Introduction to Nursing Management .pptx

INTRODUCTION
TO NURSING
MANAGEMENT

Lesson Learning Outcomes
By the end of this lesson, you will be able to:
 Define the terms leadership and state types.
 Discuss the qualities and behaviors that contribute to effective leadership
 Discuss the importance of effective leadership for the new nurse
 differentiate between authoritative, democratic, and laissez-faire
leadership styles
 Identify common leadership styles and describe situations in which each
leadership style could be used appropriately
 Describe how different leadership theories apply to nursing practice

WHAT IS
LEADERSHI
P?
The process of guiding and
directing the behavior of people
in the organization.
spells the difference between
success and failure.
An element that convinces
members to facilitate the
accomplishment of the goals of
the organization.

MANAGEMENT
Management is the process of
1) coordinating actions,
2) directing actions
3) assigning resources.
• The purpose of management is to perform these tasks in order to achieve the objectives
(desired outcomes) of an organization. Management is a problem-oriented process with
similarities to the nursing process. It is needed whenever two or more individuals work
together toward a common goal. The manager coordinates the activities of the group to
maintain balance and direction.
• The terms management and supervision sometimes are used interchangeably; however,
management is a broader concept that includes supervising people as well as other
resources to accomplish organizational goals. It often focuses on issues such as costs,
productivity, staffing, and effectiveness.
• Four (4) functions generally performed by a manager: planning (what is to be done),
organizing (how it is to be done), directing (who is to do it), and controlling (when and
how it is done).

THE DIFFERENCE BETWEEN
LEADERSHIP AND MANAGEMENT
MANAGERS
• Rational problem solvers
• Perform other
administrative functions
• Concerned with efficiency
of results
• Obtained power from above
LEADERS
• Intuitive
• More visionary
• Primarily concerned with
results
• Obtained power from
below

THE DIFFERENCE BETWEEN
LEADERSHIP AND MANAGEMENT
• The terms management and leadership are frequently interchanged,
but they do not have the same meaning.
• A leader selects and assumes the role; a manager is assigned or
appointed to the role.
• Managers have responsibility for organizational goals and the
performance of organizational tasks such as budget preparation and
scheduling.
• Although it is desirable for managers to be good leaders and to be
effective at influencing others, there are leaders who are not
managers and, more frequently, managers who are not leaders!

Leadership: definition
• Leadership is defined as a process of influence.
• Leadership is not limited to people in traditional positions of
authority. Similarly, leadership is no automatic when a nurse is in an
authoritative position.
• A leader influences others to move in the direction of achieving goals.
• Leadership can occur in a number of dynamics and settings.
i. A leader can influence one person.
ii. A leader can influence more than one person, including small and
large groups, organizations, even entire communities or societies.

Types of leadership
A. Formal leader: A formal leader is a person in a position of influence or
authority or who has a sanctioned role within an organization.
B. Informal leader: An informal leader is a person who demonstrates
leadership and has influence even though he or she is not in a formal
leadership role in an organization.
Informal leadership is marked by two key traits:
i. Ability to influence others.
ii. Other people in the group or organization recognize that ability and are
influenced.

Core traits of leaders:
Research on leadership does not reveal any absolute qualities that define a
leader, but most experts agree that effective leaders have the following core
values:
A. A guiding vision
i. A leader is able to see a picture of the desired future.
ii. Such a picture allows the leader to set goals toward that desired future.
B. Passion
i. A leader is enthusiastic about the future possibilities.
ii. He or she has the ability to inspire people and align them in a common
effort to make those future possibilities in a reality.

C. Integrity
• i. Leaders who have integrity possess a significant knowledge of the self or self-awareness,
including knowledge of their strengths and weaknesses and the ability to receive feedback
and learn from mistakes.
• ii. Integrity requires honesty and maturity
• iii. It is supported by the inner strength of the person’s convictions and his or her ability to
deal with conflict or obstacles that arise.
• iv. A leader’s integrity is developed through personal and professional experience and
growth.
• v. Having integrity means that the person can be trusted.
• D. Curiosity and / or daring
• i. Leaders draw on these traits to enable them to take risks.
• ii. These traits facilitate change.
• iii. These traits also shorten the learning curve because leaders intuitively zero in on what
works rather than wasting time on what doesn’t work.

E. Flexibility
i. This trait allows leaders to adapt rapidly to changes in all aspects of the environment. In
Nursing, this can mean being able to manage six new admissions on the same shift (small
scale) to merging nursing units as part of a hospital-wide redesign (large scale).
ii. Flexibility also allows leaders to deal effectively and creatively with uncertainty and even
hostility that may come their way.
F. Intelligence
i. Subject-based intelligence includes knowledge and skills associated with the person’s job
functions, and the ability to use the knowledge and skills to solve problems and improve work processes.
ii. People-based intelligence includes “emotional intelligence” – the ability to use not only
rational but also emotional perception in learning, problem-solving, and working with people effectively to
achieve desired outcomes. Note that in nursing, this not only yields positive

G. Ability to support others. This trait includes the following characteristics:
i. Responsiveness to a wide range of situations and people. A person with this trait is likely to face situations
head-on rather than withdrawing or procrastinating.
ii. The leader who is able to support other practices open and effective communication
iii. The leader who is able to support others possesses key social skills – the ability to work effectively with and
respect diverse constituents, to defuse conflict, and to generate trust and enthusiasm in others.
H. Self-confidence
i. A person who is self-confident is able to trust his or her abilities and decisions.
ii. This person is also able to receive feedback and input from others without feeling threatened.
E. Desire to lead. According to Kirkpatrick and Locke (1991), people who are effective leaders must be
interested in and have a desire to influence change in people or organizations.

POWER AND THE LEADER
• Leaders can only influence people when he possess power.
• TYPES OF POWER
• Position power
• Legitimate power
• Reward power,
• Coercive power
• Information power
• Personal power-expert
• Referent power

TYPES OF POWER
• POSITION POWER - Power derived as a consequence of the leader’s
position.
• LEGITIMATE POWER - Also referred to as authority • Emanates from a
person’s position in the organization. Legitimate power vested in a
person is characterized by:
• 1. It is invested in a person’s position.
• 2. It is accepted by subordinates.
• 3. Authority is used vertically.
• .

TYPES OF POWER
• REWARD POWER - Emanates from one’s ability to grant
rewards to those who comply with a command or request. •
Leader’s capacity to provide promotions, money, praise, and
other rewards influences the behavior of subordinates.
• Transfer to a less desirable task are just few forms of
punishments
• COERCIVE POWER -Arises from the expectation of
subordinates that they will be punished if they do not
conform to the wishes of the leader. •Dismissal, suspension,
and t

TYPES OF POWER
• EXPERT POWER - An expert who possess and can dispense valued information
generally exercise expert power over those in need of such information.
Examples: • PhDs • Nurses • Lawyers •Computer specialists •Depends on
education, training, and experience
• REFERENT POWER - The ability of leaders to develop followers from the
strength of their own personalities. •Have a personal magnetism, an air of
confidence, and a passionate belief in objectives that attract and hold followers.
Examples: •Nelson Mandela of Africa • Mother Teresa
• INFORMATION POWER - Requires access to information
A person does not always have access to required information to make an
informed decision • BUT those with access to information have some form of
power

THEORIES ABOUT LEADERSHIP.
• Theories about leadership attempts to explain the various
factors that may be identified with successful leadership.
• Trait theories
• Behavioural theories
• Contingency theories

TRAIT THEORIES
• Consider leaders to possess common traits.
• Physical appearance, intelligence, and self-confidence
• FACTORS OF TRAIT LEADERSHIP
• 1. Sociability 6. Alertness to & insight into
• 2. Persistence situations
• 3. Initiative 7. Cooperativeness
• 4. Knowing how to get 8. Popularity things done 9. Adaptability
• 5. Self-confidence 10. Verbal Facility
• GENERAL VIEW OF WHAT GOOD LEADERS HAVE IN COMMON
• 1. Extraversion
• 2. Conscientiousness
• 3. Openness
• 4. Emotional Intelligence
“LEADERS ARE BORN THAN MADE”

ASSIGNMENT
• IN YOUR ALLOCATED GROUPS READ AND PRESENT EACH OF
THE LEADERSHIP AND MANAGEMENT THEORIES ASSIGNED

Introduction to Nursing Management .pptx

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