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Define leadership and management. Discuss important concepts of leadership and

management.

Enumerate theories and principles ofleadership and management.

Apply concepts of leadership andmanagement in nursing profession.

Identify lessons that may enhance learningand skills to be a good leader and manager.


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Leadership is an organizing a group of peopleto achieve a common goal whilemanagement is the act of getting peopletogether to accomplish desired goals

and objectives using available resourcesefficiently and effectively. As a nurse, youmust possess the qualities of a good leaderand manager to be effective in effective and

efficient in dealing with any situations thatyou might not expect to happen in the healthcare setting.


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Leadership is "organizing a group of peopleto achieve a common goal". The leader mayor may not have any formal authority.


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In Galton's Hereditary Genius(1869),he examined leadership qualities in the familiesof powerful men. After showing that the numbersof eminent relatives dropped off when moving

from first degree to second degree relatives,Galton concluded that leadership was inherited.In other words, leaders were born, notdeveloped. Both of these notable works lent great

initial support for the notion that leadership isrooted in characteristics of the leader.


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argues thatintegrated constellations or combinations ofindividual differences may explain substantial

variance in both leader emergence and leadereffectiveness beyond that explained by singleattributes, or by additive combinations ofmultiple attributes.

leadership as aset of behaviors, evaluating the behavior ofsuccessful leaders, determining behaviortaxonomy, and identifying broad leadershipstyles.


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assumesthat different situations call for differentcharacteristics. According to this group oftheories, no single optimal psychographic profileof a leader exists. According to the theory, "whatan individual actually does when acting as aleader is in large part dependent upon

characteristics of the situation in which hefunctions.

argues that the leader's mainjob is to see that whatever is necessary to group

needs is taken care of. Thus, a leader can besaid to have done their job well when they havecontributed to group effectiveness and cohesion.


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espouses thatleadership is created through the emergence

of information by the leader or otherstakeholders, not through the true actions ofthe leader himself. In other words, thereproduction of information or stories form

the basis of the perception of leadership bythe majority


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all decision-

making powers are centralized in the leader, aswith dictators. The manager makes the decisionand the employee carry them out. It is effective ina crisis but it encourages dependency.

The democratic

leadership style consists of the leader sharing thedecision-making abilities with group membersby promoting the interests of the group membersand by practicing social equality. Everyonecontributes information and input into the

decision-making process and that everyone has asay in the decision that is made. It is verypeople-oriented process. It increases employeemorale but decrease efficiency. It is viewed assign of enlightenment.


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A person maybe in a leadership position without providing

leadership, leaving the group to fend foritself. Subordinates are given a free hand indeciding their own policies and methods.

Leaders who demonstrate

persistence, tenacity, determination, andsynergistic communication skills will bringout the same qualities in their groups. Goodleaders use their own inner mentors to

energize their team and organizations andlead a team to achieve success.


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is a process that occurswithin an individual, rather than an externalact. It is an expression of who we are aspeople.


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is sometimes calledautocratic. It implies a dictator who is arbitraryand prejudiced, insisting that he is only right wayand allowing no argument, logical or otherwise,to sway him from the goal and methods that hehas selected.

is a kind of leadership ofdemocratic atmosphere emphasizestogetherness. The workers are informed of the

over-all purposes and progress of the entireorganization and of their own relationship withinthis organization.


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Regardless of the method used in makingassignments in team nursing in a hospital, givingdirections must be plan ahead and should be

given concisely and precisely. It is also theresponsible od the leader to monitor whether thetask is completed in a proper way.

s a valuable tool in the hands of a

team leader. The word guidance implies goingbefore, leading the way, and makes use ofvarious teaching and counselling method.


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leadership is essential if there isteamwork. The amount of cooperation thatexist within the team will depend greatly

upon the leader and your attitude towardthem as individual.

leader shouldprovide opportunities for the cooperation andparticipation of each member in teamactivities.

of activities within nursing

team, and between the team and otherpersonnel is necessary part of leadership.


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of the work of the team is one ofthe biggest responsibility of the team leader.Observation must be more than just checking

and inspecting; it is acquisition of knowledgethrough the use of all senses.

should be continuous process ofanalyzing the strength and the weakness thatis observe in the personnel themselves or intheir work or help them to improve in thoseareas in which they are weak.


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is an accumulation of facts, usuallyrelated to a single topic, learned or grasped by themind. Provides information for decision making inpatient care.

is an act of decision making, ability tocompare and decide; often stated as good commonsense.

is an alertness or quickness in thought tointerpret information collected through sight, sound,touch and taste.

is the process of transmitting and

exchanging information. is the ability to be productive through

imagination or inventiveness.


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is the ability to modify; adjust tochange.

demonstrates interest andimportance of well being of fellow humanbeings; relating to patient as individuals.

is the ability to control or

direct ones actions. is nonverbal communication that

projects ones thought, feelings, moods, oropinions.

is demonstrating orimitating the standard of excellence of aspecified group.


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It is the act of getting people together toaccomplish desired goals and objectives usingavailable resources efficiently and effectively.Managementcomprises planning,organizing, staffing, leadingor directing, and controlling an organization (agroup of one or more people or entities) or effortfor the purpose of accomplishing agoal. Resourcing encompasses the deployment

and manipulation of humanresources, financial resources, technological resources and natural resources.


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refers to a type ofmanagement that is characterized and guided by theapplication of scientific approaches to solvemanagerial problems in business and industry. Seeksto find out that particular management procedurethat is applicable in a given situation through acareful examination of the job, determining what is tobe done and eventually designing the tools andmethods to accomplish the task.

refers to a highly structured form ofadministration and usually includes no participation

by the governed. A term coined by Max Weber, itinvolves a clear cut division of integrated activitieswhich are regarded as duties inherent in the office.


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Characteristics of bureaucratic organizationare:

Tasks are specialized

People are appointed by merit or promotionbecause of their ability and not because offavoritism and whim

Career opportunities are clearly specified Activities are routinized

A rational and impersonal climate exists


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interaction among workers andparticipation in informal social groups had agreat impact on individual behaviour and

productivity (Elton, Mayo. 1933). Physical factorswere not decidedly not the sole determinants ofproductivity.

management is nota process but a talent skill. With scientific

forecasting and proper methods of management,satisfactory results were inevitable (Henri, Fayol.1841-1925).

provide an

adequate salary and supervision, safe andtolerable working conditions (Frederick,Herzberg. 1959).


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Theory X: Leaders must direct and control asmotivation results from reward and

punishment. The average person is inherentlylazy. He does not like to work and will avoidwork if he can. He works to survive. He avoidstaking more responsibility, prefers to be

directed rather than to act independently, haslittle or no ambition, is not too intelligent,and above all wants security. The task of themanager is to exercise control over hissubordinates to ensure that the work iscarried out properly.


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Theory Y: Leaders remove obstacles asworkers have self-control, self-discipline;their reward is their involvement in work.

Assumption views human nature positively.People do not inherently dislike work, butrather regard work as a source of satisfaction.Work itself can be motivating and rewarding.The average person can learn not only toaccept responsibility but to seek it. The taskof the manager is to provide opportunities forthe subordinates to be creative, andproductive, and to encourage growth andprovide guidance.


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collective decision making, long-term employment, mentoring, holisticconcern, and use of quality circles to manage

service and quality; a humanistic style ofmotivation (William, Ouchi. 1981).

develop by Dr. W.Edward Deming. Foundations of TQM focuseson the costumer, continuous improvement,improve the quality of everything theorganization does, measures accurately,

involves employees.


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In for-profit work, management has as its primaryfunction the satisfaction of a range of stakeholders.This typically involves making a profit (for theshareholders), creating valued products at areasonable cost (for customers) and providing

rewarding employment opportunities (for employees).In non-profit management, add the importance ofkeeping the faith of donors. In most models ofmanagement/governance, shareholders vote forthe board of directors, and the board then hires

senior management. Some organizations haveexperimented with other methods (such asemployee-voting models) of selecting or reviewingmanagers; but this occurs only very rarely.


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: roles that involve coordinationand interaction with employees, networking.

: roles that involve handling,sharing, and analyzing information.

: roles that require decision-making.


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: used to build a power base andestablish connections.

: used to analyze complexsituations.

: used to communicate,motivate, mentor and delegate.

: the ability to visualize most

appropriate response to a situation.


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Most organizations have three managementlevels: low-level, middle-level, and top-levelmanagers. These managers are classified in ahierarchy of authority, and perform different

tasks. In many organizations, the number ofmanagers in every level resembles a pyramid.Each level is explained below in specificationsof their different responsibilities and likely

job titles.


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consists of board of directors,president, vice-president, CEOs, etc. They areresponsible for controlling and overseeing the entireorganization. They develop goals, strategic plans,

company policies, and make decisions on thedirection of the business. Consist of general managers,

branch managers and department managers. Theyare accountable to the top management for theirdepartment's function. They devote more time to

organizational and directional functions. Their rolescan be emphasized as executing organizational plansin conformance with the company's policies and theobjectives of the top management, they define anddiscuss information and policies from topmanagement to lower management, and mostimportantly they inspire and provide guidance tolower level managers towards better performance.


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Some of their functions are as follows:

Designing and implementing effective groupand intergroup work and informationsystems.

Defining and monitoring group-levelperformance indicators.

Diagnosing and resolving problems withinand among work groups.

Designing and implementing reward systemssupporting cooperative behavior.


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Consist of supervisors,section leads, foremen, etc. They focus oncontrolling and directing. They usually have

the responsibility of assigning employeestasks, guiding and supervising employees onday-to-day activities, ensuring quality andquantity production, making

recommendations, suggestions, and upchanneling employee problems, etc.


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First-level managers are role models foremployees that provide:

Basic supervision.

Motivation.

Career planning.

Performance feedback.

Supervising the staffs.


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is determining the long-and short-term objectives(ends) of the institution orunit and the actions (means) that must betaken to achieve this objectives.

selecting the personnel who will beinvolved in carrying out these actions andplacing them in positions appropriate to theirknowledge and skills.

mobilizing the human andmaterial resources of the institutions so thatthe latters objectives can be achieved.


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motivating and leading thepersonnel to carry out the actions needed toachieve the institutions objectives.

comparing results withpredetermined standards of performance andtaking corrective action when performancedeviates from these standards.

identifying a problem,searching for alternative solutions, andselecting the alternative that best achievesthe decision makers-objectives.


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As a student nurse, we must know how to be a good andeffective leader and manager, not only in the clinical areabut also in our everyday living. We must understand andidentify the theories of leadership and management andknow how to apply them in our job as a student nurse andan independent being in the society. The application of the

theories must be suited to our own interest and level ofunderstanding, in order for us to apply it well without anyhesitations or doubts. We have identified the differenttheories of management and leadership and we haverealized that we may apply it in the clinical area as we haveour team nursing. We have identified also the differentconcepts in leadership and management such ascharacteristics of a good leader we may possess it as wehave read and study the different applications ofleadership and management in every area of our exposure.


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Books Kron, Thora. (1966). Nursing Team Leadership. General

Types of Leadership and Techniques of TeamLeadership. Philadelphia: W.B. Saunders Company Inc.

Ringsven, Mary K. and Bond, Donna. (1997). Gerontologyand Leadership Skills for Nurses. Management Levels in

Long Term Care Nursing. Albany, New York: DelmarPublisher. Sullivan, Eleanor J. and Decker, Philip J. (1985). Effective

Management in Nursing. Management Functions.Canada: Addison- Wesley Publishing Company.

Electronic Resources http://en.wikipedia.org/wiki/Leadership http://en.wikipedia.org/wiki/Management


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