Leadership in nursing

The relationship between leadership and management continue to prompt some debate, although the literature demonstrates the need for both (Trent, 2003).
leadership is viewed by some as one of managements many functions; others maintain that leadership requires more complex skills than management and that management is only one role of leadership; still others delineate between the two.

1. jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist 1 Leadership

2. Objective 2 At The end of the presentation the student will be able: Define the terms of theory, management, and leadership. Understand the differentiate between leadership and management. Discuss the classification of theories and style of leadership and management. Discuss the various principles of management. Describe the leadership and management for nursing future. Discuss the integration leadership and management.. jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

3. Outline 3 1- Introduction.   2- Define the terms of: Theory Management. Leadership. 3- Differentiate between leadership and management. 4- Classification of theories and style: Theories and style of management. Theories and style of leadership . 4- Various principles of management. 5- Leadership and management for nursing future. 6- Integration leadership and management skills.   Summary. References. jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

4. Introduction 4 The relationship between leadership and management continue to prompt some debate, although the literature demonstrates the need for both (Trent, 2003). leadership is viewed by some as one of managements many functions; others maintain that leadership requires more complex skills than management and that management is only one role of leadership; still others delineate between the two. jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

5. Count, 5 Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall. jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

6. Definition of terms: 6 1- leadership: Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes is more cohesive and coherent. jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

7. Count, Definition of leadership: 7 Leadership is the process of persuasion and example by which an individual (or leadership team) induces a group to pursue objectives held by the leader or shared by the leader and his or her followers. Leadership : is a process by which one individual influences others toward the attainment of group or organizational goals. jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

8. 2- Management: 8 The manager in which a work is operated, supervision and execution of management policies. jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

9. count, Management: 9 Management is concerned with the execution of the plans through direction and guidance of employees to attain the predetermined objectives. Management is the process of working with and through others to achieve organizational objectives in a changing environment. jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

10. Differences between management and leadership 10 The words management and leadership are often used interchangeable, which makes me crazy. For starters, they aren’t. They are similar, yet different and it’s important to understand the difference for 3 reasons: 1. To clarify roles and responsibilities 2. Help managers successfully transition to leadership positions 3. To build a leadership pipeline jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

11. Differences between management and leadership 11 leaders Managers Innovates. Administer originates Imitate. develops maintains Focuses on people. Focuses on systems and structure Inspires trust. Relies on control. jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

12. Count, 12 leaders Managers Has a long-range view. Has a short-range view Ask what and why. Ask how and when leaders managers Challengers it. Accepts the status quo. Do the right thing. Do things right. Cope with change. Cope with complexity. jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

13. Count, 13 Leadership is the art of accomplishing more than the science of management says is possible. jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

14. Theories and style of leadership: 14 Definition of theory: Theory is an explanation for how or why something occurs. jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

15. leadership style? 15 Leadership style of behavior used by a leader in attempting to influence group members and make decision regarding the mission, strategy, and operations of group activities. Leadership style is a manner and approach of providing direction, implementing plans and motivating people. jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

16. Style of leadership: 16 jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

17. Style of leadership: 17 Authoritarian ( Autocratic ) style Democratic style Laissez – Faire style Multicratic : Transformational. Transactional. jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

18. 1-AUTHORITARIAN 18 Manager retains as much power and decision making authority as possible. The manager does not consult the employees, not allowed to give any input . jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

19. Characteristics of the authoritarian: 19 Strong control is maintained over the work group . Others are motivated by coercion Others are directed with commands . Communication flows downward . Decision making does not involve others. Emphasis is on difference in status ( I and you ) . Criticism is punitive . jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

20. Count, characteristics: 20 Benefit of autocratic : is reduce stress due to increased control and faster decision making . Disadvantages : increased work load to the manager – staff creativity , self motivation and autonomy reduce . When it is used ? Untrained staff- limit time in which to make a decision .   jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

21. 2- DEMOCRATIC STYLE 21 These style the manager consult the others and the manager delegate the tasks to subordinates and give them full responsibility . jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

22. Characteristics of the democratic style: 22 Less control maintained Economic and ego awards are used to motivate . Others are directed through suggestion and guidance . Communication flows up and down . Decision making involves other . Emphasis is one( we). Criticism is constructive . jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

23. Count, 23 Disadvantage : decision making danger of pseudo participant like the other style. And because need to consult the people it is take time . jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

24. 3- LAISSEZE –FAIRE 24 The  laissez-faire  leadership style is where all the rights and power to make decisions is fully given to the worker jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

25. Count, 3- LAISSEZE –FAIRE 25 The laisseze –faire characteristics : Is permissive , with little or no control . Motivates by support when request by the group or individual . Provides little or no direction . Uses upward and downward communication between members of the group . Disperses decision making through the group . jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

26. Count, characteristics 26 6. Places emphasis on the group . 7. Does not criticize . Disadvantages : it is make the employee insecure . The manager can not give the employee feed back . These style used for employee highly skilled. jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

27. 4. Multicratic : 27 Combines the positive features of authoritative, participative leadership styles. Leader provides a maximum of structure when the situation requires it. Leader provides maximum group participation when need. Support and encouragement provide to subordinates at all times. jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

28. 5. Transformational : 28 The leader is role model who uses individualized consideration, provides a sense of direction and encourage self –management. Transformation leadership is a cooperative, process- focused networking. Transformational leadership emphasized the importance of interpersonal relationship. Focuses on merging the motives ,desired, values and goals of leaders and followers into a common cause. jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

29. Count, transformational 29 bernared bass and bruce avolio (1993) identify four components that characterize transformational leadership: Idealize influence. Inspirational motivation Intellectual stimulation Individualized consideration Transformational leadership can be used effectively by nurses with clients or co- workers at the bedside. jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

30. 6. Transactional : 30 Transactional leadership is someone who display behaviors associated with constructive and corrective transaction. the constructive style is label contingent reward and the corrective style is labeled management by exception. Transactional leadership defines expectations and promotes performance to achieve it.   It is considered into two main types which are contingent reward and active management by exception jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

31. Comparing transactional and transformational leaders 31 Transactional Transformational Focuses on management tasks Identifies common values Is a caretaker Is committed Uses trade-offs/change/substitution to meet goal Inspires others with vision. Does not identify shared values Has long-term vision Examine causes Looks at effects Uses contingency reward Empower others jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

32. LEADERSHIP THEORIES 32 Because strong management skilled were historically value more than strong leadership skills the scientific study of leadership did not begin until the 20 th century . To better understanding the leadership it is necessary to look at how leadership theory has evolved over the last century . jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

33. Eras of leadership theories: 33 Great man theory. Trait theory (1900-1940) . Behavioral theory(1940-1980) . Contingency theory(1950-1980) . Interactional theory(1970-Present) . Transactional theory . jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

34. 1. GREAT MAN TEORY 34 "Leaders are born not made". Some are born great, some achieve greatness, and some have greatness thrust upon them. Great man theory from Aristotelian philosophy, asserts that people are born to lead whereas others are born to be led. jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

35. 2. TRAIT LEADERSHIP THEORY 35 It is assume that some people have certain characteristics (charisma) or personality traits that make them better leaders than others.   Contemporary opponents of these theories argue that leadership skills can be developed, and are no necessarily inborn. jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

36. Count, 36 Some theories stated that scientific inquiry has proved these theories are not valid and maintains that leadership requires collaborators more than charisma. Although trait theories have obvious shortcomings ( e.g , they neglect the impact of others or the situation on the leadership role), they are worth examining. jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

37. 3. BEHAVIORAL THEORIES (1940-1980) 37 They reflect the introduction to a new era which concerned with human relations. A major breakthrough occurred when lewin (1951) and white and lippitt (1960) isolated common leadership style these style called authoritarian _democratic and laissez –faire jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

38. 4. CONTINGENCY OR SITUATIONAL LEADERSHIP 38 These focus on particular variable related to the environment that might determined best suited for the situation according to these theory no leadership style is best in all situation . Situational theories propose that leader choose the best course of action based upon situational variables. Appropriate for some decision making. jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

39. 5. INTERACTIONAL THEORIES 39 This theory is that leadership behavior is generally determined by the relationship between the leader's personality and the specific situation. Schein was developed a model of human as complex beings whose working environment was an open system to which they responded. jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

40. Count, 40 A system may be defined as a set of objects, with relationships between objects and between personal attributes. A system is considered open if it exchanges matter, energy, or information with its environment. jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

41. THEORIES AND STYLE OF MANAGEMENT 41 Management: is the process of leading and directing all or part of organization, often the business, through the deployment and manipulation of resources . Management science: like nursing developed theory base from many disciplines, such as sociology –anthropology. jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

42. Theorists views of what successful management is . 42 SCIENTIFIC MANAGEMENT (1900-1930); Fredric Taylor The father of scientific management he put four principles for this theory (1911): 1- Traditional means of organization work must be replaced with scientific methods. Work could be scientifically designed to promote greatest efficiency of time and energy. 2-a scientific personal system must be established so that workers can be hired, trained and promoted based on their technical competence and abilities. jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

43. Count, 43 3- Workers should be able to view how they fit into the organization and how they contribute to overall organizational productivity. This provides common goals and a sharing of the organizational mission. 4- The relationship between managers and workers should be cooperative and independent and the work should be share equal. jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

44. 2. Management function theory (1925) 44 Henri fayol first identified the management functions of planning, organization, command, coordinating, and control. Luther gulick (1937) expand on fayols management function in his introduction of the seven activities of management –planning –organizing –staffing –directing coordinating ,reporting and budgeting . jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

45. Management process is: 45 1-Planning: determined philosophy –goals –objectives –policies – procedures and rules. 2- Organizing: include carry out the plans. 3- Staffing: consist recruiting –hiring and scheduling –staff development jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

46. Count, 46 4- Directing: include several staffing functions this phase functions usually entail human resource management responsibility. 5- Controlling: include performance appraisals, quality control legal and ethical control. jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

47. 3. Human relations management (1930-1970) 47 This human relations are developed the concepts of participatory and humanistic management, emphasizing people rather than the machines . jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

48. Principle of management 48 There are 14 principle of management described by henri fayol : 1- Division of labor : work of all kinds must be divided , subdivided and allotted to various persons according to their expertise in particular area . 2- Authority an responsibility : refer to the right of superior to get exactness from their subordinates. 3- Unity of command: should receive the order from one accountable person only one. jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

49. Count, principle 49 4 - Unity of direction: people engaged in the same kind of business or same kind of activities must have the same objective in a single plane. 5 - Equity: it is combination of fairness and kindness the employee should be treated with justice and equity if devotion is expected of them. 6- Order: this principle concerted with proper and systematic arrangement of the things and people. 7- Discipline: means sincerity, obedience, and respect of authority, observance of rules and regulation of the enterprise. jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

50. Count, principle 50 8- Initiative: means eagerness to initiate action without being asked to do so the management should provide opportunity to employee to suggest ideas, experiences. 9 - Remuneration: to be paid to the workers should be fair, responsible, satisfactory and rewarding of the efforts. 10- Stability of tenure : employees should be moved frequently from one job to other. 11- Scalar chain: is the superior ranging from the ultimate authority to the lowest jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

51. Count, principle 51 12- Sub –ordination of individual interest to common goal : an organization is much bigger than individual it constitutes therefore interest of the undertaking should prevail circumstance. 13- Espirit de corps: it refer to team spirit. 14- Centralization: mean concentration of authority at the top level . jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

52. Integrating leadership and management: 52 Because rapid, dramatic change will continue in nursing and the health care industry, it has grown increasingly important for nurses to develop skill in both leadership roles and management functions. For managers and leaders to function at their greatest potential, the two must be integrated. jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

53. Leadership and management for nursing's future 53 Seemingly insurmountable problems, a lack of resources to solve those problems, and individual apathy have been and will continue to be issues that contemporary leader-managers face.   Effective leadership is absolutely critical to organizational success in the 21 st century. Becoming a better leader-manager begins with a highly developed understanding of what leadership and management are and how these skills can be developed. jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

54. Count, 54 The problem is that these skills are dynamic, and what we know and believe to be true about leadership and management changes constantly in response to new research and visionary thinking. It is more important than ever that leader-managers be able to integrate leadership roles and management functions and that some balance can be achieved between industrial age leadership and relationship age leadership skills. jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

55. Summary: 55 jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

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57. References: 57 http://www.amnavigator.com/blog/2009/05/12/20-differences-between-management-leadership/ Marquis, B.L. &Huston, C.J.(2009). Leadership Roles and Management Functions in Nursing: theory and Application. Lippincott, W&W. Philadelphia. http://www.strategicmarketsegmentation.com/6-decision-making-steps/ http:// psychology.about.com/ od /leadership/leadtheories.htm. Robet N. Lussier , 3 rd edition, Management Fundamental, concept applications skill development, Lippincott W&W, Philadelphia. Historitical development, recent developments.mht/ mhtmlill . jamilah saad qahtani CNS,MSN,BSN,RGN,OR Specilaist

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