1. Management and Leadership 1

2. What works best for you? 2

3. Critical Thinking Is a productive and positive activity Is a process, not an outcome Manifestations vary depending on the context in which they occur Is triggered by both positive the negative events 3

4. Leadership Root word “lead” means “to go” The ability to influence others towards the accomplishment of a goal. Getting others to want to do something that you are convinced should be done. Leaders know where they want to go and take charge in that direction 4

5. Leadership “Managers are people who do things right, while leaders are people who do the right thing” - Warren Bennis, Ph.D Give some examples of what you have seen as good leaders? –What were the traits your specifically saw that you admired? 5

6. Management Root meaning of the word management is “hand” Managers handle things 6

7. Management “All managers, regardless of the type of organization, do essentially the same thing, which includes: planning, organization, staffing, directing, coordinating, reporting, and budgeting.” - Henri Fagal Give me some examples of good managers? –Which traits did you admire? 7

8. Another leadership definition - the personal traits necessary to establish vision and goals for an organization and the ability to execute them. Another manager definition - the personal traits necessary to plan, organize, motivate, and manage the personnel and material resources of an organization. 8

9. Formal Leader Strongly desirable to have an effective leader Administrator - CEO - President Healthcare –usually do not interact with pts –may or may not interact with caregivers –lead the organization now and into the future 9

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11. Formal Leader Healthcare –high risk job mistakes are costly good decision can mean great things for the organization and increase the leaders value to the company 11

12. Formal Leader Others in the healthcare organization –Nurse managers –Case Managers both accountable to a higher level but lead in their domain formal leaders - title, name, badge, office do not give pt. care but do interact with caregivers 12

13. Informal Leaders Persons who do not have the title, office, however, this is the person on the team that is respected –personal wisdom –willingness to share –role model for excellence 13

14. Informal Leaders Work within assigned workload while leading the team to higher standard of performance Ability to make successful changes in the way care is given Is the person everyone goes to for expert assistance 14

15. Informal Leaders Their leadership skills are associated with expertise in the art of nursing These people are easily identified –everyone goes to them when a controversial decision has to be made –earned power in the group competence respect caring 15

16. What does a wise formal leader do with this informal leader? Who are these informal leaders? 16

17. How does management play a role? –Need to have the ability to organize details so the leaders vision and goals can be successfully achieved –If the leadership is ineffective, it does not matter who great the managers are, no one can be successful –“Efficient management without effective leadership is like straightening deck chairs on the Titanic” 17

18. Management Manager is often seen as the person who is responsible for getting work done through others –good interpersonal skills –good understanding of the organization –establish goals and objectives –utilize resources 18

19. Leadership-Management Case Study You are working in a local hospital where an external disaster has occurred. –Describe the role of the leader in this situation: –Describe the role of the manager: 19

20. Theory X and Theory Y Managers Research - 1960 by Douglas McGregor Human behavior - what make people tick? 20

21. Theory X Managers Assume people inherently dislike work Believe they must force people to work Job security is the only motivation for work Methods used in managing –directing –controlling –threatening with punishment 21

22. Theory X Managers Assume employees have: – no personal motivation or ambition –only work because they have too –they avoid and reject personal responsibility –motivation is job security 22

23. Theory X Managers Focus on the organization and only the goals of the organization Do not give primary concern or attention to any development of the employee What type of problems do you see with this type of manager? 23

24. Theory Y Managers Believe if the potential of the employee is developed the organizational goals will be met MacGregor who devised these theories did not see one method as good and one as bad but that the goals of both need to be integrated in the work setting –goals met - satisfied employee - increased productivity 24

25. Theory Y Managers Believe “work is as natural as play” See employees as: –choosing to engage in goal directive activities –capable of success –seeking out responsibility to problem solve 25

26. Theory Y Managers Management methods include: –delegation of responsibility –minimal direction –motivation with praise and recognition 26

27. Theory Z Developed by Japanese stresses importance of employee participation in the decision making process 27

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29. Management Research/Chronology Management has evolved and refined over the years 1800’s - scientific management theory –observation –measurement –scientific standards to develop work standards –Healthcare - efficient, productive and adequate staffing 29

30. Management Chronology 1920’s - teach management in college 1940 - 1950’s Humanist Movement –poor working condition –poor social environment –poor physical environment –Hawthorne Studies - work relationships and morale more influential than physical conditions or money on productivity 30

31. Management Chronology 1960’s - Systems theory –each area is interdependent –work together to contribute to the success of the whole –ripple effect change in one department effects all 31

32. Leadership and the Nursing Process 32

33. Leadership Styles Autocratic Democratic Laissez-Faire Participative 33

34. Leadership Styles need to know and understand the different leadership styles -look at styles and you will get a sense for the effect a leader has on the success of a group determines the effectiveness of the group need to be able to change styles based on the needs of the group how much control or freedom the leader allows the group - total control to extreme permissiveness 34

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36. Autocratic Style Autocratic leader retains all the authority and responsibility focus is on getting the tasks completed and goals met communicate one way-down 36

37. Autocratic Words to describe are: –domineering –insistent –lack of trust –firm –inflexible –intimidating –unapproachable 37

38. Autocratic Words to describe –“all work and no play” –directed –decision maker –generals in the military 38

39. Autocratic Disadvantages –no room for employee creativity –stifles growth - boss does it all and takes all the responsibility –When would it be good or OK to have the autocratic style? 39

40. Democratic Style People centered approach –allow employees more freedom –employees participate in decision making –focuses on team work –team building –working together as a unit to accomplish a goal 40

41. Democratic Leader facilitates the accomplishment of the goal sees the worth of the individual sees the worth of team building team members seen as an adult is treated such and so is leader - style works best with mature members 41

42. Democratic What happens naturally when you have a group making decisions rather than an individual? When would the democratic style be appropriate in the health care setting? 42

43. Working together 43

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45. Laissez-Faire Style Most permissive “free run style” Leader lets go of all responsibility and all the staff make all of the decisions avoid responsibility by delegating gives no direction 45

46. Lassez-Faire Where would this style work? Why might it not work well in the healthcare setting? 46

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48. Participative Style Attributes of autocratic and democratic styles Invites members input Makes final decisions based on analysis of problem and feedback Many advantages for managers and workers Control and power are spread throughout Empowering for group 48

49. Participative Style Where would this style work? Why might it not work well in the healthcare setting? 49

50. Leadership styles Autocratic Democratic Laissez-faire Participative Which ones fit your personality? 50

51. Oops what happened here? 51

52. Situational Leadership Refers to looking at the style of the leader and the maturity of the group in the current situation. Situational leadership says that the style of the leadership or management that is used should be contingent upon the situation and the maturity of the group (Fund. 301) 52

53. Situational Leadership is Needed Here! 53

54. Situational Leadership 4 Typical Styles –Directing - leader provides specific instruction and supervises the accomplishments of the group –Coaching - leader monitors accomplishment of tasks while explaining decisions, asking for feedback or suggestions and recognizes good performance 54

55. Situational Leadership 4 styles –Supportive - leader supports efforts of others, facilitates goal accomplishments and shares in decision making –delegating - leader gives responsibility for decision making to mature staff who has shown that he/she can be trusted 55

56. Situational Leadership What type of personal traits are necessary for a situational leader? Outcome - growth for the leader and staff greater retention of staff 56

57. What type of leadership style is best for this team? 57

58. Exercise in Situational Leadership Break into 4 groups –choose leadership style –role play a problem using your chosen style staffing situation developing new policies personal problems school issues completion ceremony issues 58

59. Leadership and the Student Nurse What skills and qualities do you need to be developing right now that will help you in your careers? 59

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