Leadership Roles

1
Leadership Roles Management Functions

• Chapter 6

2
Overview

• LVNs in their role of providing care to clients,
  must have skills in organizing client care,
  supervising care provided by unlicensed
  personnel, collaborating with other healthcare
  personnel, managing time and resources, and being
  accountable for assigned client care.

3
Leadership

• Leadership involves qualities related to a
  persons character and behaviors, as well as
  roles within a group or organization.
• It requires that a person has the ability to
  guide and influence another person, group, or
  both to think in a certain way, achieve common
  goals, or provide inspiration for change.

4
Leadership

• 1. May or may not have delegated authority, but
  are capable of obtaining their power through
  means other than delegated authority.
• 2. Have a wider variety of roles than do
  managers.
• 3. Frequently are not part of a formal
  organization.
• 4. Focus on the group process, information
  gathering, feedback and empowering others.

5
Management

• Management entails assigned functions such as
  planning, organizing, directing, and controlling
  to meet specific objectives within an
  organization.

6
Management

• Managers overall goal is to coordinate and
  direct resources, which include work space,
  supplies, equipment, budgetary concerns, and
  services.

7
Management

• 1. They are assigned a position in an
  organization.
• 2. Have a legitimate source of power owing to
  the delegated authority that accompanies their
  position.
• 3. Are expected to carry out specific functions.
• 4. Emphasize control, decision-making, decision
  analysis, and results.
• A key feature is the individuals managers
  responsibility and accountability for the
  accomplishment of tasks.

8
Relationship

• Integrated leaders/ managers have traits that
  distinguish them from just leaders or managers.
• 1. Thinking in the long term.
• 2. Seeing the big picture.
• 3. Influencing others outside their own group.
• 4. Emphasizing vision, values, and motivation.
• 5. Being politically astute.
• 6. Embracing change and modification.

9
Relationship

• In addition, integrated leaders/managers set
  reasonable goals, think positively, and are
  willing to take risks.

10
Autocratic Leadership

• Authoritarian or autocratic leadership
  stylestrong control by the manager over the work
  group characterizes this style.
• The manager gives and asks for little input from
  staff for decisions.

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Autocratic Leadership

• Communication flows from top to bottom.
• The focus is on accomplishing tasks.

12
Democratic Leadership

• Democratic leadership involves more participation
  in decision-making by the work group.
• Leaders with this style often see themselves as
  coworkers or colleagues, as opposed to superiors.
• They emphasize communication, consensus, and
  teamwork.

13
Laissez-faire Leadership

• Laissez-faire leadership, or permissive
  management involves the least structure and
  control.
• The manager leaves the work group to set goals,
  make decisions, and take responsibility for their
  own management.

14
Multicratic Leadership

• Multicratic style combines the best of all
  styles, mediated by the requirements of the
  situation at hand.
• The leader provides maximum structure when
  appropriate to the situation, asks for maximum
  group participation when needed, and gives
  support and encouragement to subordinates in all
  instances.

15
Power Leadership

• Power is the ability to control, influence, or
  hold authority over an individual or group.
• People in leadership/management positions are in
  a position to exert power in an organization.

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Power Leadership

• If leadership is to be effective, a degree of
  power must support it.
• Review the different sources of power Table 6-2
  pg. 50.

17
LVN as Leader/Manager

• In a long-term care setting LVNs may be team
  leaders and thus assigned to oversee the work of
  unlicensed assistive personnel (UAPs).
• In a medical office, an LVn may be the office
  manager, coordinating certain aspects of the
  office work, such as scheduling and coordinating
  work assignments.

18
Delegation

• The National Council of State Boards of Nursing
  (NCSBN) states that delegation is transferring
  to a competent individual the authority to
  perform a selected nursing task in a selected
  situation.

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Delegation

• The nurse retains the accountability for the
  delegation.

20
Delegation

• Five Rights of Delegation
• Right task
• Right circumstances
• Right person
• Right direction/communication
• Right supervision/evaluation

21
Delegation

• Requires
• Assess the Situationknow the clients needs, the
  skills of the UAPs, and the priorities. Match
  the UAPs skills with the tasks to be completed.
• Plan actionsidentify the UAPs who will best
  handle the delegated tasks.
• Implement the plancommunicate expectations
  clearly to UAPs, including what they need to do,
  what to watch for, and potential problems.
• Evaluate the resultsensure that tasks are
  completed according to standards.

22
Supervision

• Supervision is the process of guiding, directing,
  evaluating, and following-up on tasks delegated
  to others.

23
Responsibility

• Responsibility is a duty or assignment related to
  a specific job.
• It means being obligated to perform certain
  activities and duties.

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Accountability

• Accountability mans being answerable for the
  consequences of ones actions or inactions.
• Although the tasks may be delegated, the nurse
  who delegates that task to others remains
  accountableor legally liablefor the outcome

25
Confronting Problems

• Factors that interfere with effective delegation
  and supervision are as follows
• Reluctance to delegate from fear of overloading a
  coworker or desire to do everything.
• Inability to move out of the role of direct
  caregiverit is easier to do it myself
• Miscommunication regarding specific directions
  and desired outcomes.
• Desire to be liked by coworkers, which interferes
  with ability to delegate, supervise, or both.

26
Advocacy

• Advocacy means promoting the cause of another
  person or organization.
• In healthcare, advocates support the needs of a
  client or organization.
• Nurses in general act on behalf of their clients.
  

27
Resource Management

• Resource management, the responsibility of all
  who work in healthcare, means using resources,
  which include not only actual money but supplies,
  equipment, buildings, and personnel, optimally.

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Resource Management

• Cost-conscious measures, or resource management,
  include prudent use of expensive supplies,
  knowledgeable operation of medical equipment,
  careful monitoring of clients to reduce potential
  complications and lengths of stay, heightened
  awareness of practicing measures that reduce
  costs, essential knowledge of all costs of caring
  for clients, and deliberate reduction of waste of
  limited resources.

29
Time Management

• Time is an essential resource.
• Time management involves organizing time, as well
  as delegating tasks to other personnel and
  essentially making optimal use of what time you
  have.