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Leadership, Management, and Followership

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Leadership, Management, and Followership Dr. Belal Hijji, RN, PhD September 28 October 5, 2011 Learning Outcomes At the end of this lecture, students will be able to ... – PowerPoint PPT presentation

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Title: Leadership, Management, and Followership


1
Leadership, Management, and Followership
  • Dr. Belal Hijji, RN, PhD
  • September 28 October 5, 2011

2
Learning Outcomes
  • At the end of this lecture, students will be able
    to
  • Define leadership, management, and followership.
  • Recognise the attributes of leaders and managers.
  • Identify the tasks of leading, managing, and
    following.

3
Definition of Terms
  • Leadership Using personal traits and personal
    power to constructively and ethically influence
    patients, families, and others toward an end
    point goal.
  • Management Is a set of behaviours and activities
    that provide structure and direction in
    conducting patient care and organisational
    functions where the outcomes to be achieved are
    known and where a desired sequence to accomplish
    these outcomes is prescribed in writing.
  • Followership Behaviours demonstrated by
    individuals with whom the leader interacts. It is
    a set of behaviours that demonstrate
    collaboration, influence, and action with the
    leader.

4
Attributes of Leaders and Managers
  • Uses focused energy and stamina to accomplish a
    vision.
  • Uses critical thinking skills in decision making.
  • Trusts personal intuition and backs this with
    facts.
  • Accepts responsibility willingly and follows up
    on the consequences of actions taken.
  • Identifies the needs of others.
  • Deals with people skillfully coaches instructs
    or trains, communicates, and counsels.
  • Examines multiple options to accomplish an
    objective at hand.
  • Is trustworthy, handles information from various
    sources respectfully.
  • Motivates others toward achieving an objective at
    hand.

5
Tasks of Leading, Managing, and Following
  • Gardners Tasks of Leadership.
  • Envisioning Goals Leading requires envisioning
    goals in partnership with those being led. In the
    case of patient care, leading is required to help
    patients envision their life when a specific
    disease trajectory path, progress is unknown.
    For example, helping a patient envision walking
    again or participating in family events.
  • Affirming Values Values are the inner forces
    that give purpose, direction, and precedence to
    life priorities. The word value conjures brings
    to mind up an image of something that has worth
    our values reflect through our actions those
    things of worth to us.
  • Motivating When our values drive our actions,
    values become a source of motivation. Motivation
    is tapping into what we value, to achieve growth
    and movement toward our vision.

6
  • Gardners Tasks of Leadership (Continued).
  • Managing The ability to mange is an important
    subset of leading, especially when the leader
    holds a position of influence in an organisation
    (nurse manager). Good leaders need management
    skills and abilities, and good managers need
    leading skills and abilities.
  • Achieving workable unity Another challenge of
    leading is to achieve workable unity among the
    parties being affected by change and to avoid,
    diminish, or resolve conflicts so that the
    desired vision can be achieved.
  • Developing trust A hallmark task of leadership
    is to behave in a way that is trustworthy. When
    leaders are clear with others about where we are
    heading and that the way toward achieve high
    levels of performance is through building on
    strength, followers develop trust in the leader.

7
  • Gardners Tasks of Leadership (Continued).
  • Explaining Leading and managing require a
    willingness to, repeatedly, communicate and
    explain. The art of communication requires the
    leader to
  • Know what information to share.
  • Know the parties who will receive the
    information.
  • Provide the opportunity for dialogue and
    feedback.
  • Know that it is possible to give too much
    information, which can temporarily paralyse the
    listener and divert energy away from key
    responsibilities.
  • Be willing to repeat information in many
    different ways, at different times.
  • Always explain why something is being asked or
    changing.
  • Acknowledge loss and tell about what will be
    missed, especially if change is involved.
  • Serving as symbol Nurses may symbolically be
    present for patients and represent their
    department at an event.

8
  • Gardners Tasks of Leadership (Continued).
  • Representing the group There are many
    opportunities for leaders to represent the group
    through active participation. Employees may
    participate in human resource committees, safety
    and security task forces, quality improvement
    committees. Nurses can give their voice in each
    of these leadership opportunities.
  • Renewing leaders can generate energy within and
    among others. Renewing is about providing
    self-care to enhance the ability to care for
    staff, patients, and the organisation served. For
    self-care, leaders must eat balanced diet, get
    adequate sleep and exercise, and participate in
    other wellness-oriented activities.

9
Tasks of Leading, Managing, and Following
(Continued)
  • Bleichs Tasks of Management.
  • Identifies systems and processes for which the
    manager is responsible and accountable.
  • Verifies minimum and optimum standards for staff
    to achieve. For example, a nurse manager would
    require a staff nurse to obtain a minimum score
    of 90 in the annual medication administration
    test.
  • Validates the knowledge, skills, and abilities of
    staff capitalises on strengths and improves what
    needs improvement.
  • Devises and communicates a comprehensive plan for
    the division of work. This may include required
    staffing level, in-service education, and
    material resources.
  • Eliminates workplace barriers that diminish
    effectiveness.
  • Offers rewards and recognition to individuals and
    teams.
  • Involves others in decision making when
    appropriate.

10
Tasks of Leading, Managing, and Following
(Continued)
  • Bleichs Tasks of Followership. The follower
  • Is accountable while working within the context
    of organisational systems and processes does not
    change the way the work is done for personal
    gain.
  • Honors the standards and specifications required
    to deliver acceptable care/ service.
  • Offers knowledge, skills, and abilities to
    accomplish a task at hand.
  • Collaborates willingly with leaders and mangers
    avoid passive-aggressive or nonassertive
    responses to work assignments.
  • Includes data collection as part of daily work
    activities as a self-guide to effectiveness.
  • Takes reasonable risks as an antidote for fearing
    change.

11
  • Bleichs Tasks of Followership (Continued). The
    follower
  • Gives feedback on the efficiency and
    effectiveness of systems and processes that
    affect the outcome of care.
  • Gives and receives feedback to other team
    members, leaders, and managers to enhance a
    culture of support and nurturance ???????.
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