Leadership and management comparison for new leaders

1. Week 3
Developing a personal philosophy of leadership
NLM 100

2. Learning
Objectives
Upon completion of required preparatory readings and active
participation in class, students will have the opportunity to:
1. Explore how academic integrity relates to integrity in the
professional setting
2. Explore the CNA’s code of ethics and the impact of following
an ethical code of conduct on organizations
3. Discuss the ways that leaders can exhibit leadership and still
“manage”.
4. Discuss formal and informal leadership within nursing
5. Discuss management as a function or position
6. Explore transformational and transactional leadership and
their impact on organizations
7. Explore characteristics of effective leaders
8. Utilizing assigned readings and classroom discussions,
explore and build a personal philosophy of leadership.
9. Explore the importance of social and emotional intelligence
in leadership development

3. Readings
1.Hemberg, J., & Salmela, S. (2021). Integrity and efficiency in nursing leadership: An integrative review.
International Journal of Caring Sciences, 14(2), pg. 1496,1497, 1499, and 1505
http://www.internationaljournalofcaringsciences.org/docs/76_hemberg_speccial_14_2.pdf
2.Singh, C., & Prasad, M. (2017). Code of ethics in an organization. International Journal of Application or
Innovation in Engineering & Management, 6(5), 138-142).
https://www.researchgate.net/publication/321938144_CODE_OF_ETHICS_IN_AN_ORGANISATION
1.Wagner, J. (Ed.). (2018) (Chapter 5 – pg. 94 and 95). Leadership and Influencing Change in Nursing. Regina, SK:
URPress. https://ourspace.uregina.ca/bitstream/handle/10294/8365/Leadership-and-Influencing-Change-in-Nursing-
PDF.pdf?sequence=16&isAllowed=y
3. Wagner, J. (Ed.). (2018) (Chapter 10 – p. 174-175) . Leadership and Influencing Change in Nursing.
Regina, SK: URPress. https://ourspace.uregina.ca/bitstream/handle/10294/8365/Leadership-and-Influencing-
Change-in-Nursing-PDF.pdf?sequence=16&isAllowed=y
4. YouTube videos (Before Class) https://youtu.be/nSUJwmPQEyg
1. Simon Sinek: leaders versus management
2. Simon Sinek: how great leaders inspire action https://youtu.be/qp0HIF3SfI4

4. Integrity
Definition
Encompasses basic values such as:
• Honesty
• Trust
• Responsibility
• Respect and fairness
It includes ethical principles such as:
• Autonomy
• Fidelity
• Privacy
• Good governance
(Hemberg & Salmela, 2021, p. 1499).

5. Academic
Integrity
Violation
What impact can academic integrity
violation have on the professional
setting?

6. HowAcademic
IntegrityCan
Impact your
Life andCareer
Video (1:14
min)

7. Leading with
Integrity
• Leading with integrity is essential
• To maintain the nurse leader’s credibility, leadership and management
should be united in an ethically sustainable manner
• Integrity is an important aspect of ethical leadership that can help explain
the effectiveness of the nurse leader role
Integrity entails shaping a culture through an ethical manner or ethical
values (Jones, 2015)
Integrity even relates to behavior on three different levels:
1. Personal
2. Professional team
3. Organizational
• Integrity is an interrelated set of standards, values, and principles within
the three levels and affects one’s decisions and behavior
(Hemberg & Salmela, 2021).

8. CNACode of Ethics
What is the purpose of the CNA’s
Code of Ethics?
(Wagner, 2018)

9. CNACode of Ethics continued
The first part of the Code of Ethics describes the core ethical responsibilities central to
nursing practice
TheCode of Ethics is grounded in nurses’ professional relationships with persons
receiving care as well as with students, nursing colleagues, and other healthcare providers
TheCNA Code of Ethics has 7 primary values
What are these values?
(Wagner, 2018)

10. The 7 Primary
Values of the
CNA
1.Providing safe, compassionate, competent, and ethical
care
2.Promoting health and well-being
3.Promoting and respecting informed decision making
4.Honoring dignity
5.Maintaining privacy and confidentiality
6.Promoting justice
7.Being accountable

11. TheCNA
Code of
Ethics and
Nursing
Leadership
What impact does the CNA’s Code of Ethics
have on nursing leadership?
What is the nursing leader’s role in their
organizations?
(Wagner, 2018)

12. Code of Ethics
Impact on
Organizations:
Leadership
Ethics
 The ethics that leaders in an organization use to manage employees can impact the
morale and loyalty of workers
 The code of ethics leaders use determines discipline procedures and the acceptable
behavior for all workers in an organization
 Provides moral direction for all employees in how to conduct themselves
 When leaders have high ethical standards, it encourages workers in the organization
to meet the same level
 Ethical leadership also enhances the company’s reputation in the financial market
and community
 A solid reputation for ethics and integrity in the community may improve the
company’s business.
(Singh & Prasad, 2017)

13. Employee
Ethics
 Why should employees abide by their
professional/organization’s code of ethics?
(Singh & Prasad, 2017)

14. Ethical
Organizational
Culture
 Leaders and employees adhering to a code of
ethics create an ethical organizational culture.
 The leaders of organizations create an ethical
culture by exhibiting the type of behavior they
want to see in employees.
 How can organizations reinforce ethical
behavior?
(Singh & Prasad, 2017)

15. Code of Ethics
for
Organizations
 A code of ethics set out the company’s values,
ethics, objectives, and responsibilities
 A well-written code of ethics should also give
guidance to employees on how to deal with
certain ethical situations
 Every code of ethics is different and should
reflect the company’s ethos, values, and
business style
 Some codes are short, setting out only general
guidelines
 Others are large manuals, encompassing a huge
variety of situations
(Singh & Prasad, 2017)

16. LeadersVs.
Managers
Review
What is a leader?
What are the functions of leaders?
What is a manager?
What are the functions of managers?

17. Leaders and
Managers
(ReviewWeek
# 1)
Anyone who uses interpersonal skills to influence others to accomplish
a specific goal.
Exerts influence by using a flexible repertoire of personal behaviors and
strategies.
Leader
Achieve consensus within the group about goals.
Maintain structure that facilitates accomplishing goals.
Supply information that helps provide direction and clarification.
Maintain group satisfaction, cohesion, and performance.
Functions of
Leaders
An employee who is responsible and accountable for efficiently
accomplishing the goals of the organization.
Focuses on coordinating and integrating resources.
Has authority, responsibility, accountability, and power defined by the
organization.
Manager
Clarify the organizational structure.
Choose the means to achieve goals.
Assign and coordinate tasks.
Evaluate outcomes and provide feedback.
Functions of
Managers

18. Leaders and Managers
Leadership
 Formal
Practiced by a nurse with legitimate authority described in a job description
 e.g., nurse manager, supervisor, coordinator, case manager
Depends on personal skills
 May be reinforced by organizational authority and position
 Informal
Exercised by a staff member who does not have a specified management role
Influence the efficiency of workflow is exercising leadership skills
Informal leadership depends primarily on one’s knowledge, status and personal skills.

19. Traditional
Functions of a
Nurse
Manager
Planning: Stages to achieving goals
 Establish objectives (goals).
 Evaluate the present situation and predict future trends and
events
 Formulate a planning statement (means)
 Convert the plan into an action statement
 Can be contingent or strategic
 Contingency planning
 The manager identifies and manages problems that interfere with
getting work done.
 May be reactive in response to a crisis or proactive
 Strategic planning
 Refers to the process of continual assessment, planning, and
evaluation to guide the future

20. Traditional
Functions of a
Nurse
Manager -
continued
Organizing
 Process of coordinating the work to be done
 Involves
 Identifying the work of the organization
 Dividing the labor
 Developing the chain of command
 Assigning authority
Directing
 Process of getting the organization's work done
 Manager coaches and counsels to achieve the organization’s
objectives.

21. Traditional
Functions of a
Nurse Manager -
continued
CONTROLLING COMPARES ACTUAL
RESULTS WITH
PROJECTED RESULTS
ESTABLISHING
STANDARDS OF
PERFORMANCE
DETERMINE MEANS
OF MEASURING
PERFORMANCE
EVALUATING
PERFORMANCE
PROVIDING
FEEDBACK

22. Nurse Managers in
Practice
Nurse ManagerCompetencies
 Areas of Competency for All Nurse
Managers:
o 1. Communication and Relationships-
o Building
o 2. Knowledge of the health care
o environment
o 3. Leadership Skill
o 4. Professionalism
o 5. Business skills

23. Copyright © 2018, 2013, 2009 Pearson Education, Inc. All Rights Reserved
Figure 4-1 Core of
Leadership
Competencies
Source: Copyright © 2005 by the American
Organization of Nurse Executives.Address reprint
permission requests to aone@aha.org.

24. Transformational
Leadership
Traits
 The efficient leader is task- relationship- and change-oriented
 This can be conceptualized as transformational leadership
 The nurse leader, involves, engages, and motivates care personnel
to work independently and effectively from a common vision and
goal.
(Hemberg & Salmela, 2021).

25. Transactional
Transformational &
Characteristics
Transactional Transformational
Contingent reward Charismatic
Punitive Inspiring and Motivating
Monitors performance and focuses
on problems
Intellectually stimulating
Reactive to problems Individualized
consideration

26. The Effects of
Transactional and
Transformational
Leadership on
Followers
Transactional Transformational
Contract is fulfilled, or
followers are punished
Vision is shared
Followers do the work and get
paid
Increase in Self-worth
Errors are corrected in a
reactive manner
Work is challenging and
meaningful
Coaching and mentoring
occur
Followers feel valued

27. Transactional &
Transformational
Leadership &
Organizational
Outcomes
Transactional Transformational
Work is supervised and
completed according to
rules
Increase in Loyalty
Deadlines are met Increase in commitment
Job satisfaction is limited Increase in job satisfaction
Level of commitment is
low to stable
Increase in morale
Enhanced performance

28. What should all leaders start
start off with to be more
effective?

29. LEADERSHIP
PHILOSOPHY
A leadership philosophy provides insight into the
ideas, values, attributes & expectations that comprise
how you approach leadership.
Your leadership philosophy reflects what is important
to you as a leader, so that you’ll be grounded in it & so
that others can understand what you stand for and
what they can expect from you as a LEADER

30. LEADERSHIP
PHILOSOPHY
To develop an effective leadership philosophy, one
reflects on:
 *One’s own values - personal and professional
 *One’s assumptions of leadership - what makes
 a “good” nursing leader
*What are the attributes of a “good” nursing
leader?
* As team member, what are your expectations
of a good nursing leader?

31. Defining terms
 The terms “ mission, vision, and
values” all hold different meanings
for different people
 As an organization, it is important
to understand what these terms
mean and how they can help
support the organization’s goals

32. DefiningTerms
WHAT IS A MISSION
STATEMENT?
WHAT IS A VISION
STATEMENT?
WHAT ARE THE
ORGANIZATIONS VALUES?

33. Mission
Statement
Definition of a Mission:
Statement of why an organization
exists
Why the organization does the work
it does-what we do to get there
Can never be fully achieved, always
something to strive for
Examples:
•Honest Tea: To create and
promote great-tasting,
healthy, organic beverages
•Jet Blue Airways: To inspire
humanity–both in the air and
on the ground
•Tesla: To accelerate the
world’s transition to
sustainable energy
Learning, L. (n.d.). Principles of Management. Lumen.
https://courses.lumenlearning.com/wm-principlesofmanagement/chapter/reading-mission-vision-and-values/.

34. Vision
Statement
Definition of aVision:
Statement of overarching aspirations
What the organization hopes to become-where
it is going
Inspires and motivates employees to be apart of
the organization and want to achieve the goals
Examples:
•Disney: To make people happy
•IKEA: To create a better everyday life for
the many people
•Microsoft: Empower every person and
every organization on the planet to
achieve more
Learning, L. (n.d.). Principles of Management. Lumen.
https://courses.lumenlearning.com/wm-principlesofmanagement/chapter/reading-mission-vision-and-values/

35. Values
Definition ofValues:
The “code of ethics”
How the organization expects
employees to conduct themselves
Provides moral direction for
employees
Examples:

36. How to get started?
1. Decide what is important to you as someone striving to be a leader
in healthcare
2. Clarify your purpose, motivations, and ideal behaviors needed to
cultivate strong leadership skills
3. Create your mission, vision, and values!
4. Examine the Statement. ...
5. Clarify the Mission. ...
6. Define your Values.

37. Quick Review-
important
concepts
LEADERSHIP:
EXPERT KNOWLEDGE, VALUING INNOVATION, AND PROVIDESVISION, INSPIRATION
AND ENCOURAGEMENT. A PROCESS OF INFLUENCETHAT INVOLVESTHE LEADER,
FOLLOWER TO FACILITATE CHANGE.
MANAGEMENT:
A PROCESS USEDTO ACHIEVE ORGANIZATIONAL GOALS-PLANNING, LEADING, AND
ORGANIZING. STRATEGIC ACTIONSTO ACHIEVE ORGANIZATIONAL GOALS
MENTORSHIP: PROFESSIONAL INTERESTTO FURTHER CAREER GROWTH.
FOLLOWERSHIP: TEAMWORK-CAN BE INDIVIDUAL PRACTITIONERS, PROFESSIONAL
GROUPS, AND INTER-PROFESSIONAL COMMUNITIES AND SOCIETY MEMBERS

38. Characteristics of Leadership
Excellent
communication
skills
Sees the
broader
vision/picture
Demonstrates
character
professionalism and
integrity
Creates
opportunities for
growth in others
Builds people
and effective
teams and
groups
Supports innovation
and risk
management
Engages in
personal
development
and reflection
Collaboration
and connection
Centerdeness- keeping
focused on the
objectives

39. Emotional
Intelligence
and Reflective
Practice
Emotional Intelligence:
 Builds collaborative teams
 Is very self-aware
 Employs rational decision making
 Utilizes reflective practice
Reflective Practice:
 Learning from experience
 Self-examination of one’s own professional practice
 Includes thoughts/ experiences, emotions, and actions
 Knowledge enriches the process and gives future insight

40. LeadershipStyles
Core concepts of Leadership styles:
Task oriented-provides direction and is Autocratic
Laissez-faire-reactive and allows decision making to others-passive and permissive style
Emotional intelligence-builds collaborative teams/ self aware and is a rational decision maker
Resonant-Open and responsive in decision making
Participatory-considers opinions of others and optimizes the strength of the team.
Review the styles and theories discussed in class and identify what styles and aspects you
identify with in terms of developing your own leadership style

41. REMEMBER…
Creating a leadership philosophy statement that is
consistent with your personal mission, vision, and values
creates authenticity, cohesiveness, consistently, and a
strong leadership brand.

42. Activity:Create your HealthcareOrganization
In groups of 4-5 students create:
What type of healthcare organization you would create?
What would be your:
• Mission statement
• Vision
• Values of the Organization
• Code of Ethics
What leadership style would you want to lead with?Why?
• Present your ideas to the class!
Jackpot!You have been given a 100 million dollars to
start your own healthcare organization!

43. Summary
Week 3
 Violation of academic integrity can lead to continued violations in the workplace
 A code of ethics in organizations provides a guide for how employees should
conduct themselves
 It is the nurse leader’s responsibility to integrate professional guidelines such as
the CNA’s Code of Ethics with the ethics of their health care organization (e.g.,
mission, vision, values) to offer ethical guidance to care providers,
 Nurse leaders model just and caring behaviors that promote the common good for
care recipients as well as students, nursing colleagues, and other healthcare
providers and should conduct themselves with honesty and integrity
 A leader is someone who uses interpersonal skills to influence others to accomplish
a goal
 A manager has their own set of functions in order to accomplish the goals of the
organization
 Not all leaders need to be managers!
 There are formal and informal types of leadership

44. Summary
Week 3 -
continued
 Formal leadership is a designated position versus informal
leadership does not have a specific/formal role. A Manager
would be an example of a formal leader.
 There are 2 Leadership approaches- transactional and
transformational.
 Leadership Philosophy reflects what is important to you as a
leader, it includes your ideas, values, and attributes.
 It allows people to understand what to expect from you, as
their leader.
 Your leadership philosophy should include your mission,
vision, and values
 Leaders need to reflect on their own practice and values to
understand themselves and work on self-development.
 Emotional intelligence is key to developing as a leader and
utilizes reflective practice.
 Reflective practice is examining your own professional
practice, thoughts, and emotions.

45. Reminder: Portfolio Part 1
Assignment
 DueWeek 4 on Sunday, September 24 by 11:59 PM EST
 TotalValue: 15 %
 1st component: E-portfolio (worth 10 % of the
assignment)
 2nd component: 1-page reflection (worth 90% of the
assignment)

46. AnyQuestions?