revisedleadershipgerzon

8/14/2019 revisedleadershipgerzon

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1

Foundation forFoundation forEffective LeadershipEffective Leadership

and Managementand Management

Madeline N. Gerzon, RN, MM

Clinical Instructor


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Chapter 14 2

Leaders of today.Leaders of today.

Emotional Intelligence (EI)

Process of regulating both feelings andexpressions

Organizationally desired emotions areconsidered standards of behavior


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Chapter 14 4


Cultural Bridges

Diversity

Culturally sensitive leaders

Assists staff when cultural misunderstanding

occurs


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Chapter 14 5


Influence of Followers on Leaders

Leaders need to be aware of their followersinfluence

Followers influence can be positive or

negative

No guarantee that followers will not mislead

the leader


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Chapter 14 6


Recognition and Management of Flaws

Good leader.bad leader Deceitfultrustworthy

Bravecowardly leader

Future theory should focus why leaders behave

badly


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Chapter 14 7

Understanding PowerUnderstanding Power

Power

the ability to do or act

capability of doing or accomplishing

something


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Chapter 14 8


POWER

Ability to control and influence others (Dahl, etal 1957)

In Nursing management .. someone who

can control Someone who exercises control


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Chapter 14 9


Power is a pyramid having elements of ability,

based on strength, willingness based on energy,

and action that yields results

Who possesses Power?


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10

Insanity is doing the sameInsanity is doing the samething over and over againthing over and over again

and expecting differentand expecting different

resultsresultsAlbert Einstein


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Chapter 14 11


Quantifying Power

Power differs between individuals and withinthe same individual at different times

Is the quantity of power subject to some limit?

Yes or No?


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Chapter 14 12


Quantifying Power

If power in certain situation is limited, those

who wish to exercise more power must obtain

it from someone else who possesses it.

conflict arises!!!


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Chapter 14 14


Quantifying Power

It is possible more that one person hold power If the two people in power want opposing

thingsconflict then is expected to arise


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Chapter 14 15

POWER AND NURSINGPOWER AND NURSING

According to Tannenbaum and Cook

common distaste for the idea of power, which relate to

unpleasant connotation of control in a democraticsociety

Nurse=nurturing rolePower is inappropriate for a nurse because it is seen as

controlling rather than supporting others.


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Chapter 14 16

Types of PowerTypes of Power

Legitimate Power

Termed as authority

Arises from an organizational structure and

policies that place control in specific positionsin the organization


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Chapter 14 17


Legitimate Power

Whoever holds the position holds same amountof authority

Person who holds legitimate power is usually

given a title that indicate authority


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Chapter 14 18


Legitimate Power

HN/UM has legitimate power associated withthe responsibility for a patient care unit

Charge nurse in the evening shift is delegated

to have the authority


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Chapter 14 19


Referent Power

Is control that derives its base in personalcharacteristics of a powerful person

Charisma has been used to describe referent

power


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Chapter 14 20


Referent Power

Usually seen in political figures In hospital setting, a very popular and outgoing

nurse may influence decisions in ways that do

not reflect any official position in theorganization


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Chapter 14 21

" I have nothing to offer but blood, toil, tears and sweat.

We have before us an ordeal of the most grievous kind.

We have before us many, many long months of struggle

and of suffering. You ask, what is our policy? I can say:

It is to wage war, by sea, land and air, with all our might

and with all the strength that God can give us; to wagewar against a monstrous tyranny, never surpassed in the

dark, lamentable catalogue of human crime. That is our

policy. You ask, what is our aim? I can answer in one

word: It is victory, victory at all costs, victory in spite of

all terror, victory, however long and hard the road may

be; for without victory, there is no survival."

Winton Churchill


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Chapter 14 23


Referent Power

An aspect of this power is appearing to be apowerful person

Those with referent power remain calm in

crisis, control their emotional responses, andact with firm determination


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Chapter 14 24


Referent Power

Manner of dress is also associated with this

power

Power dressing Power suit

Avoid extreme fashion


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Chapter 14 25


Reward Power

Helps people exert control through providingreward or the promise of rewards to others

Often associated with legitimate power

Someone who can decide for increase salary,etc

Many other people control rewards


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Chapter 14 26


Expert Power

Helps individuals attain control through thepossession of special knowledge, skill or ability

Experts are able to accomplish their ends

because others recognize their knowledge andability and turn to them for guidance

Experts opinion has more weight


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Chapter 14 27


Coercive Power

Helps individual attain control through fear,threat, or coercion

Authoritarian leaders tend to be coercive


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Chapter 14 28


Coercive Power

Controls through fear of loss of job,punishment, such as undesirable assignments

or shifts

Law exercises coercive power to maintainsafety for citizens


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Chapter 14 29


Coercive Power

In hospital setting this is used to solveproblems that involve potential danger to

clients

If a nurse in substance abuse, this may beapplicable


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Chapter 14 30


Connection Power

Control derived from a coalition of individualsworking together or from the perception by

others that an individual has connection with

powerful persons or group


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Chapter 14 31


Connection Power

Nepotism Favoritism.promotion

Nurses shortage = connection power can be

strong


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Chapter 14 32


Information Power

Occurs when a person controls information thatis needed by others

Not same as expert power


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Chapter 14 33


Information Power

Knowledge of institutions budget or income

Can you give example of this in nursing

management?


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Chapter 14 34

Resources for Developing PowerResources for Developing Power

Physical resources

Health

The better the general health, the easier itwill be to become powerful


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Chapter 14 35


Psychological Resources

Motivational power Strong self-esteem, self-concept

Without positive value of self will not

project competence and resourcefulness

Clear awareness of strengths and limitations


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Chapter 14 36


Psychological Resources

Maintain positive and forward outlook Looks at difficulties as challenges to

overcome

When mistakes occur, you look for solutionsrather blame someone


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Chapter 14 37


Material Resources

Money or objects Network

E.g. surgery in hospital setting


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Chapter 14 38

Consequences of Using PowerConsequences of Using Power

Accountability

When results are positive, accountability

enables person to grow in self-esteem

Person must accept the fact that mistakes or

errors can occur. Power tends to diminish


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Chapter 14 39

Consequences of Using PowerConsequences of Using Power

Change in personal relationships

Threats to loss of control

Lost of relationships


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Chapter 14 42

Increasing your PowerIncreasing your Power

Reward power.recognition and praise

Continuing education, inservice studies,

reading and study

Staying in nursing coalition

Gaining access to budgetting figures, planningdetails

Understanding of legal knowledge


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Chapter 14 43

Foundation for EffectiveFoundation for EffectiveLeadershipLeadership


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Chapter 14 44

Ethical issues

Ethics

A systematic study of what the persons conduct and

action ought to be with regard to self, others, and

environment

Justifications of what is right or good


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Ethical issues

Applied Ethics

Application of normative ethical theory to everyday

problems

Normative ethical theory for each profession arisesfrom the purpose of the profession

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