LEADERSHIP.pptxbbbbbbbbbbbvvvvvvvvvvvvvvvvvvvvvvvvvv

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1. LEADERSHIP Prepared by: Kajal more MSc 2 nd year 1

2. INTRODUCTION Leadership in nursing management is a vital force within the healthcare landscape, serving as the guiding light for delivering exceptional patient care amidst the complexities of modern healthcare systems. It encompasses a blend of clinical expertise, managerial acumen, and interpersonal skills, essential for navigating the multifaceted challenges of the nursing profession. Nurse leaders not only oversee day-to-day operations but also inspire and empower their teams to uphold the highest standards of care while fostering a culture of collaboration and continuous improvement. 2

3. Conti… Leadership in nursing management, explores the unique role that nurse leaders play in shaping organizational culture, driving quality initiatives, and championing the well-being of both patients and staff. In the realm of nursing management, effective leadership is synonymous with visionary guidance, strategic planning, and compassionate oversight. Nurse leaders serve as catalysts for positive change, driving initiatives to enhance patient outcomes, improve workflow efficiency, and optimize resource allocation. 3

4. DEFINITION "Leadership is the capacity to translate vision into reality." Warren Bennis "Leadership is the ability to influence, inspire, and guide others towards a common goal or vision." John C. Maxwell "Leadership is the art of mobilizing others to want to struggle for shared aspirations." - James M. Kouzes and Barry Z. Posner 4

5. TYPES OF LEADERSHIP Transformational Leadership: Transformational leaders inspire and motivate their team members by fostering a shared vision, promoting innovation, and encouraging personal growth. They empower nurses to excel in their roles and drive positive change within the organization. 5

6. 2) Transactional Leadership : Transactional leaders focus on establishing clear roles, responsibilities, and expectations within the nursing team. They use rewards and incentives to motivate staff to achieve specific goals and adhere to established protocols and standards. 6

7. 3) Servant Leadership: Servant leaders prioritize the needs of their nursing staff and the broader healthcare community. They focus on serving others, fostering a supportive work environment, and empowering nurses to deliver compassionate and patient- centered care. 7

8. 4) Situational Leadership: Situational leaders adapt their leadership style based on the specific circumstances and needs of their nursing team. They assess the readiness and capabilities of their staff and adjust their approach accordingly to maximize effectiveness. 8

9. 5) Democratic Leadership: Democratic leaders involve nursing staff in decision-making processes, seeking their input, ideas, and feedback. They value collaboration, consensus-building, and participatory decision-making to promote a sense of ownership and engagement among team members . 9

10. 6) Laissez-faire leadership: Laissez-faire leaders provide nursing staff with autonomy and freedom to make decisions and manage their work independently. They trust their team members' expertise and judgment, intervening only when necessary to provide guidance or support. 10

11. 7) Charismatic Leadership: Charismatic leaders possess a magnetic personality and inspire their nursing team through their vision, passion, and enthusiasm. They cultivate a sense of purpose and excitement among staff, rallying them toward shared goals and objectives. 11

12. 8) Authentic Leadership : Authentic leaders lead with honesty, integrity, and transparency, earning the trust and respect of their nursing staff. They align their actions with their values, demonstrate genuine concern for others, and foster authentic relationships built on mutual trust and integrity. 12

13. 9) Adaptive Leadership: Adaptive leaders navigate complex and rapidly changing healthcare environments by being flexible, resilient, and responsive to challenges and opportunities. They encourage nursing staff to embrace change, adapt to new circumstances, and innovate in response to evolving healthcare needs. 13

14. 10) Strategic Leadership: Strategic leaders set the long-term vision and direction for the nursing department or organization, aligning nursing goals with broader organizational objectives. They develop and execute strategic plans to achieve sustainable growth, improve patient outcomes, and enhance organizational performance. 14

15. THEORY OF LEADERSHIP 1. The Transactional Theory or Management Theory: Well during the Industrial Revolution, this transactional theory was developed to boost company  productivity .  It is a leadership approach that emphasizes the value of hierarchy for enhancing organizational effectiveness. These managers place high importance on structure and utilize their authority to enforce rules to inspire staff to perform at their best. By this philosophy, workers are rewarded for achieving their given objectives. The concept also presupposes that workers must comply with managerial directives. Managers who practice transactional leadership keep an eye on their staff, making sure they are rewarded for reaching milestones and disciplined when they fall short. 15

16. Leaders Who Practice Transactional Leadership Target immediate objectives (ex. reduce medical errors, prevent falls, and minimize the risk of healthcare-associated infections). Favor standardized processes and regulations Recent changes Discourage original thought Emphasis on one's own interests Encourage performance 16

17. 2. Theory of Transformation According to the transformational theory of management, The relationship between leaders and staff can help the organization. This leadership theory contends that effective leaders inspire workers to go above and beyond what they are capable of. Leaders develop a vision for their team members and motivate them to realize it. Transformational leaders raise and inspire employee morale, which helps them perform better at work. 17

18. Leaders Who Practice Transformational Leadership Self-manage Set an example Give interaction a high priority Be proactive in your work Promote the development of employees Receptive to fresh concepts Take chances and make difficult choices 18

19. 3. The Theory of Contingencies According to the contingency hypothesis, there is no one right way to run an organization. Determining the optimal strategy for leading an organization to achieve depends on both internal and external considerations. The right candidate should fit the correct scenario, according to the contingency theory. The following elements influence the leadership style, based on contingency theory Management approach Work speed 19

20. Conti… Organizational policies and culture Employee spirit Employees' level of maturity Relationship between coworkers or members of a team Organizational objectives Environment and routine at work 20

21. The Theory of Situations Similar to the contingency theory, this idea emphasizes the significance of context and holds that a leader should adjust to the shifting context to achieve objectives and make judgments. The level of competence and dedication of the team members can influence how these leaders choose to lead. 21

22. The Great Man Theory One of the first theories on leadership makes the assumption that these qualities are inherent, which indicates that leaders are born, not created, and cannot be learned. This hypothesis asserts that a leader has certain innate human characteristics, such as: Glamour Decisive Wisdom 22

23. Conti…. Daring Assertiveness Appeal 23

24. The Trait Theory The great man theory is expanded upon by the trait theory of leadership, which is predicated on the idea that effective leaders have particular personality qualities and features of behavior. They can become effective leaders in several circumstances thanks to these qualities. It also promotes the idea that certain people are more naturally gifted as leaders than others. Effective people have hobbies and personality traits that are very different from those of non-leaders.  For ex. sense of humor, caring, and friendly 24

25. Conti… The main characteristics of a successful leader are: Emotional equilibrium Acknowledging one's duty Competence Recognising obstacles Thinking with action Motivational abilities Talents in communication Tenacity and flexibility Making decisions with assurance 25

26. Behaviourist Theory According to this view, a person's leadership abilities are a product of their environment. Different learning talents contribute to effective management. The behavioural idea holds that leaders are formed and trained, not born, in contrast to the model of leadership. According to the theory, in order to boost the output and morale of their team, managers should be mindful of their own behavior. 26

27. Conti… Functional Theory: The functional theory of leadership emphasizes how employment or organization is being led rather than who has been formally designated as the leader. Within the functional leadership approach, the power to get things done is supported by a collection of people's behaviours rather than one individual. Integrated Psychological Theory: Integrative leadership may be a new style of leadership hat encourages cooperation across a variety of barriers in order to advance the common good. It combines leadership theories and techniques that have their roots in five important societal spheres: industry, government, nonprofits, the media, and the community.  27

28. STYLES OF LEADERSHIP 28

29. Autocratic or Authoritarian Leadership Style Autocratic leadership, also known as Authoritarian leadership, is a type of leadership style where leaders provide the team with clear instructions. They are the ones deciding on the distribution of the tasks as well as goals that need to be reached, without much input from the other employees. 29

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31. Democratic or Participative Leadership Style: Democratic leadership, also known as participative leadership, is a type of leadership style in which group members take a more collaborative role in the decision-making process. Democratic leadership is often considered the best leadership as researchers have found that this style is usually one of the most effective and can lead to higher productivity, better contributions from team members, and increased morale. 31

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33. Laissez-faire or Delegative Leadership Style Laissez-faire leadership, also known as delegation leadership, is a leadership style in which the leader is hands-off and allows group members to make decisions. A delegation leader is on the complete opposite side of the spectrum from an autocratic leader. Having proper supervision is rare and while, to the team, it may appear as trust, a balance must exist to ensure the organization remains on the right path to completion of its goals. Researchers have found that this is generally the leadership style that leads to the lowest productivity . 33

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35. Bureaucratic Leadership Style The leadership style like bureaucratic leadership is for businesses that need consistency. The employees are following specific rules and lines of authority that superiors created. However, the leaders are functioning according to regulations made by higher authorities in the organization. That means that this leadership approach creates a line of command with each leader having their jurisdiction Ex . Strict adherence to rules and procedures to ensure standards of organizations. Head nurse require each nurse to work within a defined framework . 35

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37. Visionary Leadership Style This type of leadership style is focused on providing long-term direction and leading people closer to their vision. The key to true visionary leadership is seeking other people's perspectives as well, and not just focusing on the one project managers think of and tell others to work towards. This style is best known for "selling the vision" - visionary leaders persuade others by explaining long-term goals and that sets the standard according to which performance is monitored. 37

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39. Affiliative Leadership Style The affiliative leadership style is focused on creating harmony by creating connections between people. Out of all the leadership styles, this one is the most up close and personal. A leader using this approach are paying attention to their team and supporting their emotional needs. The advantages of using this approach are particularly useful during conflict resolutions. Ex. listen ,understand and give priority to make employee to happy and satisfying. 39

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41. Pacesetting Leadership Style The main goal of this leadership style is focused on accomplishing tasks to a high standard of excellence. The pacesetting leadership style requires leading by example. These leaders have high standards and if the employee is still experiencing difficulties, even with their detailed instructions, they will rescue the situation themselves. So, unlike participative, this style takes the responsibility away from team members. Ex. Teachers has a clear set of learning objective that each and every student of class must understand and motivated to perform their duties. 41

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43. Transactional Leadership Style Transactional leadership is based more on “exchanges” between the leader and employee, in which employees are rewarded for meeting specific goals or performance criteria. It is more practical than transformational because of its focus on extrinsic motivation. The leader uses rewards and positive reinforcement but they can be strict with their criteria. Transactional leaders often want employees to maintain a status quo of actions that have previously proven successful. 43

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45. Transformational Leadership Style Transformational leadership is similar to charismatic or visionary leadership and those that use this style inspire and motivate in ways that go beyond just exchanges of good work for rewards. The transformational leader is focused on positively motivating the employees - they foster a workplace that promotes creativity and empowers them to make their own decisions. They emphasize both personal and professional growth and help employees see their work as part of something special - as a part of the big picture 45

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47. Coaching Leadership Style Coaching is a relatively newer leadership style. This kind of leader encourages collaboration and, unlike autocratic leadership where there is hierarchical control and everyone is beneath the leader, coach leadership promotes partnership and drive towards employee's constant professional improvement. This style is about connecting employees' personal goals with the organisation's by helping them identify their unique strengths and weaknesses and encouraging them to establish development goals 47

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49. Manager behaviour Definition of manager behaviour "Manager behavior in nursing administration encompasses the strategies and actions used by nursing managers to lead their teams effectively, including decision-making, communication, conflict resolution, and motivational techniques to ensure high standards of patient care and staff satisfaction.“ - Bessie L. Marquis and Carol J. Huston 49

50. key aspects of managerial behavior in leadership 50

51. Leader behavior Definition of leader behavior: "Leader behavior in nursing administration involves the ability to influence and guide individuals and teams towards achieving common goals. This includes fostering a vision, empowering staff, promoting innovation, and creating an environment that supports professional growth and high-quality patient care.“ - S. Yoder-Wise 51

52. Good qualities of leader behavior 52

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