Leadership and Management 10.02.2015.pptx Unit 3.pptx

Leadership and Management 10.02.2015.pptx Unit 3.pptx

1. Unit III Leadership Theories and Styles Prepared by: Ms. Victoria Samar Sr. Lecturer PNS, LUMHS, Jamshoro

2. “The greatest leader is not necessarily the one who does the greatest things. He is the one that gets the people to do the greatest things.” (Ronald Reagan)

3. Nursing leadership and Management

4. Management Definition: Management is the art and science of doing work. As a discipline, management comprises of the interlocking functions of formulating corporate-policy and organizing, planning, controlling, and directing the firm’s resources to achieve the policy's objectives.

5. What Is Management? Managerial Concerns Efficiency “Doing things right” Getting the most output for the least inputs Effectiveness “Doing the right things” Attaining organizational goals

6. Effectiveness and Efficiency in Management

7. Management function and process

8. What Do Managers Do? Functional Approach Planning includes defining goals and objectives, developing policies and procedures; determining resource allocation; and developing evaluation methods.

9. What Do Managers Do? Organizing includes identifying the management structure to accomplish work, determining communication processes, and coordinating people, time and work. Staffing includes those activities required to have qualified people accomplish work such as recruiting, hiring, training, scheduling and ongoing staff development.

10. What Do Managers Do? Directing/ Leading : encourages employees to accomplish goals and objectives and involves communicating, delegating, motivating, and managing conflict. Controlling: analyzes results to evaluate accomplishments and includes evaluating employee performance, analyzing financial activities, and monitoring quality of care.

11. What Do Managers Do? Skills Approach Technical skills Knowledge and proficiency in a specific field Human skills The ability to work well with other people Conceptual skills The ability to think and conceptualize about abstract and complex situations concerning the organization

12. Skills Needed at Different Management Levels

13. Who Are Managers? Manager Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.

14. Classifying Managers First-line Managers Individuals who manage the work of non-managerial employees. Middle Managers Individuals who manage the work of first-line managers. Top Managers Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.

15. Managerial Levels

16. Leaders and leadership

17. Leadership The process and ability to influence a group toward the achievement of goals

18. Types of Leadership Style Autocratic: Leader makes decisions without reference to anyone else High degree of dependency on the leader Can create de-motivation and alienation (unfriendliness) of staff May be valuable in some types of business where decisions need to be made quickly and decisively (positively)

19. Types of Leadership Style Democratic (Participative): Encourages decision making from different perspectives – leadership may be emphasised throughout the organisation Consultative: process of consultation before decisions are taken Persuasive: Leader takes decision and seeks to persuade (convince) others that the decision is correct

20. Types of Leadership Style Democratic (Participative): May help motivation and involvement Workers feel ownership of the firm and its ideas Improves the sharing of ideas and experiences within the business. Can delay decision making

21. Types of Leadership Style Permissive (Laissez-Faire) : ‘Let it be’ – the leadership responsibilities are shared by all Can be very useful in businesses where creative ideas are important Can be highly motivational, as people have control over their working life Can make coordination and decision making time-consuming and lacking in overall direction Relies on good team work Relies on good interpersonal relations

22. Theories of leadership

23. Great Man Theory This theory assumed that all leaders were men and all were great (i.e., of the noble class). Thus, those who assumed leader-ship roles were determined by their genetic and social inheritance. It was not conceivable that those from the “working class” could be leaders, that leadership could be learned, or that women could be leaders.   Great leaders are born, not made.

24. Trait theory Trait theory  assume that people inherit certain qualities and traits that make them better suited to leadership. Trait theories often identify particular personality or behavioral characteristics shared by leaders.

25.  Contingency Theory Contingency theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers and aspects of the situation.

26. Situational theory Situational theories propose that leaders choose the best course of action based upon situational variables. Different styles of leadership may be more appropriate for certain types of decision-making.

27. Behavioral Theory Behavioral theories of leadership are based upon the belief that great leaders are made, not born. Rooted in behaviorism, this leadership theory focuses on the actions of leaders not on mental qualities or internal states. According to this theory, people can  learn  to become leaders through teaching and observation.

28.   Transactional theory  Transactional theories, focus on the role of supervision, organization and group performance. These theories base leadership on a system of rewards and punishments. Managerial theories are often used in business; when employees are successful, they are rewarded; when they fail, they are reprimanded or punished.

29. Transformational theory Transformational theories, focus upon the connections formed between leaders and followers. Transformational leaders motivate and inspire people by helping group members see the importance and higher good of the task. These leaders are focused on the performance of group members, but also want each person to fulfill his or her potential. Leaders with this style often have high ethical and moral standards.

30. Participative Theories Participative leadership theories suggest that the ideal leadership style is one that takes the input of others into account. These leaders encourage participation and contributions from group members and help group members feel more relevant and committed to the decision-making process. In participative theories, however, the leader retains the right to allow the input of others.

31. Management theories

32. The Scientific Management theory Frederick Winslow Taylor (1856–1915) is known as the father of scientific management. He detailed his principles on increasing the productivity of workers in the Midvale Steel Works plant in Pennsylvania (Taylor, 1911). His principles included the ideas that:

33. Elements of Scientific Management Scientific design of every aspect of every task Careful selection and training of every task Proper remuneration for fast and high-quality work Maximize output - increase pay Equal division of work and responsibility between worker and manager (Inman, 2000).

34. General Administrative Theory Henri Fayol (1841–1925) was a Frenchman who is remembered for the development of general administrative theory. He developed his management strategies in the industry and was writing at about the same time as Taylor.

35. General Administrative Theory (cont) Management, according to Fayol’s work, includes five overriding (prime) concepts: Plan Organize Command Coordinate Control .

36. Fayol’s Administrative Theory (cont) Fourteen Principles of Management (Tools for Accomplishing Objectives) Division of work - limited set of tasks Authority and Responsibility - right to give orders Discipline - agreements and sanctions Unity of Command - only one supervisor

37. Fayol’s Administrative Theory (cont) Unity of Direction - one manager per set of activities Subordination of Individual Interest to General Interest Remuneration of Personnel - fair price for services Centralization - reduce importance of subordinate’s role Scalar Chain - Fayol’s bridge

38. Fayol’s Administrative Theory (cont) Order - effective and efficient operations Equity - kindliness and justice Stability of Tenure of Personnel - sufficient time for familiarity Initiative - managers should rely on workers’ initiative Esprit de corps - “union is strength” “loyal members

39. Bureaucratic Management Max Weber (1846–1920) was a German sociologist who developed what was known as the “ideal bureaucracy.” The ideal bureaucracy includes the concepts of division of labor, authority hierarchy, formal selection, formal rules and regulations, impersonality, and career orientation.

40. Theory of Bureaucracy Concerned with describing the ideal structure of an organization Cornerstone: existence of written rules The rational application of written rules ensures the promotion of legitimate (legal) authority and the effective and efficient functioning of the organization.

41. What Is An Organization? An Organization Defined A deliberate arrangement of people to accomplish some specific purpose (that individuals independently could not accomplish alone). Any kind of human association for the achievement of goal. Common Characteristics of Organizations Have a distinct purpose (goal) Composed of people Have a deliberate structure

42. Characteristics of Organizations

43. Fundamentals : 6 “M” S of an Organization: Introduction to “Organization” 6 “M”s of an Organization MEN MACHINE MATERIALS METHODS MARKET MONEY

44. 7 “S” Model for Organization : Introduction to “Organization”

45. Roles of the Nurse Manager Customer Service Provider Team Builder Resource Manager Decision Maker and Problem Solver Change Agent

46. Customer Service Provider Providing service or care to customers (patient or clients). Nurse must keep customer service first and foremost as the motivator of all plans and activities. Without customers, the organization will go out of business.

47. Team Builder A team is a group of people organized to accomplish the necessary work of an organization.

48. Teams have become important in the changing health care environment. Teams bring together a range of people with different knowledge, skills, and experiences to meet customer (patient/ client).

49. Resource Manager Resources include the personnel, time, and supplies needed to accomplish the goals of the organization. Nurse manager has the responsibility - effectively manage resources in providing safe, effective patient care in an economic manner.

50. Decision Maker and Problem Solver components of effective leadership and management in clinical patient care. Problem solving is focused on solving an immediate problem and decision maker includes a decision-making step.

51. The nurse - change agent Is responsible for guiding people Through the change process and needs To develop an understanding about the nature of change and effective change strategies.

52. The nurse - change agent (cont) 1. Change should be implemented only for good reason. 2. Change should always be planned and implemented gradually. 3. Change should never be unexpected or abrupt. 4. All people who may be affected by the change should be involved in planning for the change.

53. The most important responsibility for the nurse in any leadership or management Role is to create an environment of caring - caring for staff members as well as for patients and families. Staff members who believe that their manager sincerely cares about them and the work they do are able to pass that feeling of caring on to their patients and other customers.

54. Caring for the staff members can be demonstrated through (McNeese-Smith, 1997) Offering sincere positive recognition for both individuals and teams. Praising and giving thanks for a job well done. Spending time with staff members to reinforce positive work behaviors. Meeting the staff member's personal needs whenever possible, such as accommodating scheduling needs for family events and being flexible in times of illness. Providing guidance and support for professional and personal growth. Maintaining a positive, confident attitude and a pleasant work environment.

55. References Sullivan.E.J & Decker. P.J., (2009). Effective Leadership and Management in Nursing. (7 th Ed). Pearson Prentice Hall. New Jersey. Loveridge.C.E & Cumming.S.H. (1996). Nursing Management in the New Paradigm . Jones & Bartlett.USA.

56. Thank you