Leadership & Management Concepts Read chapters 1,2, and 3 in the leadership book!

1. Leadership & Management ConceptsRead chapters 1,2, and 3 in the leadership book! Nursing 401

2. “Courage is not the absence of fear, it’s inspiring others to move beyond it” - Nelson Mandela

3. What does leadership mean to you?

4. Critical thinking – thinking about lots of things at any given time, multitasking. The ability to be able to take all that information in, reorganize it, and spit it back out in an organized fashion

5. What are Effective Leadership Characteristics? • Vision • Influence • Not all influence is good, you can influence people in a bad way. It’s your choice to be good or bad • Empower • To give people the tools they need to do what they need to be able to do • Communication • Collaborative • Genuine • Healthy work environment • Huge push right now in nursing… • Read the article he posted, what it means to be a leader and what a healthy work environment entails

6. Historical Development in Leadership • Trait Theories • Behavioral Theory • Situational • Interactional • Transactional/Transformational

7. Traditional Leadership styles • Autocratic • Democratic • Laissez-faire • Bureaucratic • Charismatic • Transactional • Transformational • Connective • Shared

8. Autocratic Leadership • Leader makes decisions for the group • Assumes workers are incapable of independent decisions • Where is this style effective? • Military does this perfectly • When the leader is the expert, what they say goes • Effective in code situations and what not

9. Democratic Leadership • Leader encourages participative decision-making • Empowers workers through collaboration • Communication flow up and down

10. Laissez-faire Leadership • Presumes workers are internally motivated • Hands off approach • Assumes autonomy • Not a good style for every situation • You have to know the style of person • Veterans – will do what the dr tells them to, but maybe not you. Don’t change very well… Told stories of his dad • Baby boomers – hard workers, come in early, stays late. Invented casual Friday, i.e. work hard and play hard. • Generation X – Pearl Jam and what not. They like to get a task, leave them alone, don’t tell them how to do it. “Latchkey Kids.” Like to have a task and be left alone, don’t tell them how to do it. Don’t like to be micro managed. • Millennial Generation – have reputation of being hard workers, good task people. Get things done when given a task.

11. Bureaucratic Leadership • Assumes workers are externally motivated • Relies on organizational rules and policies. • Inflexible approach • Everything is done is a specific way… They discount completely the humanistic factor, but the policy is the policy is the policy. There is a problem with this, you have to sometimes amend that.

12. Charismatic • Personality invokes commitment • Emotional relationship is formed with group members • Establishes rapport through contact • Network very well

13. Transactional • Focused on day-to-day tasks to achieve organizational goals • Incentives to promote loyalty • Emphasizes the process • Attempts to control situations and followers • The control factor is an issue, this might be the person that is a micromanager…

14. Transformational • Fosters creativity, risk-taking, collaboration • Empowers workers • Promotes independence, growth, change • Converts followers to leader through shared values, trust and honesty • But still focuses on the operational aspects of your day to day leadership

15. Connective and Shared Leadership • Promotes collaboration and teamwork • Assumes the organization contains many leaders • Members get equal share in decision-making • Participated decision making (shared decision making) is like how everyone gets a voice in the situation. The problems with this is that if you have large groups, you can’t always have everyone’s voice counting all the time

16. Leadership Evolution in Nursing • Introduction of managed care • Greater emphasis on business • New challenges • Expanded roles • Changed the face of nursing, made it more like a business model, not just a medical model or whatever. • The most expensive commodity in the hospital is nurses. Any healthcare organization, we are their biggest expense

17. Contemporary Leadership Concepts • Servant • Authentic • Thought • Quantum • Cultural Bridging

18. Servant Leadership “ to be a great leader, one must be a servant first.” -Florence Nightingale

19. Traits of servant leadership • Communicator • Open minded • Critical thinker • Self-directed Being a leader isn’t about telling people what to do and expecting them to do it. Need to be a servant first. Think about humility • Exhibits humility • Being able to admit when you were wrong • Emotional intelligence • Self awareness • Connects relationships

20. Emotional Intelligence (EI) • Emotional intelligence refers to the ability to use emotions effectively and is required by leader/managers in order to enhance their success. • Emotional intelligence is critical for building a cooperative and effective team. • You have to listen to what’s going on

21. Five Components of Emotional Intelligence • Self-awareness • Self-regulation • Motivation • Empathy • Social skills • Networking with others, resource utilization is important

22. Authentic Leadership • Adopted by the Nursing Organization Alliance • This is the #1 nursing style of leadership right now, it would be beneficial to read about this and be familiar with it… • “the glue that holds together a healthy work environment.” (Shirey, p. 257, 2006)

23. Authentic Leadership • Authentic leadership suggests that in order to lead, leaders must be true to themselves and their values and act accordingly. • Values and purpose are linked!

24. Question What is the definition of transparent integrity? • Holding one’s employees accountable • Standing by one’s values in the face of pressure • Willingly following the rules of one’s organization • All of the above

25. Traits of an authentic leader • Purpose • Key component. Maybe hear congruent leader, meaning that you are able to walk the walk. When you say something you’re going to do it. When you talk about stuff you’re genuine and follow thru. Lead by example. What you say and what you do are the same • Exhibit self-discipline • Link purpose and values • Establish relationships • Lead with your heart and ears • You listen and you use your values in decision making • Create healthy work environment

26. Healthy Work Environment • A work setting structured in such a way, employees can achieve personal satisfaction. (Shirey, 2006) • If you’re in a leadership role, what’s important for your employees. You need to listen, ask them, what is important to you? Gen X people want to work, then get outta here! Go home and do stuff that they want to do! Baby boomers want to work long hours in the hope that they will be running the show someday.

27. How to create a healthy work environment? • Employees are treated respectfully • Strong trust between management and staff • Way to do this is keeping your word, congruent leadership, walk the walk, listen! • Pervasive communication and collaboration • Employees feel safe • Physical safety and emotional safety • There have to be emotional outlets for people • Physical safety could be making sure everyone on your floor understand proper body mechanics so they don’t get hurt lifting people…

28. Intellectual Virtues of Critical Thinking • Humility • Courage • Empathy • Fair-mindedness • Integrity • Perseverance • Faith in Reason • You have to have faith in the process and your people, very very important

29. Habits of the Critical Thinker Integrity Intuition Open-mindedness • Confidence • Contextual Perspective • If they’re always late, don’t just make a snap decision, ask why they’re late, maybe having family problems or something • Creativity • Flexibility • Inquisitiveness

30. Thought Leadership • Thought provoking style • Attract others through innovation • Choose ideas with significant impact • Provoking innovation in others, empowerment

31. Quantum Leadership • Based on environmental conditions • Change is constant • Constant interaction with the environment • Connecting points in time • Environment is always changing! Veterans and people who don’t like change will have problems with this!

32. Question Thought leaders attract followers by the promise of representation or empowerment. • True • False

33. Question Which of the Following Is a Component of Emotional Intelligence? • Self-reliance • Assertiveness • Self-regulation • Charisma

34. Industrial to relationship leadership • Industrial leadership style • Focused on tasks and getting the job done to increase productivity. Missing humanistic factor, things happen, etc. VS. • Relationship Age Leadership

35. Case Study

36. Management Decision Making, Problem Solving, and Thinking Critically

37. What are the characteristics of a good manager?

38. Characteristics of an Effective manager • Result or outcome-oriented • Good problem-solving skills • Effective team-builder • Encourage “followership” • Followership means setting a good example so people want to emulate you • Facilitates task management

39. Management Evolution • Scientific management (1900-1930) - Frederick Taylor More the industrial age, if you teach people to do this like a robot, productivity will go up • Management Functions - Henri Fayol (1925) hawthorn something or other, in the book • Human Relations Management • Everything from this point forward has included the human aspect

40. Levels of Management

41. Management Functions • Leadership • Planning • Organizing • Coordinating • Directing • Thinking critically • Competing values in management, you’re always moving between all of these characteristics

42. Skills of the Nurse Manager • Conflict management • HUGE! Always a lot of this! • Assertiveness • Advocacy • The pt and your staff, and your collegues • Supervision • Decision Making

43. Decision Making • Cognitive process • Choosing a course of action • Entails comprehensive problem solving skills • Critical thinking • More complex than decision making • Experiential Learning • Learning by doing, not just by being told • Sometimes not making a decision is making a decision…

44. Experiential Learning • Hands on approach • Mock experiences • Focused interaction between learners and management

45. The Nursing Process in Decision Making • Identify the decision • Identify criteria for decision • Choose and alternative • Evaluate steps in decision • Assess • Plan • Implement • Evaluation

46. Critical Elements in Problem Solving • Define Objectives • Gather data accurately • Generate alternatives • Think logically • Act decisively You can make a decision and never solve the underlying problem, but you should. Don’t just make a decision based on what needs to happen

47. I. Defining Objectives • Take time to reflect • Establish goals and objectives • Define the purpose of the decision

48. II. Data Collection • Accuracy is crucial • Identify the problem • Persistent • Perception may influence values

49. III. Evidence-Based Approach • Decisions made on the best evidence • Understanding why certain practices are appropriate • Understanding how best practices evolved

50. IV. Generating Alternatives • Generate many alternatives • May choose to not do anything • Brainstorming