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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