The document discusses leadership and management in nursing. It defines leadership and management, explains various leadership theories and styles. It discusses the need for leadership in nursing and differentiates between the roles of a nurse as a leader and manager. The functions and process of management are explained. The document aims to help nursing students understand leadership, management, and the roles and responsibilities of nurses as leaders and managers.

1. Presentedby
Mr. vinay Kumar
M.Sc. Nursing 1st year
HCN, SRHU

2. Guess the topic……

6. OBJECTIVES
At the end of the class students will be able to-
• Defined leadership
• Explain the importance and need of leadership
• Explain about the theories
• Explain about the styles of leadership
• Enlist the types of leadership
• Defined management

7. Cont.……
• Explain various level of management
• Enlist function or process of management
• Differentiate between management and leadership
• Explain the role of nurse as a manager and leader
• To conclude the topic
• Able to summarized the topic

8. Introduction
• In the daily life of a senior nurse, this
could refer to coordinating the
day/nightshift, nurses team and
support staff on duty.
• The successful operation of the shift, staff
morale and managing difficult .
• Situation depends largely on the senior
nurse’s leadership skills.
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9. What is leadership ????????????

10. DEFINITION
• Leadership is the ability to influence
other people.
Lansdale
• Leadership means the influencing
people to follow you and to work
willingly for advancement of a
common goal.
koontz

11. NEED AND IMPORTANCE
1. Raise the consciousness of nurses
2. Foundation block for nursing practice
3. Increase body of knowledge
4. For advocacy in nursing
5. Supervision
6. Inspiring the staff
7. Role model
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12. TYPES
Formal Informal

13. Formal
• When the person is appointed to act as leader.
• Formal leadership is a person exercising authority conferred upon him
by the organization pursuant to the individual’s position in the
organization.

14. Informal
• When the person is not appointed to act as a leader.
• Informal leadership is the ability of a person to influence the
behaviour of others by means other than formal authority conferred
the organization through its rules and procedures.

15. LEADERSHIP THEORIES
1. Trait theory
2. Behavioral theory
3. Situational and contingency
4. Functional theory
5. Path goal theory
6. Fiedlesis theory
7. Integrated psychological theory
8. Classical management theory
I. Theory X
II. Theory Y
III. theory Z

16. Trait theory/ naturalistic theory:
“A quality that makes one person or thing
different from another”
• This theory state that some people are born to
lead, whereas other is born to be led.
• Trait assumes that some people have certain
personality traits imagination, emotional
stability, honesty, characteristic, ability to make
quick decision that makes them better leaders
than others.

17. Behavioral theory:
• Person’s leadership style has a deal of influence on the climate
and outcome of the work group, like laissez-faire, democratic and
authoritarian.

18. Situational theory:
• according to the situation or the employee, leadership style should vary.
• It state that managers require different mixture of autocratic and democratic
leadership behavior.

19. Functional theory:
• This is ‘Action- Centered Leadership’.
• Functional leadership theories are based on very different assumptions.
• They focus on what leaders actually do.
• That is, their actions or functions.

20. PATH GOAL THEORY:
• In which an individual will act in a certain
way based on the expectation that the act will
be followed by a given outcome and on the
attractiveness of that outcome to the
individual.

21. FIEDLESIS THEORY:
• It that states that effective leadership depends not only on the style of
leading but on the control over a situation.
• There needs to be good leader-member relations, task with clear goals and
procedures, and the ability for the leader to met out rewards and
punishments.

22. INTEGRATED PSYCHOLOGICAL THEORY
• It’s a combination of all the theory.
• due to some limitation on other theory.
• It act on 3 component
Private
Public
personal

23. •CLASSICAL MANAGEMENT
• Theory of X
• Theory of Y
• Theory of Z

24. • THEORY X: assumes that people
in the workplace
• .find no pleasure in their work.
• THEORY Y: according to this
theory people are dynamic flexible
and adaptive.
• It assume people are active and
enjoy work setting.
.

25. • THEORY Z: Most employees were related to one another and
work together for the good of the company rather than individual
gain.
• It focus on participative management based on mutual trust and
loyalty

26. leadership style
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AUTOCRATIVE
DEMOCRATIVE
LAISSER FAIR
TRANSFORMAL
PATERNALISTIC
TRANSACTIONAL

27. Leadership styles
Emphasis is “I” and “YOU”
Decision making does not involve others.
Strong control is maintained over the work group.
Other people are directed by commands.
 Negative reinforcement and punishment are often
used to enforce rules.
leader keeps strict, close control over followers by
keeping close regulation of policies and procedures
given to followers.
Autocratic

28. Leadership styles
Emphasis is on “We” rather than “I” and “You”.
Less control is maintained over group or individual.
Others are directed through suggestions and
guidance.
Communication is flows up to down.
A leadership style where a leader encourages
employee participation in decision-making.
Workers are given responsibility, accountability,
and feedback regarding their performance.
Relationships are important to this leader.
Democratic

29. Leadership styles
Emphasis on the “Group”.
Motives by support when requested by groups.
Provides little or less direction or supervision.
Upward and downward communication between
members of group
A leadership style where employees are
encouraged to make their own decisions within
limits.
Laissez-faire
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30. Leadership styles
One person can’t be see or act on all potential
possibilities with equal clarity and skill.
 This theory suggests that, in a well-
functioning group that shares a common
vision.
 Leadership will flow among the members
based on the task or problem at hand and
individual skills.
transformational
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31. Leadership styles
The way a Paternalistic leader works is by acting
as a father figure by taking care of their
subordinates as a parent would.
Leader supplies complete concern for his followers
or workers.
In return he receives the complete trust and loyalty
of his people.
PATERNALISTIC

32. Leadership styles
• focus on motivating followers through a
system of rewards and punishments.
• They are more concerned with following
existing rules than with making changes to
the organization.
TRANSACTIONAL
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33. ROLE OF NURSE AS A LEADER
Leader
nurse
1.Goal setter 1.Planner
1.Mediator
Symbol of
group
1.Exemplar
Expert
Controller
of internal
relation
External
group
representative
Ideologist
Administrator
of rewards
and
punishment

35. MANAGEMENT
Word manages came from the word ‘hand’ managing means handling
things.
• The act or skill of controlling and making decisions about a health
care team, business, department, sports team etc.

36. Definition
• “Management is defined as the process by which a cooperative group
directs action towards common goal.”
“Joseph Massie”
OR
“The process of leading and directing an organization to meet it’s goal
through the use of appropriate resources.”

37. NEED AND IMPORTANCE
It helps in Achieving Group Goals
Optimum Utilization of Resources
Reduces Costs
Establishes Sound Organization
Establishes Equilibrium
Essentials for Prosperity of Society

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39. FUNCTIONS
1. Planning
2. Organizing
3. Staffing
4. Directing
5. Coordination
6. Reporting
7. Budgeting
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40. PROCESS

41. DIFFERENCE BETWEEN MANAGEMENT AND LEADERSHIP
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sno LEADERSHIP MANAGER
1 Broader Local
2 Futuristic Task focus
3 Create a vision that energizes others
to follow
Assigned or appointed to the role and
focus on the day to day work at hand.
4 Leadership is thought of as the
inspiration
Management may be thought of as the
perspiration
5 Appeal to heart Appeal to head
6 Risk takes Risk minimize
7 Leading people Managing work
8 Conflict use Conflict avoid
9 Rules breaks Rules makes

42. ROLE OF NURSE AS A MANAGER
1. Maintain dynamic equilibrium
2. Improving standard
3. Decision making
4. Participation in research committee
5. Setting goals and objectives
6. Develop and implement services
7. Support and promotion of staff development and
continuing.
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43. So we can say…..
• You can touch the body but ‘leader touch your soul.’
• So, at last we can say that people make the world better but
‘managers makes people better.’
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It's your time to
speak…………

46. SUMMARY

48. BIBLIOGRAPHY:
• Shebeer.P.Bashee;,A concise Text Book of Advanced Nursing Practice;EMMESS
Medical Publishers;edition first;page no 48-50
• Clement I;text book of management of nursing sevices and education;page no.31-
60
• http://en.wikipedia.org/wiki/Management
• http://www.merriam-webster.com/dictionary/management
• http://www.1000ventures.com/business_guide/crosscuttings/leadership_main.h
tml
• http://www.nwlink.com/~donclark/leader/leadcon.html
• http://www.nursetogether.com/difference-between-nurse-leadership-
• www.nursingtimes.net/.../Why-management-skills-are-a-priority-for-nurs