Leadership Chapter 1 - Leadership and Management Principles

Five competencies were identified by nurse leaders in recent research.

- communicating vision and strategy internally - translating vision into strategy, - building effective teams - managing patient-centered customer focus -managing conflict.

Hersey and colleagues identified three skills needed for leading or influencing workers.

- diagnosing, which is a cognitive activity that involves being able to understand the situation and the problem to be solved or resolved. - adapting, which is a behavioral skill that involves being able to adapt behaviors and other resources to match the situation. - communicating, which is a process to advance the process in a way that individuals can understand and accept.

Management is often described in three core roles.

Allocating resources, negotiating contracts, handling disturbances, and proposing new services are decision-making roles.

The areas where leadership and management overlap.

Bringing teams together and directing activities are responsibilities that are common to both leadership and management, while the goals for the teams may be different. Where managers use teams to make improvements, often leaders use teams to accomplish change for different reasons.

behaviors were core to clinical leadership success

Challenge the process, inspire a shared vision, model the way, enable and trust others to act and encourage others work-outcomes. The core behaviors critical to success are to challenge the process, inspire a shared vision, model the way, enable and trust others to act and encourage others work-outcomes. Leaders go beyond the status quo processes to search for opportunities, research-based evidence, and take risks. Leaders foster collaboration, strengthen others, and recognize others. Trust and honesty are behaviors expected within leaders. While interdisciplinary team building is the core, the other activities (strategic planning, data mining, motivating workers, developing culture, performance management, continuous improvement, communicating the vision) were not identified in the research model as critical to success.

Clinical nurse leaders

Clinical nurse leaders and advanced practice registered nurses (APRNs) provide leadership in the care transitions of individuals and populations while providing expertise in specialty areas to guide other nurses through process, measurement, and evidence-based practice changes.

Great leaders possess four essential skills.

Great leaders have (1) a sense of integrity. (2) a distinctive and compelling vocal tone. (3) the ability to engage others in shared meaning. (4) a combination of hardiness and the ability to grasp context, called adaptive capacity.

best describes leadership

Leadership is best described as a process of influencing behavior of either an individual or a group in an effort to achieve goals in a given situation. Empowerment means giving people the authority, responsibility, and freedom to act on their expert knowledge and skills.

best defines management

Management is a process of coordination and integration of resources through a group's activities of planning, organizing, coordinating, directing, and controlling to accomplish specific institutional goals and objectives. Management is a process of planning and directing human effort to attain established objectives, but it also involves efficient use of scarce resources. Management is a process that requires not only resources but also skills. Management is working not just with executives but also with individuals, groups, and other resources such as equipment, capital, and technology to accomplish the organization's goals.

Mintzberg (1975) identified 10 roles

Mintzberg (1975) identified 10 roles that are described as - decision-making, - informational, - interpersonal roles - Providing care; arranging access to services - coordinating care for a client or group - interacting with physicians, pharmacists, and clients are caregiving roles.

informational roles.

Monitoring processes, disseminating guidelines, and speaking for nurses in organizations are informational roles.

Nurse managers

Nurse managers concentrate on day-to-day administration and coordinate services provided by a group of nurses by integrating human, fiscal, and other nursing resources to accomplish nursing practice with 24-hour accountability for client care units or areas.

management processes.

Planning, organizing, coordinating, directing, and controlling resources to accomplish specific institutional goals are management processes. Working with and through individuals and groups and other capital and technology resources to accomplish organizational goals are management processes.

Relationship managemen

Relationship management is the use of effective communication with others to disarm conflict and the ability to develop the emotional maturity of the team members.

interpersonal roles

Representing nurses, leading and motivating nurses, and connecting nurses to others are interpersonal roles.

self-awareness.

Self-awareness is the ability to know one's own emotional state and be aware of how mood and actions affect relationships, while having confidence in others and comfort in dealing with uncertainty. This aspect of self-awareness is crucial to effective leadership.

Self-management

Self-management is the ability to take corrective action and not to transfer negative moods to staff relationships.

Social awareness

Social awareness is the intuitive skill of empathy and expressiveness in being sensitive and aware of emotions and moods of others.

The Institute of Medicine (IOM) identified five areas of management practice for leaders to attend to during turbulent times.

The IOM identified the need to focus on: - implementing evidence-based management - balancing reliability and efficiency tensions - creating and sustaining trust - developing a learning environment -managing and sustaining change with open communication and involvement with others.

laissez-faire leader

The laissez-faire leader requires minimal participation and directing, but this does not result in high productivity.

nurse executives

The nurse executives are positioned to challenge assumptions, consolidate a purpose, build the culture of safety and quality, and move a vision forward. Nurses coordinate, integrate and provide care, restore health and nurture human beings in their experiences of health and illness. Nurses who challenge assumptions, consolidate a purpose, build the culture, and move a vision forward.

chaos theory

The principle of chaos theory is the behavior that is unpredictable in spite of certain regularities. Nurses often are handling the unpredictable, yet organizing and planning and controlling for these unpredictable situations.

complexity theory

The principle of complexity theory is the behavior over time of certain complex and dynamically changing systems with a concern for the predictability of the behavior of systems and how under certain conditions the system performs in regular and predictable ways, and in other conditions of change it becomes irregular and unpredictable.

contingency theory

The principle of contingency theory is that managers need to consider the situation and all its elements when making a decision.

systems theory

The principle of systems theory is to recognize that a manager's work is embedded within a system and to understand what a system is. Nurses are a part of a larger agenda for health care services, and managing the role within the system produces the efficiencies and effectiveness.

A situational leader

The situational leader tailors his or her leadership style based on the employee, experience, and circumstances.

transactional leader

The transactional leader is one who maintains and sustains good care processes with a focus on daily operations.

transformational leader

The transformational leader motivates employees to their full potential or empowers employees to advance innovative changes to create new services and improve existing processes.

The difference between the focus of managers and leaders

the manager focuses on systems and structure to a larger degree, and the leader focuses on people and motivate them. The processes and strategies do indeed look similar, but it is incorrect to say the goals are different but rather are employed for a similar outcome. Leadership and management are equally important processes to accomplish the outcomes together, so it is incorrect to say that they are not equally important.