Nurse Leader, Manager, and Care Coordinator

leadership is characterized by a sense of equality among the leader and other participants. 1). Autocratic 2).Democratic 3). In laissez-faire leadership, 4). Transformational

Democratic

True or false: A good example of explicit power is a class bully who gets his way by intimidating his classmates

False

Communication

Interpretation -How we process and analyze information, influenced by environment, opinions, past experiences, personal perceptions. Verbal vs. Nonverbal -Facial expressions, eye contact. Not spoken; expressed.

Avoiding

Issue is known but is not resolved. Group ignores it or postpones resolution.

Collaborating

Joint effort to resolve problem with win-win solution. Parties set aside previous goals, determine common goal and accept responsibility for achieving this goal.

Transformational

Leader creates an intellectual stimulating practice environment and challenge themselves and others to grow personally and profesionally and to learn.

Quantum

Moves beyond traditional modes previously experienced by all levels of workers.

Cooperating/Accomodating

One party gives in.

Competing

One party wins at the expense of others. Utilized when one party is more knowledgeable about situation or when resistance is appropriate because of ethical concerns and unsafe patient care.

Role of Nurse Manager

Planning: Identifying problems, developing goals, objectives, and related strategies to meet the demands of the clinical arena. Organization: Acquiring, managing, and mobilizing resources to meet both clinical and financial objectives. Directing: Leading others in achieving goals within the constraints of the current fiscal and workforce shortage scenarios. Controlling: Implementing mechanisms for ongoing evaluation, particularly in areas of clinical quality and financial accountability.

Explicit Power

Power by virtue of position.

Implied Power

Power due to other factors, such as personality. Have the power to influence.

Preceptorship

The preceptor (experienced nurse) is selected (generally paid) to introduce and employee to new responsibilities through teaching and guidance.

leadership can create revolutionary change instituted by charismatic leaders. 1). Autocratic 2).Democratic 3). In laissez-faire leadership, 4). Transformational

Transformational

True or false: It is increasingly difficult for the nurse manager to be both clinical and managerial expert

True

Leadership

Type of power. Ability to direct or motivate a person or group to achieve set goals.

what is car coordination?

defined as the organization of patient care activities to facilitate the delivery of quality health care services in an efficient person-centered manner (ANA)

the leader relinquishes power to the group. 1). Autocratic 2).Democratic 3). In laissez-faire leadership, 4). Transformational

laissez-faire leadership

Leadership Styles

*Autocratic* *Democratic* *Laissez-faire* *Quantum* *Transactional* *Transformational.*

Developing Leadership Responsibilities

*Mentorship* *Preceptorship* Nursing organizations Continuing education.

Clinical Nurse Leader Role

-Created by AACN (American Association of Colleges of Nursing) as a leadership role -CNL works with healthcare team to oversee, facilitate, coordinate patient care. -CNL should communicate with other health care professionals, integrate evidence based practices and evaluate patient risks and outcomes -Person centered focus of CNL include: patient advocate, educator, and provider of patient care in complex situations.

Communication Techniques

-Develop trust -Use "I" statements -Eye contact -Empathy -Open communication, open ended questions -Clarify information -Body language -Use touch -Active listener -Special circumstances.

Overcoming Resistance to Change

-Explain proposed change to all affected -List the advantages of the change -Relate the change to the person's existing beliefs and values -Provide opportunities for open communication and feedback -Indicate how change will be evaluated -Introduce change gradually -Provide incentives.

Achieving Self-Knowledge

-Identify your strengths -Evaluate how you accomplish your work -Clarify your values -Determine where you belong and what you can contribute -Assume responsibility for relationships.

Considerations When Delegating Nursing Care

-Patient's condition -Complexity of the activity -Potential for harm -Degree of problem solving and innovation necessary -Level of interaction required with the patient -Capabilities of the UAP (Unlicensed Assistive Personnel) -Availability of professional staff to accomplish workload.

Planned Change: An Eight-Step Process

-Recognize symptoms that indicate that change is needed and collect data -Identify a problem to be solved through change -Determine/analyze alternative solutions to the problem -Select a course of action from possible alternatives -Plan for making the change -Implement the selected course of action to effect change -Evaluate the effects of change -Stabilize the change.

Factors Increasing the Power Base of Nursing

-Right timing -Size of the nursing profession -Nursing's referent power -Increasing knowledge base and education for nurses -Nursing's unique perspective -Desire of consumers and providers for change.

Written and Electronic Communication

-State what is observed, not judgmental -Quantify -Don't include irrelevant information.

Evidence Based Strategies to Improve Leadership Skills

-Strive to become an authentic leader -Develop leadership skills -Promote a healthy work environment -Engage staff to commit to their best effort at work -Assist new graduates to transition into the RN roles.

ANA Principles for Delegating Care

-The nursing profession determines the scope of nursing practice -The nursing profession defines and supervises UAPs involved in providing direct nursing care -The RN is responsible and accountable for nursing practice -The RN supervises any assistant providing direct patient care -The purpose of UAP is to work in supportive role to the RN.

Reasons for Resistance to Change

-Threat to self -Lack of understanding -Limited tolerance for change -Disagreements about the benefits of change -Fear of increased responsibility.

Considerations for Planned Change

-What is amenable to change? -How does the group function as a unit? -Is the group ready for change and at what rate? -Are the changes major or minor?

Lewin's Theory of Change

1). Unfreezing: The need for change is recognized. 2). Moving: Change is initiated after a careful process of planning. 3). Refreezing: Change becomes operational.

Which style of leadership describes a nurse leader who assumes control over the decisions and activities of the group? a) autocratic leadership b) democratic leadership c) laissez-faire leadership d) Transformational leadership

A

Mentorship

A relationship in which an experienced individual (mentor) advises and assists a less experienced individual (protege).

Autocratic

Also known as authoritarian leadership. Leader has complete control of group decisions and activities.

Transactional

Also known as managerial leadership. Leaders promote compliance through rewards and punishment. Unlike transformtional leaders, they're not looking for change but rather for things to remain the same.

Laissez-faire

Also known as non directive leadership. Power is given to the group making it hard to distinguish the leader of the group. Depends on strength of followers to direct group activities. Effective when staff are clinical experts.

Democratic

Also known as participative leadership. Decision making is shared among leader and group members.

Smoothing

An effort to complement other party and focus on agreement rather than disagreement thus reduce emotion in conflict. Issue is swept under the rug.

leadership involves a firm, insistent, self-assured leader who keeps at the center of attention. 1). Autocratic 2).Democratic 3). In laissez-faire leadership, 4). Transformational

Autocratic

Conflict Resolution Strategies

Avoiding; Collaborating; Competing; Compromising; Cooperating/Accommodating; Smoothing.

Compromising

Both parties relinquish something of equal value.

Management Structures

Centralized -Senior managers generally make decisions with little input from group Decentralized -Decisions made by those knowledgeable about issue being decided -Nurses are thus intimately involved in decisions concerning patient care.

Leadership Qualities

Charismatic Dynamic Enthusiastic Poised Confident Self-directed Flexible Knowledgeable Politically aware.

Leadership Skills

Commitment to excellence Problem-solving skills Commitment and passion for one's work Trustworthiness and integrity Respectfulness Empathy and caring Responsibility to enhance personal growth of all staff.