Nursing Leadership & Management

traditional transformational

2 types of leaders in management

leader follower situation

3 basic elements according to hollander

Authoritarian Democratic Laissez faire

3 leadership styles

- traditional rule of thumb - scientific personnel system - workers able to view how they fit into the organization and how they contribute to overall productivity - relationship between managers and workers should be cooperative and interdependent

4 overriding principles of scientific management

Laissez-faire

>is permissive with little or no control >motivates by support when requested by the group or individuals >provides little or no direction >uses upward and downward communication between members of the group >dispenses decision making throughout the group >places emphasis on the group >does not criticize

Democratic

>less control is maintained >economic and ego awards are used to motivate >others are directed through suggestions and guidance >communications flows up and down >decision making involves others. >emphasis is on "we", rather than "I" and "You." >criticism is constructive

Authoritarian

>strong control is maintained over the work group >others are directed with commands >communication flows downward >decision making does not involve others >emphasis is on difference on status (I and You) >criticism is punitive

1. Create a constant purpose toward improvement 2. adopt the new philosophy. 3. stop depending on inspections. 4. use a single supplier for any one item. 5. improve constantly and forever. 6. Use training on the job. 7. implement leadership. 8. Eliminate fear. 9. Break down barriers between departments. 10. Get rid of unclear slogans. 11. Eliminate management by objectives. 12. Remove barriers to pride of workmanship. 13. Implement education and self-improvement. 14. Make "transformation" everyone's job.

Deming's 14 Point Philosophy

Frederick W. Taylor

Father of Scientific Management

reactive leader

Focuses on the past, in crises, driven and is frequently abusive to subordinates.

Brandt

Interactive Leadership suggests that leaders develop a work environment that fosters autonomy and creativity through valuing and empowering followers.

Planning Organizing Staffing Directing Controlling

Management processes

reactive responsive proactive participative

Nelson and Burns 4 Developmental Levels

Aristotle

Proposed Great man Theory

Chris Arygris

Proposed Interactional Theory

Douglas McGregor

Proposed Theory X and Theory Y concepts of managerial beliefs about people and work >theorized that managerial attitudes about employees can be directly correlated with employee satisfaction.

Max Weber

Proposed the idea of bureaucracy

Hersey and Blanchard

Situational approach to leadership theory tridimensional leadership effectiveness model predicts which leadership style is most appropriate in each situation based on the level of the follower's maturity

Fiedler

Theorized Contingency Leadership - stressed that no one leadership style is ideal for every situation

Ouchi

Theory Z include consensus decision making, fitting employees to their jobs, job security, slower promotions, examining the long-term consequences of management decision making, quality circles, guarantee of life-time employment, establishment of strong bonds of responsibility between superiors and subordinates and a holistic concern for the workers.

Scientific Management

Theory that postulated that if workers could be taught the "one best way to accomplish a task," productivity would increase.

Great man theory

Theory that states some people are born to lead, whereas others are born to be led

Dr. W. Edwards Deming

Total Quality Management (TQM) Philosophy

Marquis and Huston

assert that the management process is similar in many ways to the nursing process

Gardner

asserted that integrated leader/managers possess six distinguishing traits:

Frederick W. Taylor

author of scientific management

Theory X

believe that their employees are basically lazy, need constant supervision and direction and are indifferent to organizational needs.

Theory Y

believe that their workers enjoy their work, are self-motivated and are willing to work hard to meet personal and organizational goals.

Wolf, Boland, and Aukerman

defines transformational leadership as an interactive relationship, based on trust, that positively impacts both the leader and the follower

Elton Mayo

discovered that when management paid special attention to workers, productivity was likely to increase, regardless of the environmental working conditions. this Hawthorne effect indicated that people respond to the fact that they are being studied. Attempting to increase whatever behavior they feel will continue to warrant the attention.

Planning

encompasses determining philosophy, goals, objectives, policies, procedures and rules; carrying out long and short range projections; determining a fiscal course of action and managing planned change.

vision

essence of transformational leadership

Organizing

establishing the structure to carry out plans, determining the plans, determining the most appropriate type of patient care delivery and grouping activities to meet unit goals.

Staffing

establishing the structure to carry out plans, determining the plans, determining the most appropriate type of patient care delivery and grouping activities to meet unit goals.

Luther Gulick

expanded on Fayol's management functions in his introduction of the seven activities of management- planning, organizing, staffing, directing, coordinating, reporting, and budgeting

Henri Fayol

first identified the management of functions of planning, organizing, command, coordination and control

participative

high performance teams, maximum productivity and worker satisfaction are apparent.

Controlling

include performance appraisals, fiscal accountability, quality control, legal and ethical control and professional and collegial control.

servant leadership

is a recent theory of leadership that argues the most effective leaders are servants of their people

transformational leaders

managers/leaders that are committed, has a vision, and is able to empower others with this vision

traditional leader

managers/leaders that are concerned with day to day operations

Lewin and White

postulated common leadership styles

Blake and Mouton

proponent of task versus relationship theory

Mary Parker Follett

proposed the Law of the Situation

Hollander

recognized that both leaders and followers have roles outside the leadership situation and that both may be influenced by events occurring in their other roles

productivity & profit

result of scientific management

Chris Arygris

said that managerial domination causes workers to become discouraged and passive. said that managerial domination causes workers to become discouraged and passive.

Robert Greenleaf

servant leadership

Law of the Situation

situation should determine the directives given after allowing everyone to know the problem was contingency leadership in its humble origins.

Tannenbaum and Schmidt

situational leadership theory suggests that managers need varying mixture of autocratic and democratic leadership behavior

-they think longer term -they look outward, toward the larger organization -they influence others beyond their own group -they emphasize vision, values and motivation -they are politically astute -they think in terms of change and renewal

six distuingishing traits of leaders/managers

Directing

sometimes includes several staffing functions. This usually entail human resource management responsibilities such as motivating, managing conflict, delegating, communicating, and facilitating collaboration.

Mary Parker Follet

suggest basic principles of what today would be called participative decision making or participative management. >believe that managers should have authority with, rather than over employees >also attempted to correct what was perceived as major shortcoming of the bureaucratic system - a failure to include the "human element."

Nelson and Burns

suggested that organizations and their leaders have 4 primary conditions of a leader and that these levels influence productivity and worker satisfaction

Kanter

summarized the work of the interactive theorists by her assertion that title and position, authority were no longer sufficient to mold work force where subordinates are encouraged to think for themselves and instead managers most learn to work synergistically with others

Vision

the ability to see what is needed and to give the direction necessary to accomplish it

Hawthorne Effect

the alteration of behavior by the subjects of a study due to their awareness of being observed.

Proactive

the leader and followers become more future oriented and hold common driving values.

Responsive

the leader is able to mold subordinates to work together as a team, although the leader maintains most decision making responsibilities

Bureaucracy

the need to provide more rules, regulations and structure within the organization to increase efficiency