broad
picture (beyond his or
her own area of focus)
Is a spokesperson and
diplomat
Can be a tribal
storyteller (an
important way of
transmitting corporate
culture)
Tells why rather than
how
Understands and speaks
for the corporate value
system
Adopts Participative
management
Rule 1
True leadership is not based on the
traditional views of “ having authority,
command, and power”.
Success of a leader depends on
• Positive interactions between leaders and followers.
• The leaders and the followers must have a reciprocal
relationship.
Rule 2
A person in
authority is not
automatically the
leader
To be a leader you
must make a
decision to act
Any person in an
organization can be
a leader.
SEVEN LEADERSHIP COMPETENCIES
Emotional Intelligence: Perceiving, assimilating, understanding, and regulating emotions
Integrity: Truthfulness, Translates words into deeds
Drive: Inner motivation to pursue goals, Need for achievement, quest to learn
Leadership Motivation: High need for socialized power to accomplish team’s or firm’s goals
Self Confidence: High self-efficacy regarding ability to lead others
Intelligence: Can analyze problems/opportunities
Knowledge of the Business: Familiar with business environment, Aids intuitive decision making
Types of Leadership
Formal
• A person in a position of influence or authority, or who
has a sanctioned role within the organization
Informal
• A person who demonstrates leadership and has influence
even though he or she is not in the leadership role
Styles of
Leadership…
There are four basic categories of leadership style…
• Autocratic or authoritarian leadership
• Paternalistic leadership
• Democratic leadership
• Laissez-faire leadership
1- Autocratic or authoritarian leadership
Such leaders would have considerable sympathy with the views expressed by Taylor.
Such leaders…
•Take decisions with little involvement of junior employees
•Allocate tasks
•Set objectives
•Will contain total control throughout
Such leaders, use a one-way communication system, downwards from leader to subordinate.
This style of leadership may be appropriate when quick decisions are required, or when large numbers of un-
skilled employees are involved.
Autocratic or authoritarian leadership
2- Paternalistic Leadership
This is a leadership style which is quite dictatorial, yet decisions
are taken in the best interests of the employees.
This style’s key features include…
• This form of leadership explains decisions
• It also ensures employees’ social and leisure needs are met
Elements of Paternalistic Leadership
Autocratic
leadership
Benevolent
leadership and
Moral leadership
3- Democratic Leadership
This form of leadership involves running a
business on the basis on the majority of
decisions.
This methods main features include…
• This form of leadership encourages employees to take
part in decision-making
• This method also uses delegation
Democratic
Leadership
Combination
Directive Democrat: Makes decisions participatively;
closely supervises subordinates.
Directive Autocrat: Makes decisions unilaterally; closely
supervises subordinates.
Permissive Democrat: Makes decisions participatively;
gives subordinates latitude in carrying out their work.
Permissive Autocrat: Makes decisions unilaterally; gives
subordinates latitude in carrying out their work.
Laissez-faire (tolerant, lenient,
liberal) management
This management style by itself would
be an extremely bad choice, because by
definition it says refusal to interfere.
This type of business management only
works if the people involved are self
motivated and task oriented.
In what situations would each style be
appropriate? Inappropriate?
Managers must adjust their styles
according to the situation that they are
presented with.
In what situations would each style be appropriate?
Inappropriate?
Telling: Works best when employees are neither willing nor able to do the job
(high need of support and high need of guidance).
Delegating: Works best when the employees are willing to do the job and know
how to go about it
Participating: Works best when employees have the ability to do the job, but
need a high amount of support
Selling: Works best when employees are willing to do the job, but don’t know
how to do it
In conclusion
The basics of these four management
styles describe how you allow your
employees to function, whether that be
on a short leash or a long one. how
much you control your employees and
how much you allow them to control
the working environment
Remember
Leadership involves decisions
and actions relating to all sorts
of other things
Leadership is special compared
to anyother role because of its
unique responsibility for people
Leadership is mostly about
behaviour
WHAT
FOLLOWERS
WANT
Studies say that credibility and integrity are
the most important leadership characteristics
Also called “authentic leadership”
• Individual acts with sincerity
• Has a higher moral capacity to judge dilemmas
Yet, most people think business leaders lack
integrity:
• 73% say CEOs of large firms can’t be trusted (US)
• Nearly 40% do not trust their immediate boss (UK)
• Approx 50% say business wrongdoing has undermined
their trust in employers (Australia)
Management
It is a process of coordinating actions and assigning resources.
Purpose – perform these tasks in order to achieve the goals of the organization
Management focuses on issues such as costs, productivity, staffing, and
effectiveness
Management doses not equal leadership, but leadership may play a role in
management.
Functions of the Management
Planning. Staffing Organizing.
Directing. Controlling.
Decision
Making
leadership vs management
Direct Patient
Care Nursing
• Charge nurse or clinical team
leader
• Staff nurse
• LPN as Managers
Staff nurse
No formal management or leadership rank
Works to manage patient care
Uses skills of management and leadership when working with other staff
nurses and assistive personnel
Supervise to ensure quality patient care
Delegates tasks to others appropriately
Motivates staff
Charge nurse or
clinical team leader
Expanded staff nurse role
May be permanent or temporary
Functions as a liaison to management
Tasks : shift coordination, quality care, problems solver, help
with prioritizing and making decisions
More limited authority and scope of responsibility than the
manager
LPN as Managers
You must always direct, handle, and organize
care to the patients you are assigned to care for
You have the skills to function as 1st line
managers
•Basic nursing skills and the nursing process
•Time management
•Use of resources and how to learn new information
•Communication skills
•Ethical and legal aspects of patient care
•Stress management
•How to participate in a clinical evaluation
the most serious problems people face in the
work environment
Technical
Safety
People
Financial
Ethical
Major problems in management
shortage of nurses.
Shortage of well- educated nurse’s managers.
Limited participation of nurses in planning and policy – making.
Poor working conditions
Lack of recognition and low status of nursing.
Subordinate positions of nurses.
Inadequate information system.
Little inter-professional collaboration and team work.
lack of supportive legislation.
Lack of emphasize on primary care and epidemiology.
Thank you

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Nursing management

  • 2. Objectives Define administration/management in general and nursing service administration in specific Define Describe the managerial level, role and skills Describe Explain the importance of good management in a health service organization. Explain Determine which strategic management is fair to your role Determine
  • 3. LEADERSHIP CONCEPTS Definition: Leadership is the direction, guidance, and example given to others to get quality work done and achieve stated objectives. Leadership is the ability to take others where they otherwise would not go or to get others to do what they otherwise would not do. Strategic Leadership is guidance or direction that is essential to meeting intended objectives or successfully implementing a plan of action.
  • 4. More Definition • Leadership is the ability to influence, motivate, and enable others to contribute toward the effectiveness of the organizations of which they are members. • Leadership is the art of mobilizing others to want to struggle for shared aspirations • A Leader is a prime mover in pushing for implementation of strategic decisions
  • 5. Who are our leaders? Why they are leaders? Is it easy for anybody to be a leader? What are the leadership styles? What is management?
  • 6. 10 Of The Most Inspiring Leaders Of All Time: Prophet Mohammad. Mahatma Gandhi. Martin Luther King Jr. Nelson Mandela Albert Einstein Abraham Lincoln Mother Teresa Stephen Hawking Bill Gates. Oprah Winfrey
  • 7. Characteristics of a Leader Has consistent and dependable integrity. Cherishes heterogeneity and diversity. Searches out competence. Is open to contrary opinion. Communicates easily at all levels. Understands the concept of equity and consistently advocates it. Leads through serving. Is vulnerable to the skills and talents of others.
  • 8. Characteristics of a Leader Is intimate with the organization and its work Is able to see the broad picture (beyond his or her own area of focus) Is a spokesperson and diplomat Can be a tribal storyteller (an important way of transmitting corporate culture) Tells why rather than how Understands and speaks for the corporate value system Adopts Participative management
  • 9. Rule 1 True leadership is not based on the traditional views of “ having authority, command, and power”. Success of a leader depends on • Positive interactions between leaders and followers. • The leaders and the followers must have a reciprocal relationship.
  • 10. Rule 2 A person in authority is not automatically the leader To be a leader you must make a decision to act Any person in an organization can be a leader.
  • 11. SEVEN LEADERSHIP COMPETENCIES Emotional Intelligence: Perceiving, assimilating, understanding, and regulating emotions Integrity: Truthfulness, Translates words into deeds Drive: Inner motivation to pursue goals, Need for achievement, quest to learn Leadership Motivation: High need for socialized power to accomplish team’s or firm’s goals Self Confidence: High self-efficacy regarding ability to lead others Intelligence: Can analyze problems/opportunities Knowledge of the Business: Familiar with business environment, Aids intuitive decision making
  • 12.
  • 13. Types of Leadership Formal • A person in a position of influence or authority, or who has a sanctioned role within the organization Informal • A person who demonstrates leadership and has influence even though he or she is not in the leadership role
  • 14. Styles of Leadership… There are four basic categories of leadership style… • Autocratic or authoritarian leadership • Paternalistic leadership • Democratic leadership • Laissez-faire leadership
  • 15. 1- Autocratic or authoritarian leadership Such leaders would have considerable sympathy with the views expressed by Taylor. Such leaders… •Take decisions with little involvement of junior employees •Allocate tasks •Set objectives •Will contain total control throughout Such leaders, use a one-way communication system, downwards from leader to subordinate. This style of leadership may be appropriate when quick decisions are required, or when large numbers of un- skilled employees are involved.
  • 17. 2- Paternalistic Leadership This is a leadership style which is quite dictatorial, yet decisions are taken in the best interests of the employees. This style’s key features include… • This form of leadership explains decisions • It also ensures employees’ social and leisure needs are met
  • 18. Elements of Paternalistic Leadership Autocratic leadership Benevolent leadership and Moral leadership
  • 19.
  • 20. 3- Democratic Leadership This form of leadership involves running a business on the basis on the majority of decisions. This methods main features include… • This form of leadership encourages employees to take part in decision-making • This method also uses delegation
  • 22. Combination Directive Democrat: Makes decisions participatively; closely supervises subordinates. Directive Autocrat: Makes decisions unilaterally; closely supervises subordinates. Permissive Democrat: Makes decisions participatively; gives subordinates latitude in carrying out their work. Permissive Autocrat: Makes decisions unilaterally; gives subordinates latitude in carrying out their work.
  • 23. Laissez-faire (tolerant, lenient, liberal) management This management style by itself would be an extremely bad choice, because by definition it says refusal to interfere. This type of business management only works if the people involved are self motivated and task oriented.
  • 24.
  • 25. In what situations would each style be appropriate? Inappropriate? Managers must adjust their styles according to the situation that they are presented with.
  • 26. In what situations would each style be appropriate? Inappropriate? Telling: Works best when employees are neither willing nor able to do the job (high need of support and high need of guidance). Delegating: Works best when the employees are willing to do the job and know how to go about it Participating: Works best when employees have the ability to do the job, but need a high amount of support Selling: Works best when employees are willing to do the job, but don’t know how to do it
  • 27. In conclusion The basics of these four management styles describe how you allow your employees to function, whether that be on a short leash or a long one. how much you control your employees and how much you allow them to control the working environment
  • 28. Remember Leadership involves decisions and actions relating to all sorts of other things Leadership is special compared to anyother role because of its unique responsibility for people Leadership is mostly about behaviour
  • 29. WHAT FOLLOWERS WANT Studies say that credibility and integrity are the most important leadership characteristics Also called “authentic leadership” • Individual acts with sincerity • Has a higher moral capacity to judge dilemmas Yet, most people think business leaders lack integrity: • 73% say CEOs of large firms can’t be trusted (US) • Nearly 40% do not trust their immediate boss (UK) • Approx 50% say business wrongdoing has undermined their trust in employers (Australia)
  • 30.
  • 31. Management It is a process of coordinating actions and assigning resources. Purpose – perform these tasks in order to achieve the goals of the organization Management focuses on issues such as costs, productivity, staffing, and effectiveness Management doses not equal leadership, but leadership may play a role in management.
  • 32. Functions of the Management Planning. Staffing Organizing. Directing. Controlling. Decision Making
  • 33.
  • 35.
  • 36. Direct Patient Care Nursing • Charge nurse or clinical team leader • Staff nurse • LPN as Managers
  • 37. Staff nurse No formal management or leadership rank Works to manage patient care Uses skills of management and leadership when working with other staff nurses and assistive personnel Supervise to ensure quality patient care Delegates tasks to others appropriately Motivates staff
  • 38. Charge nurse or clinical team leader Expanded staff nurse role May be permanent or temporary Functions as a liaison to management Tasks : shift coordination, quality care, problems solver, help with prioritizing and making decisions More limited authority and scope of responsibility than the manager
  • 39. LPN as Managers You must always direct, handle, and organize care to the patients you are assigned to care for You have the skills to function as 1st line managers •Basic nursing skills and the nursing process •Time management •Use of resources and how to learn new information •Communication skills •Ethical and legal aspects of patient care •Stress management •How to participate in a clinical evaluation
  • 40. the most serious problems people face in the work environment Technical Safety People Financial Ethical
  • 41. Major problems in management shortage of nurses. Shortage of well- educated nurse’s managers. Limited participation of nurses in planning and policy – making. Poor working conditions Lack of recognition and low status of nursing. Subordinate positions of nurses. Inadequate information system. Little inter-professional collaboration and team work. lack of supportive legislation. Lack of emphasize on primary care and epidemiology.