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Nursing Leadership, Followership and Management Nursing 493: Unit II

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Title: Nursing Leadership, Followership and Management Nursing 493: Unit II


1
Nursing Leadership, Followership and
ManagementNursing 493 Unit II
2
Why study leadership management?
  • Who are our leaders?

3
What are the most serious problems people face in
the work environment?
  • Technical
  • Safety
  • People
  • Financial
  • Ethical

4
Why?
  • To learn how to work with people, not only as
    individuals, but as members of groups, teams, and
    organizations
  • Provides greater understanding and control of
    events in the work situation
  • Imparts a sense of personal power self direction

5
Definitions
  • Leadership- the process of influencing others
  • Leaders inspire thru personal trustworthiness
    self-confidence
  • Leaders communicate a vision that turns
    self-interest into commitment to the job

6
What are the 3 primary tasks of a leader?
  • Set direction mission, goals, vision
  • Build commitment motivate inspire
  • Confront challenges innovation, deal with
    change, turbulence, take risks

7
What does the study of leadership involve?
  • Leadership theories
  • Motivation
  • Group development team work
  • Power conflict
  • Confrontation negotiation
  • Effective communication
  • Critical thinking problem solving

8
Leadership
  • All people have untapped leadership potential it
    is there in you.
  • The attempt defines leadershipit does not have
    to be successful
  • To be a leader you must make a decision to act

9
What is Followership
  • Followership leadership are reciprocal roles
  • Being an effective follower is as important to
    the new nurse as being an effective leader

10
What are the characteristics of an effective
follower?
  • Self direction
  • Actively participates in setting group direction
  • Invests time energy in the work of the group
  • Thinks critically
  • Advocates for new ideas

11
What is management?
  • Management too is a process of influencing
    people but with the specific intention of
    contributing to meeting the organizations goals
  • Management is the process of getting work done
    through other people
  • Management is planning, organizing, coordinating,
    and controlling work given to employees

12
Management Functions
  • Officially responsible for the work of a group
  • Hiring firing
  • Evaluating staff performance
  • Recommending raises and promotions
  • Prepare implement a budget
  • Approve expenses purchases
  • Handle conflicts
  • Work schedules assignments
  • Plan current future activities of unit
  • Be open to demands of continuous change

13
New definition of management
  • To do whatever is necessary to see that employees
    do their work and do it well.

14
Differences b/w leadership management
  • Leadership
  • based on influence
  • an informal designation
  • an achieved position
  • part of every nurses role
  • independent of management
  • Management
  • based on authority
  • a formally designated position
  • an assigned position
  • improved by use of effective leadership skills

15
What makes a person a leader?
  • We look to Leadership theories

16
Most Prominent Leadership Theories
  • TRAIT THEORIES
  • BEHAVIORAL THEORIES (Leadership styles)
  • SITUATIONAL THEORIES (understanding all the
    factors)
  • TRANSFORAMTIONAL THEORIES (inspiration meaning)

17
Comparison of Authoritarian, Democratic,
Laissez-Faire
18
What are the key differences in the 3 leadership
styles?
  • Democratic leader moves the group toward its
    goals
  • Autocratic leader moves the group toward the
    leaders goals
  • Laissez-faire leader makes no attempt to move the
    group

19
Behaviors of an Effective Leader
  • Think critically
  • Solve problems
  • Respect people
  • Communicate skillfully
  • Set goals, share a vision
  • Develop self others

20
Transformative Leadership Qualities
  • Integrity (Action matches words)
  • Courage (take risks)
  • Initiative (Act on ideas)
  • Energy
  • Optimism
  • Balance(work,
  • reflection,play)
  • Ability to handle stress
  • Self-Awareness)

21
What distinguishes ordinary leaders from STARS?
  • Emotional Intelligence addressing the effects
    of peoples feelings on the team

22
Management Theories Two Opposing Schools of
Theory
  • Scientific management
  • Human relations-oriented management

23
Scientific management
  • Frederick Taylor Father of S.M.
  • Focus on tasks ways to increase efficiency
    productivity by getting more work out of
    individual employees

24
What makes a person a manager? Two Perspectives
  • Scientific Management - Frederick Taylor says
    (emphasis is on the task aspect of providing
    care, paying people by the of clients seen,
    incentive is to get the most work done in the
    least amount of time. The current emphasis on
    reducing staff increasing productivity is based
    on this type of thinking.

25
Human Relations-Oriented Management Theory XY
  • Theory X (McGregors ) says most people think
    work is something to be avoided, and the managers
    job is to make them work hard.
  • According to Theory X employees need strict
    rules, constant supervision, the threat of
    punishment to make them conscientious.

26
Theory Y
  • Theory Y manager believes the work itself is
    motivating and people really want to do a good
    job.
  • The Theory Y manager emphasizes guidance rather
    than control, development vs close supervision,
    reward vs punishment.

27
Communication
  • Is at the heart of leadership
  • Leadership can not occur except in relationship
    to other people communication is the means
    through which leadership is accomplished

28
Communication
  • We cannot not communicate!

29
Communication
  • Giving receiving feedback
  • Linking (connecting ideas in a group)
  • Networking (connecting people in a group or
    organization

30
Verbal NonverbalKeyPoints
  • Most nonverbal is done unconsciously
  • It is more difficult to control
  • Discrepancies often exist between verbal
    nonverbal
  • What is stated is often not felt or believed
  • Listening is the most critical communication skill

31
Emotional Intelligence
  • Listen to others
  • Pick up unspoken concerns
  • Acknowledge others perspectives
  • Welcome constructive criticism
  • Bring people together in a spirit of trust

32
Communication with colleagues
  • Telephone etiquette
  • Information systems/computer/e-mail
  • Change-of-shift report
  • Be assertive without being aggressive
  • Staying calm demonstrating good communication
    skills demonstrates professionalism an ability
    to work well with others

33
Communicating with other disciplines
  • Nurses are client care coordinators
  • Nurses spend the most time with clients,
    therefore they are in the best position to
    communicate among disciplines info re client
  • Physicians nurses need to communicate changes in
    the client condition, discuss modification in
    treatment plan, clarify orders
  • This may be stressful-have the info you need on
    hand before phoning (meds, vitals, general health
    assessment status)
  • Maintain a record of calling logs

34
Communicating with clients family
  • Recognize signs of anger or anxiety
  • Intervene to diffuse the situation
  • Practice good listening show respect

35
GIVING FEEDBACK
  • 1. Give both positive negative feedback
  • 2. Give immediate feedback
  • 3. Give frequently-keeps motivation high
    prevents problems from growing high
  • 4. Be objective - use standards for making
    judgments, tell Why it is good/bad
  • 5. Base feedback on observable behavior- be
    factual accurate

36
Feedback (contd)
  • 6. Communicate effectively - give feedback be
    prepared to receive feedback in return. Engage in
    active listening. When you give negative feedback
    allow time for the individual to express their
    feelings for problem solving to find ways to
    improve the situation. This is impt. If the
    problem has been ignored a long time.

37
  • 7. Include suggestions for change. Try to suggest
    alternative behaviors
  • 8. Communicate in a non-threatening manner.
    Highly threatening messages reduce motivation
    inhibit learning. Too much fear immobilizes
    people. Remember your ultimate purpose is to
    bring about improved performance.

38
Performance AppraisalPeer Review
  • Evaluation procedures
  • One by manager or superior (hierarchical)
  • One by colleagues with similar status education
  • Peer review may be combined with performance
    appraisal to form a comprehensive system of
    evaluation

39
Case Scenario Small Change in Procedure??!!
  • It was not big deal just a small change in
    procedure. At least that is what the VP Nursing
    of the Tri-County Home Care Agency thought when
    she ordered the staff to bring their lap top
    computers back to the office every evening.
    These machines are expensive, the VP noted, We
    can not continue to let staff take them home.
    They could be broken, stolen, or used to play
    games in the evening.

40
Questions for critical reflection
  • How do you think the staff reacted to this
    change? Explain why they reacted as you describe?
  • Did the VP act primarily as a leader or as a
    manger? Explain your choice
  • What alternative procedure might be implemented
    to protect the laptops?
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