Chapter 12 Leadership and Management
Mintzberg's contemporary model
-takes into consideration the experience, knowledge, and values of the manager -managerial roles at 3 levels: information, people, and action
What should you do after the task has been delegated?
Always check up that it was completed and properly documented
Why is collaborating as a nurse so vital to the staff and the community overall?
Because interdisciplinary relationships are one of the forces of magnetism that determine certification in the Magnet Recognition Program
How can the nurse allow patients to become their own advocate?
By educating them on all conditions and all possible outcomes
What is the foundation of nursing practice?
Communication
What is important about delegation?
Knowing the scope of practice of who is getting delegated the responsibility
Can the RN delegate any part of the nursing process? Education?
NO
Can the person who was delegated a task, delegate it to someone else?
No
Planning of Fayol's FOM
Nurse creates care plan
Who defines the RN Scope of Practice and discusses appropriate delegation?
The nurse Practice Act, which differs by state
openness
ability to listen to others points of views without prejudging or discouraging them
humility
ability to recognize that no one is superior to one another
dedication
ability to spend the time necessary to accomplish a task
creativity
ability to think differently
bureaucratic leadership
assumes employees are motivated by external forces and relies on policies and procedures to direct goals and work process
Theory x style managers
average person dislikes work and will avoid it if given the opportunity to do so
Democratic Leadership
believes employees are motivated by internal means and want to participate in decision making
Directing in Fayol's FOM
communicating
Organizing in Fayol's FOM
coordinating
informal leadership
emerges outside the structure of a formal position -exhibited by individuals who have strong interpersonal skills who can build relationships to guide others
transformational leaders
employ methods that inspire people to follow their lead and work towards transforming an organization with the help of others
Controlling in Fayol's FOM
evaluating
autocratic leader
exercises strong control and assumes employees are motivated by external forces -uses a top-down method
behavioral theories
focus on what leaders do rather than what characteristics they innately possess
magnanimity
giving credit where credit is due
theory y style managers
if employees are satisfied in their work, they will view it as being as acceptable as play
Fayol's functions of management
includes planning, organizing, directing, and controlling
What categories are trait theories classified as?
intelligence, personality, abilities
Formal leadership
practiced in an organization as part of an official position, which may or may not be a management position
Integrity
quality of having clear ethical principles and aligning one's own actions with the stated values
accountability
responsibility for accomplishing the tasks within the work environment
5 rights of safe delegation
right task, right circumstance, right person, right direction or communication, right supervision
situational theories
suggest that leaders change their approach depending on the situation
leadership
the ability to influence, guide, or direct others
management
the process of coordinating others and directing them toward a common goal
Mintzberg's behavioral model
two assumptions: much of a manager's time is spent in human relations, and managers are more reactive than proactive -based on 3 categories of behaviors: interpersonal roles, informational roles, and decisional roles
Laissez-Faire Leadership
very permissive -thinks employees will do work because of their internal drive to do it and provides little to no direction
