Module A

Inspirational Motivation

characterized by the leader's articulation and representation of vision (transformational)

Empowerment

decentralization of power

common leadership roles

decision maker, communicator, evaluator, facilitator, risk taker, mentor, energizer, priority-setter, coach, counselor, teacher, critical thinker, buffer, advocate, visionary, director, forecaster, influencer, creative problem solver, change agent, diplomat, role model, innovator, encourager

decentralized decision making

decisions are diffused throughout the enterprise, and middle- and lower-level managers actively participate in, and make, key decisions

Planning

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.

organizing

establishing the structure to carry out plans, determining the most appropriate type of patient care delivery, and grouping activities to meet unit goals. Other functions involve working within the structure of the organization and understanding and using power and authority appropriately.

functional foremen

factory management technique that advocates for having multiple foremen in different, specialized roles

Driving (facilitators) forces

forces that advance/push the system toward change

Restraining (barriers) forces

forces that impede/pull the system away from change

staffing

functions consist of recruiting, interviewing, hiring, and orienting staff. Scheduling, staff development, employee socialization, and team building are also often included as staffing functions.

centralized decision making

occurs when key decisions are made by top management

directing

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

interactional leadership

that leadership behavior is generally determined by the relationship between the leader's personality and the specific situation.

Power

that which enables one to accomplish goals

Emotional Intelligence (EI)

the ability to use emotions effectively and is required by leaders/managers in order to enhance their success; critical for building an effective team; leaves emotions at the door and is also aware of and sensitive of own/other's emotions

refreezing stage

the change agent assists in stabilizing the system change so that it becomes integrated into the status quo; takes 6 months or longer; new norm established. Nursing Process: Re-evaluation; further assessment?

unfreezing stage

the change agent convinces members of the group to change or guilt, anxiety, or concern are elicited PREPARING Stage Nursing Process: assessment, dx?

movement stage

the change agent identifies, plans, and implements appropriate strategies, ensuring that driving forces exceed restraining forces CHANGE stage Nursing Process: Planning, Implementation

Power-coercive

the change-agent's power through legitimate authority, economic sanctions, or political clout; assumes people are set in their ways, but people will change when rewarded or forced

absence of leadership

the ninth factor of full-range leadership theory is the absence of leadership. Thus, laissez-faire is a contrast to the active leadership styles of transformational and transactional leadership exemplified in the first eight factors.hyu6gvz

trait theories of leadership

theories that consider personal qualities and characteristics that differentiate leaders from non-leaders

Transactional Leadership

traditional leadership focuses on tasks and getting the work done

Augmentation effect

transformational engagement of followers encouraged their enhanced performance through increased discretionary effort. Thus, the more transactional elements of leadership such as goal setting can be enhanced with the addition of transformational elements of leadership where followers are inspired to give more of their time and effort by the vision and charisma of the leader

Qualities of Change Agents

visionary, risk taker, flexible, excellent communicator, creative, sensitive, current

Idealized Influence

(attributed) relies on the charisma of the leader to create emotional ties with followers that build trust and confidence (behavior) results in the leader creating a collective sense of mission and values and prompting followers to act on these values.(transformational)

Intellectual Stimulation (Transformational Leadership)

(behavior), results in the leader creating a collective sense of mission and values and prompting followers to act on these values

6 characteristics of integrated leaders/managers

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

Planning Hierarchy

1) Mission 2) Philosophy 3) Goals 4) Objectives 5) Policies 6) Procedures 7) Rules

10 Fatal Leadership Flaws

1. A lack of energy and enthusiasm 2. Acceptance of their own mediocre performance 3. Lack of a clear vision and direction 4. Having poor judgment 5. Not collaborating 6. Not walking the talk 7. Resisting new ideas 8. Not learning from mistakes 9. A lack of interpersonal skills 10. Failing to develop others

Steps in Strategic Planning

1. Clearly define the purpose of the organization. 2. Establish realistic goals and objectives. 3. Identify external constituencies and determine their assessment of the organization's purposes. 4. Clearly communicate the goals to the constituents. 5. Develop a sense of ownership of the plan. 6. Develop strategies to achieve the goals. 7. Ensure most effective use is made of resources. 8. Provide a base from which progress can be measured

Action Plan for Increasing the Power of the Nursing Profession

1. Put > nurses in positions to influence public policy. 2. Increase level of nurses' understanding regarding all health-care policy efforts. 3. Build coalitions within and outside of nursing. 4. Promote greater research to strengthen EBP 5. Support nursing leaders. 6. Pay attention to mentoring future nurse-leaders and leadership succession. 7. Stop nurses from acting like victims.

14 Forces of Magnetism

1. Quality of nursing leadership 2. Organizational structure 3. Management style 4. Personnel policies and programs 5. Professional models of care 6. Quality of care 7. Quality improvement 8. Consultation and resources 9. Autonomy 10. Community and the hospital 11. Nurses as teachers 12. Image of nursing 13. Interdisciplinary relationships 14. Professional development

Six Driving Forces to Increase Nursing's Power Base

1. The timing is right 2. The size of the nursing profession 3. Nursing's referent power 4. Increasing knowledge base and education for nurses 5. Nursing's unique perspective 6. Desire of consumers and providers for change

Scientific Management Components

1. Traditional ways of organizing work replaced with scientific methods. Work could be scientifically designed to promote greatest efficiency of time and energy. 2. A scientific personnel system must be established so that workers can be hired, trained, and promoted based on their technical competence and abilities. 3. Workers should be able to view how they "fit" into the organization and how they contribute to overall organizational productivity; workers were reimbursed according to their level of production rather than by an hourly wage. 4. The relationship between managers and workers should be cooperative and interdependent, and the work should be shared equally. Their roles, however, were not the same. The role of managers, or functional foremen as they were called, was to plan, prepare, and supervise. The worker was to do the work.

management functions

1. knowledgeable about the organization's internal structure, including personal and department authority and responsibilities within that structure 2. Facilitates constructive formal group structure 3. Provides the staff with an accurate unit organization chart and assists with interpretation 4. When possible, maintains unity of command 5. Clarifies unity of command when there is confusion 6. Follows appropriate subordinate complaints upward through the chain of command 7. Establishes an appropriate span of control 8. Strives to create a constructive organizational culture and positive organizational climate 9. Uses the informal organization to meet organizational goals 10. Uses committee structure to increase the quality and quantity of work accomplished 11. Works, as appropriate, to achieve a level of operational excellence befitting an organization that would be eligible for Magnet status or some other recognition of excellence 12. Continually identifies, analyzes, and promotes stakeholder interests in the organization

Authentic Leadership

A style in which the leader is true to himself or herself while leading; genuine, not false; are who they say are.

Magnet Status

Award given by the American Nurses' Credentialing Center to hospitals that satisfy a set of criteria designed to measure their strength and quality of nursing; highest standard of care for pts, business growth and financial status, staff feels motivated and valued. Main reason hospitals don't achieve this status is because of unsatisfacory HCAP scores.

leadership

Being in the front, moving forward, taking risks and challenging the status quo. • Empower others; maximize workforce effectiveness • Needed to implement the planned change that is part of system improvement

Lewis' Rules for Implementing Change

Change should only be implemented for good reason. • Change should always be gradual. • All change should be planned, and not sporadic or sudden. • All individuals who may be affected by the change should be involved in planning for the change.

3 Reasons for Change

Change to solve some problem • Change to make work procedures more efficient • Change to reduce unnecessary workload

Bridging the Authority-Power Gap

Overt displays of authority should be used as a last resort. Mutual trust must be maintained. The leader should make a genuine effort to know and care about each subordinate as a unique individual. The manager needs to provide enough information about organizational and unit goals to subordinates so that they understand how their efforts and those of their manager are contributing to goal attainment.

human relations management era

During the 1920s, worker unrest developed. The Industrial Revolution had resulted in great numbers of relatively unskilled laborers working in large factories on specialized tasks. Thus, management scientists and organizational theorists began to look at the role of worker satisfaction in production. This led to the concepts of participatory and humanistic management, emphasizing people rather than machines.

Situational Leadership

Effective leadership varies with the *task* in hand and situational leaders adapt their leadership style to each situation and level of maturity of the group

leadership roles

Evaluates the organizational structure frequently to determine if management positions should be eliminated to shorten the chain of command 2. Encourages and guides employees to follow the chain of command and counsels employees who do not do so 3. Supports personnel in advisory (staff) positions 4. Models responsibility and accountability for subordinates 5. Assists staff to see how their roles are congruent with and complement the organization's mission, vision, and goals 6. Facilitates constructive informal group structure 7. Encourages upward communication 8. Fosters a positive organizational culture between work groups and subcultures that facilitates shared values and goals 9. Promotes participatory decision making and shared governance to empower subordinates 10. Uses committees to facilitate group goals, not to delay decisions

Strategic Planning

Generally, complex organizational plans that involve a long period (usually 3 to 7 years) are referred to as long-range or strategic plans. • Strategic planning typically examines an organization's purpose, mission, philosophy, and goals in the context of its external environment.

leadership vs management

LEADERS: o Envision the future o Communicate their visions o Motivate followers o Lead the way o Influence others to accomplish goals o Inspire confidence o Take risks o Empower followers o Master change MANAGERS: Coordinate resources o Optimize resource use o Meet organizational goals and objectives o Follow rules o Plan, organize, control, and direct o Use reward and punishment effectively to achieve organizational goals

democratic leadership

LESS CONTROL is maintained. • Economic and ego AWARDS are used to motivate. • Others are directed through SUGGESTIONS/GUIDANCE • Communication flows up and down. • Decision making involves others. • Emphasis on "WE" rather than I and you. Criticism is CONSTRUCTIVE

Factor that negatively impacts the future of healthcare

Managers who are uninformed about the legal, political, economic, and social factors affecting health care make planning errors that may have disastrous implications for their professional development and the financial viability of the organization

SWOT

Strength, Weakness, Opportunities, Threats

authoritarian leadership

Strong CONTROL is maintained over the work group. • Others are motivated by COERCION. • Others are directed with COMMANDS. • Communication flows downward. • Decision making does not involve others. • Emphasis is on difference in status ("I" and "you") Criticism is PUNITIVE

rational-empirical

The manager provides factual information to support the change. Used when resistance to change is minimal.

management

The process of leading and directing all or part of an organization through the deployment and manipulation of resources. • Guide, direct, and motivate others • Intervene when goals are threatened • Emphasize control

Theory X

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

Theory Y

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

Scientific Management

a management theory using efficiency experts to examine each work operations and find ways to minimize the time needed to complete it

unit council

an elective group picked to represent the core body of the unit when a change is being implemented

Kurt Lewin's Change Theory

group differs from the sum of its parts; one's behavior is related to both one's personal characteristics and to the social situation one finds oneself in; behavior is the dynamic balance of forces working in opposite directions

normative re-educative strategy

group norms and peer pressure to socialize people to influence the change

contingent reward

leader is task oriented in providing followers with meaningful rewards based on successful task completion. (transactional)

full-range leadership

leader that can apply principles of three specific styles of leadership at any given time: transformational, transactional, and laissez-faire.

ACTIVE management by exception

leader watches and searches actively for deviations from rules and standards and takes corrective actions when necessary.

PASSIVE management by exception

leader who intervenes only after errors have been detected or standards have been violated.

Transformational Leadership

leaders and followers have the ability to raise each other to higher levels of motivation and morality. focus on vision and empowerment.

Great Man Theory

leaders are born, not made

Sources of Power

legitimate (position) power, reward (ability to grant favors) power, coercive (fear) power, expert (knowledge and skill) power, referent (association w/ others) power, charismatic (personal) power, and informational (the need for info) power

Contingency Leadership

no one leadership style is ideal for every situation

individualized consideration

occurs when the leader is able to individualize his or her followers, recognizing and appreciating their unique needs, strengths, and challenges (transformational)

law of the situation

one person should not give orders to a second person, instead, both should agree to take their orders from the situation

controlling

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

Management Process

planning-->organizing-->staffing-->directing--> controlling the use of resources to accomplish performance goals

5 traits of EI

self-awareness self-regulation motivation empathy social skills

Principles of Organizational Planning

• All plans must flow from other plans. Short-range plans must be congruent with long-range plans. • Planning in all areas of the organization must follow the mission, philosophy, and goals of the overall organization. • Planning involves the same process regardless of the period involved. • The length of the plan is determined by what actions are necessary to make the plan successful. • All planning must include an evaluation step and requires periodic reevaluation and prioritization. • All people and organizational units affected by a plan should be included in the planning.

laissez-faire leadership

• Is PERMISSIVE with little or no control. • Motivates by SUPPORT when requested by the group or individuals. • LITTLE OR NO DIRECTION. • Uses upward and downward communication between members of the group. • Disperses decision making throughout the group. • Places emphasis on the group. • DOES NOT CRITICIZE.

Authority-Power Gap

• The right to command does not ensure that employees will follow orders • The more power subordinates perceive a manager to have, the smaller the gap between the right to expect certain things and the resulting fulfillment of those expectations by others • The negative effect of a wide authority-power gap is that organizational chaos may develop