34
Chapter 24 Leadership, Delegation, and Collaboration

Chapter 24 Leadership, Delegation, and Collaboration

Embed Size (px)

Citation preview

Chapter 24

Leadership, Delegation, and Collaboration

24-2Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc.

Definition of Nursing Leadership

Process of influence in which the nurse influences others toward goal achievement

24-3Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc.

Nursing Leadership

Influence is an instrumental part of leadership.

Nursing leaders affect others by inspiring, enlivening, and engaging others to participate.

24-4Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc.

Leadership Theory

Traits or characteristics that distinguish leaders

Relationship between the leaders and the followers

Leaders’ effectiveness within a culture specific to an organization or society

24-5Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc.

History of Leadership Theory

Highlighted great individuals with great accomplishments

Belief that great leaders are produced by “great events”

Leadership opportunities based more upon birthright than ability

24-6Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc.

Leadership Frameworks

Transformational Leadership Servant Leadership Emotional Intelligence Leadership Collins Leadership Levels

24-7Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc.

Transformational Leadership

Promotes the values of justice, equality, honesty, loyalty, and fairness.

Transformational leaders seek to help staff achieve extraordinary performance.

24-8Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc.

Servant Leadership

Listening receptively to what is being said by others.

Understanding lessons from the past. Conceptualization (out of the box

thinking). Healing one’s self and one’s relationship

with others.

24-9Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc.

Emotional Intelligence Framework for Leadership

Emotional considerations are a way of helping to explain leadership effectiveness.

Effective leaders have high degree of emotional intelligence.

24-10Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc.

Collins Leadership Levels

Hierarchy of five levels Each level is necessary to transform an

organization from good to great. At the highest level, leadership focuses

on the contributions of team members.

24-11Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc.

Nursing Management versus Nursing Leadership

Management is the accomplishment of tasks either by one’s self or by directing others.

Management is about power.

24-12Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc.

Nursing Management versus Nursing Leadership

Leadership is the interpersonal process that involves motivating and guiding others to achieve goals.

Leadership inspires staff to contribute to the organization’s mission.

24-13Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc.

Leadership Styles

No single style is superior to another. The effective leader will use situational

leadership.• A blending of styles based on current

circumstances and events

24-14Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc.

Leadership Styles

Leadership styles exist along a continuum.• Autocratic• Consultative • Democratic• Laissez-faire

24-15Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc.

Autocratic Leadership Style

Maintains strong control, makes all decisions, solves all problems.

Dominates the group by issuing commands rather than by making suggestions or seeking input.

24-16Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc.

Consultative Leadership Style

Members are informed and allowed to ask questions.

Allows for greater understanding and acceptance of the decision.

24-17Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc.

Democratic Leadership Style

Leader acts primarily as a facilitator and resource person.

Demonstrates concern for each group member as a unique individual.

Every person’s viewpoint has equal voice in making decisions.

24-18Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc.

Laissez-faire Leadership Style

Leader assumes a passive, non-directive, and inactive approach.

All decision-making is left to the group. Leader gives little, if any, guidance,

support, or feedback. Leader fails to set limits or state

expectations.

24-19Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc.

Leadership Characteristics

Effective Communication Credibility Collaboration Delegation Critical Thinking

24-20Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc.

Effective Communication

Listening actively to others Articulating thoughts in an intelligent,

persuasive manner Differentiating aggressive, passive, and

assertive behaviors

24-21Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc.

Credibility

A quality or power of inspiring beliefs. Credibility is based on competence. Individuals who are competent are able

to influence others.

24-22Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc.

Collaboration

A partnership in which all parties are valued for their contribution.

The team must agree on common goals. Information and resources are continually

shared. Trust is at the heart of any meaningful

collaboration.

24-23Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc.

Delegation

Process of transferring a selected task in a situation to an individual who is competent to perform that specific task

24-24Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc.

Delegation

A Multifaceted Process• Communication, conflict resolution,

feedback, and evaluation• Knowledge of the person to whom a task is

delegated

The nurse practice acts define which aspects of care may be delegated by the RN.

24-25Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc.

Critical Thinking

The effective leader applies critical thinking skills on an ongoing basis.

24-26Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc.

Conflict Management and Resolution

Conflict may work to dissolve a previously well-functioning group.

Unresolved issues may remain smoldering below the surface.

Conflict avoidance can negatively affect interactions between and among group members.

24-27Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc.

Conflict Management and Resolution

Levels of Conflict• Within the individual• Between individuals/within groups• Between groups

24-28Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc.

Conflict Management and Resolution

The critical role of nursing leaders is to acknowledge that conflict exists and develop strategies to manage conflict.

24-29Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc.

Managing Conflict

Accommodation Pressing Avoidance Negotiation

24-30Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc.

Resource Management for Nurse Leaders

Nurse managers develop strategic plans and objectives that are operationalized in the various operating budgets of hospital departments. • Allocation and control of resources• Management of people, equipment, time

24-31Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc.

Resource Management for Nurse Leaders

Financial Control Method of Budgeting• Realistic• Meets the fiscal demands of the total health

care environment• Expenses categorized as direct or indirect

expenses• Developed in collaboration with staff from

services involved in care

24-32Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc.

Leadership Maxims for Nurses

Nursing Leadership is Based on Values• Service to Others• Self-Sacrifice• Social Justice• Truth Telling• Honesty

24-33Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc.

Leadership Maxims for Nurses

Nursing Leaders are Change Agents• Anticipating change where possible• Making something different from what it was• Making sure the best systems are put into

place• Deciding what change is needed to propel

the organization forward

24-34Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc.

Leadership Maxims for Nurses

Nursing Leaders Must Be Self-Aware• A high level of self-awareness is rooted in

the need to be continually aware of the skills and attributes of the nurse.