leadership (for posting)

8/7/2019 Leadership (for posting)

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By: Eric F. Pazziuagan, RN, MAN


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Do not followwherethe pathmay lead.

Go instead wherethere is nopath and leave a trail.

Harold R. McAlindon


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`Onewho directs others.

`Occupies the chief position and

thereforehas the responsibility tolove and care forhis followers.


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Good leaders keep a close

watch on their fellowworkers needs


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`Wisdom

` Vision

` Faithfulness` Caring

`Diligence

` Trustworthy


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` Decision- maker

` Communicator

` Evaluator

` Facilitator` Risk taker

` Mentor

` Energizer` Coach

` Counselor


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` Teacher

`

Criticalthinker` Buffer

` Advocate

` Visionary

` Forecaster` Influencer

` Creative problem solver

` Change agent

` Diplomat

` Role model


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` Process of influencing the activities of an organizedgroup in its efforts toward goal setting and goalachievement. (Stogdill)

` Process of persuasion and example by which anindividual (orleadership team) induces a group totake action that is in accord withtheleaderspurposes orthe shared purposes of all (Gardner)

` Social interaction in whichone person influencesothers (Merton).

` Vital ingredientthattransforms a crowd into afunctioning, usefulorganization. (Talbott)


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` Process whereby a nurse influences two

or more persons to achieve specific goal

in the provision of nursing care foroneor

more clients.` Formula for a successful nurse manager

performance:


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` Useof personaltraits to constructively and ethically influencepatient, families, and staffthrough a process where clinical andorganizationaloutcomes are achieved through collective

efforts.` A collective function in the sensethat it is integrated

synergized expression of a groups efforts; it is notthe sum ofindividual dominance and contributions, it is theirinterrelationship.

` Occurs when you persuade a person totake an action that is

your mutual best interest.` Process of influencing the actions of a person or a group to

attain desired objects.` Concept and process that is capablethrough interactional

phenomena to influence a group towards goal achievement.`

Process of persuasion and by example by which an individualinduces a group totake action that is in accordancewiththegroups purpose.


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SKILLS: Technical, behavioural,

conceptual+

VARIABLES: Motivational,Abilities, Role Calrity

=

SUCCESSFUL NURSE

MANAGER


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` Rising intensive and specialized areas in

thehospitals.

` Swift in population group.

` Increase in physical facilities and

decrease in nursing personnel in the

hospital.

` Technology and computers.` Emerging social problems.


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` Leader: a person performing leadership functions. Formal Informal

` Followers: the constituents who are duty- bound tofollowleaders orders and gives respecttolatter.

` Group: includes theleaders and the group members.` Process: the means, style, formula, policies used by

bothleader and his follower forthe achievementof acommon goal.

` Goal: the purpose, objectives or reason for

leadership.


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Understanding

of individualsstrength and

weaknesses

and potentials.

Knowledge

of basic

ingredientsfor

leadership

and

manageme

nt.

Systematic

useof selfto getthe

rightthings

done atthe

righttime.

EFFECTIVE

LEADERSHIP

AND

MANAGEMENT


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Leaders not only know; they

also know how to get there.


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L- lead, love, learn

E- enthusiastic, energeticA-Assertive, achiever

D- dedicated and serious

E- effective, efficientR- responsible, respectful


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`A person receiving a communication

understands it.

` This person has the resources to dowhatis being asked in the communication.

` This person believes it is consistentwith

the purpose and values oftheorganization.


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` The characteristics of a leader.

` The attitude, needs and other personal

characteristics of followers.

` The characteristics oftheorganization, such as itspurpose, its structure; the natureofthetask to be

performed.

` The social, economic and political milieu. The

personal characteristics required foreffectiveperformanceof a leader vary, depending on the

other factor.


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` Alienated: independent and critical yet passive in theirbehaviour.

` Sheep: dependent and uncritical; they are being told bytheirleaders.

` Yes people: dependent and uncritically reinforcethe

thinking and ideas oftheirleaders withenthusiasm,neverquestioning of challenging theleaders ideas orproposals; most dangerous to a leader.

` Survivors: least disruptive and lowest risk- followers;Better safethan sorry.

` Effective followers: self- leaders and do not requireclose supervision.


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` Self- management: thinks foroneself and works

wellwithout close supervision.

` Before you can lead anyone else, you must first learn to

manage yourself

` Commitment: effective followers are committed to

something beyond themselves.

` Leadership is not about power. It is not about control.` Its about helping to live according to the vision

`


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` Competence and focus: builds competence and

focuses theirefforts for maximum impact.

` Courage: effective followers establishthemselves

as independent, criticalthinkers, and will fight for

whatthey believe is right.


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` VISION: provides a direction tothe influence process.

A vision foreffectiveness should:

x

Appear as simple, yet vibrant, image in the mind oftheleader.

x Describe a future state, credible and preferableto a

present state.

x Appear desirableenoughtoenergize followers.

x Succeed in speaking to followers at an emotionalor

spirituallevel.


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Wherethere is no vision,the people perish.

Proverbs 29:18


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`Leaders always have an

eye on the future and that

includes preparing their

organization for its next

leader


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` INFLUENCE

` Ability toobtain followers; any attempt by any individualto

changethe behaviourofothers.

When leaders have influence, people begin to followthem.

When they have respect, people keep followingthem.


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x ASSERTIVENESS: one sends direct messages to

others and is ableto stand up forherown rights

without violating others.

x INGRATIATION: where an individual makes another

feel importantor good before making any request.

x RATIONALITY: convincing someonethe merits of adetailed plan, which is usually supported by

information, reasoning orlogic.

Oneof a leaders greatest sources of influenceovertheir

followers is theirexample


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x

BLOCKING: holistic form of influencewhere an individualachieves the goalof influencing another person either

withthethreatoforthe cutting off from communication

or interaction theother person intended to be

influenced.

x COALITION: collective form of influencewhere a person

get several persons to back her up when making a

request.x .


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x SANCTION: hinged on the promiseof punishment in

the caseof non- cooperation and reward in caseof

acquiescenceor cooperation; behaviour- based.

x EXCHANGE: offering a favouror a personal sacrifice

as an incentive forthe performanceofthe request.

x UPWARD APPEAL: obtaining support from a higher

up to push someone into action


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LEVEL I- POSITION (RIGHTS)` Territorial rights; protocol; traditional and organizational

charts; theonly influence a nurse can have atthis level isthatwhich comes with a title.

LEVEL II- PERMISSION (RELATIONSHIP)` Based on howwellthe people knowtheleader.` Peoplewantto knowwhat motivates theirleader and ifthis means shewill care forthem.

` Often lead by intimidation.

` Leaders atthis levellead by interrelationship orthroughcaring concern forothers.


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LEVEL III- PRODUCTION (RESULTS)` Purposeof coming together.` Peoplework togetherto achieve similarobjectives andhope forthe samethings.

LEVEL IV- PEOPLE DEVELOPMENT (REPRODUCTION)` Great- leader: empowers others because a leaders main

responsibility is to develop others.

LEVEL V- PERSONHOOD (RESPECT)` Only a proven leader may arrive atthis level and reap the

rewards that areeternally satisfying.`

Thehighertheleader goes, theeasier it becomes toleadand the greaterthe growth.` It is essentialthat along withtheleader, theother

influential people in the group ascend as well.


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` legitimate rightto give commands, to act in the

interestof an organization; rightto directothers

obtained through position power.

`

Powerhas the potentialto controlthe behaviourofothers while authority has the potentialtoexert

controlthroughthelegitimacy of a managerial

position


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` - ability to imposethewillofone person or groupto bring about certain behaviours in other groups

` -ability toefficiently and effectivelyexercise authority and controlthrough personal,

organizational and social strength.` - includes caring practices by nurses which

are used toempower patients; nurses need powerto influence patients, physicians and otherhealth

care professionals, as well as eachother.


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` UNDERSTANDINGPOWER` -may be feared, worshipped or mistrusted` -frequently misunderstood` -appears to be more aligned with male than with

female` GENDER and POWER` -Some women hold negative connotation of power

and never learn to use power constructively` -Some women, power maybe viewed as a dominance

versus submission, associated with personal qualities;

not accomplishment and dependent on personal orphysical attributes, not skill`


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` 1. LEGITIMATE POWER- bestowed upon a leaderby a given position in thehierarchy of an organization

` 2. REWARD POWER- derived from the managersability to give rewards toher subordinates forcompliancewithherorders or request

` 3. COERCIVE POWER- leaders ability to punishsubordinates for non-compliancewithhis directives;holds rewards oreven create an untenableworkingconditions

` 4. EXPERT POWER- special abilities or skills unique

totheleader; ability to influenceothers throughthepossession of knowledgeor skills that are usefultothem.


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` 5. INFORMATION POWER- being well-informed and up-to-date; power comes from knowledge and access toinformation

` 6. REFERENT POWER- based on relationships andconnections; attracts others and build loyalty; based on

charisma and interpersonal skills ofthe powerholder;shown in two forms:` a. it can be based on certain attractiveness or

appealofone person to another` b. it may also be based on a persons

connection with another powerful individual` 7. SELF-POWER- the power a person gains overhis orherown life and maintains thatthis powerthat comes frommaturity, ego, integration, security in relationship andconfidence in ones impulse.


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` REFERENT association withothers

` LEGITIMATE position

` COERCIVE f ear

` REWARD ability to grant favors` EXPERT knowledge and skills

` CHARISMATIC personal

` INFORMATIONAL the need for information

` SELF maturity, ego, strength


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` 1. Taking good careof yourself` 2. Eat a well-balanced diet` 3. Rest. Relax. Exercise

` 4. Develop relationship` 5. Develop hobbies and interest.` 6. Have fun.

` 7. Develop and focus your goal.` 8. Recognize priorities.` 9. Be assertive.

` 10. Learn howto collect and review accurate information` 11. Be a proactive decision-maker` 1

2. Expand your personal resources by broadening your skill baseand continuing education` 13. Show up to do networking and develop potential alliances and

coalitions`


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` SELF-IMAGE -thinking ofoneself as powerfuland effective

` GROOMING and DRESS -well-groomed hair; appropriatemake up; clothing and appearancethat are neat, clean andappropriatetothe situation

` GOOD MANNERS - treating peoplewith courtesyand respect

` BODY LANGU AGE - good posture, gestures thatavoid too much drama, good eye contact and confidentmovement

` SPEECH - a firm confident voice, goodgrammar and diction, an appropriate vocabulary andgood communication skills

`


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` -Self-image

` -Grooming and dress

` -Speech

` -Body language` -belief in power as positive force

` -belief in valueof nursing to society

` -career commitment

` -continuing professionaleducation


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` -Behonest` -always be courteous` -smilewhenever appropriate` -accepts responsibility for and learn from them your

own mistakes` -be a risk taker` -win and lose gracefully` -learn to be comfortablewith conflict and ambiguity` -develop the ability totake constructive criticism

gracefully` -always followthroughon promises`


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corresponding obligation tothe assigned task;authority granted mustequalthe assignedresponsibility

`

` 2 CATEGORIES of RESPONSIBILITY`

` 1. INDIVIDUAL RESPONSIBILITY- proficient in job;responsible fortheir actions; assumewhen oneaccepts a position in theorganization

` 2. ORGANIZATIONAL RESPONSIBILITY- collectiveorganizational accountability and includehowwellthedepartment perform theirwork


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` answerthe results oroutcomes ofher actions and

decisions in herwork;

` flows upward in theorganization;

` final act in theestablishmentofones credibility;` rewards in good performance, as well as discipline

in poor performance


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` 1. PASSIVE or NON-ASSERTIVE- feels self-pity

and is lacking self-worth; acts apologetically;

easily dominated by others and speaks hesitantly,

softly refusing tolook atothers when talking;

allows others to choose and does not achieve

desired goals


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` 2. AGGRESSIVE BEHAVIOR- talks loudly on

every subject, depreciates others remarks and has

shown, insensitivity tothe feelings ofother people;

disregard other peoples rights; propensity to point

a finger and says you frequently; dictatethe

action ofothers and achieve desired goals by

hurting others

`


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` 3.ASSERTIVE BEHAVIOR- midway between

passive and aggressive; express opinions and

beliefs without infringing on or belittling the rightor

beliefofothers; refused to be dominated and

manipulated; feel good abouttheir self and others


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We are moulded uniquely by the Potters hands

Took a life in collegewithhardships like countless sandsOf allthose RRs, NCPs, and LFDs

We became morethan wethoughtwe can ever be

In the near future, wed beout somewhereApplying allwhatwehavelearned

Teaching and caring forthe sick and the needyJustwhatwevelearned from our dear HTU

To be compassionate, loving and over understandingGuided by the Gods willwe arewere planning

And living a good Christian leader and nurses lifeBothlocally and globally

Thats whatwere alloughtto be!

` From theOrange Group


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Directiveor bureaucratic Mostextreme; uses coercion in theexerciseof power

High concern fortask accomplishment butlow concern

peoplewho performs this task.

No confidenceortrustto subordinates.

Subordinates do not feel freeto discuss their job with

their supervisors.

Seldom gets ideas and opinions form subordinates in

solving work problems.

In nursing, gives orders and expects adherencetopolicies and procedures.


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Subordinates areexpected to followwithout

questions.

Provides strong motivation and psychologicalregard totheleader.

Mosteffective in crisis situation when highly

specialized skills are required and options for

activities arelimited. Used to bring orderoutof chaos.

Sometimes called centric

Workers feartheleader

Communication flows downward

Emphasis is on the difference in status (I and

You)


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People- oriented

Focuses on human aspects and builds effectiveteamwork.

Interaction between leader and subordinates is open,

friendly, and trusting. Collaborative spirit and jointeffortexists.

Group participation in decision- making.

Open communication prevails.

Leader consults subordinates to in solving problems

and work- r elated decisions are made by the group. consultative styleofleadership


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Performance standards existto provide

guidelines and performance appraisal.

radic leader becausehe/ she radiates outtoencompass the needs ofothers

Economic and ego awards are used to

motivate.

Communication flows up and down. Criticism is constructed.

Emphasis on we ratherthan I and You


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let alone styleofleadership

Leaderwho is appointed manager abdicates leadershipresponsibility and leaves workers without direction,supervision, or coordination.

Workers lack central direction and control.

Free- rein leader avoids responsibility by relinquishing powerto subordinates.

Permits followers toengage in managerial activities such asdecision making, planning, structuring theorganization,setting goals, and controlling theorganization.

Leader is ultraliberal. Effective in highly motivated professionals likethose in

research, where independentthinking is rewarded.


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Not useful in organizations that arehighly structured such as

thehealthcare delivery system whereorganization and control

form the baselineoftheorganization.

Kind ofleader is permissivewithlittleor nolittleor no control,

motivates by supportwhen requested by the group or

individuals, puts emphasis on the group, does not criticize,

disperses decision making within the group, and provides

littleor no direction at all. Motivation by supportwhen requested by the group orthe

individual.

Communication upward and downward flow among members

ofthe group.

Decision making dispersed throughoutthe group. Emphasis on the group.

Criticisms withheld.


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` -Nurseleader manages by the book` -everything must be done according to procedureor

policy` -highly structured; systematic controlof superior` -members aremethodologicand disciplined; they

areexpected to becompetent and responsible` -climateof rules; clear division oflabor; standardized` -systems of procedures; written specification; memos

and minutes` -bureaucratic nurseleader and manager- moreof a

policeofficerthan a leader`


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` -this style can beeffectivewhen:

` a. routinetasks are performed

` b. certain standards or procedures areto beunderstood

` c. employees areworking with dangerous ordelicateequipmentthat requires a definite setofprocedures tooperate

` d. safety or security training is conducted, and

` e. employees are performing tasks that requirehandling cash


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`

To guide, to go beforeor showtheway.` Leadership in nursing is necessary to guide

nursing personnelto a specific goal, that is, theprovision ofquality nursing caretotheir patient.

` The artof developing people.

` Leadership activities: Directing which is actuating efforts to accomplish goals

Supervising oroverseeing work ofemployees

Coordinating or unifying personnel and services among

others.


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` In LEADERSHIP

` SUCCESS is SUCCESSION

` If someone coming along behind me is not

` Able to take what I have offeredand built on it

` Then I have FAILED in my responsibility to the

NEXT GENERATION


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` Top ---------------------- Administrator

` Middle ------------------ Supervisors/ Clinical

Coordinators/ Clinical managers

` First Line -------------- Head Nurses/ Senior

Nurses

` Operational level----- StaffNurses/ Nursing

attendants


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`Administrators: over-all

planning and setting up of

objectives, developing andscheduling programs,

budget proposals, and

establishmentof policies.

` Supervising nurse:

managing nursing care and

services in twoor more

nursing units.


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` Head nurse/ senior nurse: management andsupervision of a particular nursing unit

Connecting link between the staff nurses and thehighermanagement

Oversees thetechnical and interpersonal skills ofhis staff andcoordinatethe services and activities through daily rounds,reports, referrals, and reviewofthe patients nursing careplans.

` It is the managers duty to: Ensurethat all activities in his nursing unit are going on

smoothly

The patients welfare is promoted and protected

Employees adheretoestablished standards and procedures Properwork flow is facilitated


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` A leader possesses a striking personality and isenergetic.

`

A leader possesses a senseof purpose and direction.A leader knows his own personalobjectives andthoseofthe group. He is ableto set goals and movetowards the direction.

` A leaderhas the powerof ready speech. He is ableto

communicate in bothwritten and spoken language.` A leader is enthusiastic aboutthe purposeofthe

group and devoted to its cause.

` A leaderhas keen insight intothehuman natureof

people. Hehas faith and trust in the peopleheleads.


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` A leader displays courage and persistenceeven inthe faceofopposition.

` A leader is decisive. He uses independentjudgment and does nothesitateto consultotherswhen needed.

` A leader is cheerful and even- tempered.

`

A leader shows technical mastery that inspiresothers to do above average performance in theirjobs.

` A leader is intelligent, versatile and has a keensenseofhumor.

` A leaderhas moral vision, integrity, and idealism.


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Sensitivity tothe feelings ofothers Identification withthe needs ofthe group

Acceptanceof peoples suggestion rather

than criticizing or ridiculing them

Helping others feel important and needed


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Ability tolisten attentively totheopinion ofothers

Establish positive

communication within the group

Make sureeveryone

understands what areexpected

ofthem

Getting feedback from followers

and recognizing thateveryone

may have importantcontributions to make.


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Willingness to assistthegroup in making short-

and long- range plans and

objectives

Share responsibilities andopportunities

Implement plans, follow up

and evaluate results

Participate in problemsolving


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Awareness of personalmotivations, ofown

strengths and weaknesses,

and willingness to improve

them.Assisting the group in

recognizing and utilizing

Filipino values essentialto

caring fortheir patients.


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Th l d h ld h


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The nurseleader should have:

` Intellectual, technical and administrative

skills` Integrity, honesty, ability towork withothers

` Tact and emotional stability

`Ability towin the support and loyalty offellowworkers; and

` Good human relationships with co-workers


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Leader behaves according to a given situation which

may vary from one setting to another.

Considers a persons qualities and motivations, the role

expectations ofthe group, and the social forces atwork

such as theexternal factors that bring forththe

leadership potential. Situationalor contingency styleofleadership is one in

whichtheleaders style matches the situation and

needs.

In thework situation, the managers leadership style and

expectations, and the followers characteristics and

expectations blend together and form a productive

combination.


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x The natural leaderwho becomes a leader in spiteofhimself/or

herself.

x Does not seek the role butthe group thrusts upon him/her by thetideof

events.

x The charismatic leaderwho is an authentic hero in theeyes ofhis/

her followers.

x Tothe, he can do nowrong; he inspires peopleto make sacrifices forthecausethey represent.

x The rational leaderwho is consistent and persistent in whathe

thinks is right.

x The consensus leaderwho is perceived to be accepted by all.

xThe leader who dominates by force or fear.x Ruthless in suppressing opposition.

x Does not reign long (contains within the seeds of self destruction).


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Based on the beliefthatleaders are born with

certain qualities that properly develop toenable

them to be successfulleaders.

Leaders are gifted with certain qualities that aredeveloped and which show in their ability to get

along wellwith people and persuadethem to a

courseof action.

They have forceful personalities, possessintegrity, and areefficient in work.


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Categories oftraits:

x Physical characteristics: age, built, height and weight

bearing

x Background information: education, social status,

experience

x Intelligence: knowledge, judgement, ability

x Personality: decisiveness, authoritarianism,extroversion, alertness, aggressiveness, enthusiasm,

independence, self- confidence.

x Task- oriented characteristics: persistence,

responsibility, achievement need, initiativex Social characteristics: supervisory activity, popularity,

prestige, tact, diplomacy


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Leadership behaviour is generally

determined by theleaders

personality and the specific

situation.

To be successful, theleader must

diagnosethe situation and select

appropriate strategies from a large

repertoireof skills.


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Concerned withwhatleaders did and act

than whotheleader is.

The actions oftheleaders and nottheir

mentalqualities ortraits makethemleaders.

Based upon the beliefthat greatleaders

are made, not born.


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Enlarges upon Theory Y and the democraticapproachtoleadership.

Has a humanistic viewpoint and focuses on

developing betterways of motivating people.

xCollective decision makingx Opinion of all members aretaken

x Everyday problems are discussed through problem-

solving groups called quality circles.

x

They areencouraged to identify and resolveproblems faced by theorganization.

L t l t


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x Long- term employment

x Employees areemployed by only one

organization during theentire career.x They work in various organization to

understand howother departments work.

x It fosters commitment and loyalty tothe

company.

x Slower promotion

xAllows time fortheevaluation ofthe

employees long- time contribution totheorganization.


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x Indirect supervision

x Supervision is subtle

x

Workers become partoftheorganizations culture andare intimately familiarwith its philosophy, values and

goal.

x Theemployee becomes elf- directed.

x Holistic concern

x Trust, fairtreatment, strong commitmenttothe

organization, and loyalty are all characteristics of

Theory Z.

x The company considers theemployees as a whole,

taking noteoftheirhealth and well- being, as well as

their performance as workers.


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Burns concept (1978)ofleader- follower

interaction is raised tohigherlevels of

motivation and morality.

x

Identified this concept as transactionalleadership along withtwotypes ofleaders in

management:

x Transactionalleaders: traditional manager

concerned withthe day-to-day operationsx Transformationalleader: has a vision, is committed,

and has the ability toempowerothers to sharethat

vision

Transactional leaders focus on management tasks


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Transactionalleaders focus on managementtasks.

x Caretakers who usetrade- offs to meet goals.

x Do not identify shared values, do notexamine causes,

and use contingency reward.

Transformationalleaders

x Identify common values, are committed, inspireothers

with a long-term vision, look atefforts, and empower

others. Tyrell (1994) identifies VISIONING as a mark of

transformationalleaders.

x Nurses at alllevels areexpected to demonstrate

visionary leadership that sets direction for nursingpractice creating a pictureof an ideal future.

Based on trust the leader and the followers become


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Based on trust, theleader and the followers become

united in purposethereby creating unity, wholeness, and

environments thatenhance change brought by creativity

and innovation. (Wolf, et. al.)x Shared environment be maintained to develop and

supporttransactional, transformationalleadership skills

among its employees.

Vision is theessenceoftransformationalleadership. Itimplies the ability to picture some future state, sharing

withothers, thatthey too, may sharethat dream.

(Marquiz and Huston, 2006)

It is equally importantthatleaders recognize and manage

their failings because it is only then thatleaders canachieve greatness (Kellerman, 2004)


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` The manager is the person who

brings things about; theonewho

accomplishes has the responsibility,

and conducts.

A leader is the person who influences

and guides direction, opinion, and

courseof action.


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leadership (for posting)

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