Leadership in nursing

jamilah saad qahtani
CNS,MSN,BSN,RGN,OR Specilaist
1
Leadership

Objective
2
At The end of the presentation the student will be
able:
 Define the terms of theory, management, and leadership.
 Understand the differentiate between leadership and
management.
 Discuss the classification of theories and style of
leadership and management.
 Discuss the various principles of management.
 Describe the leadership and management for nursing
future.
 Discuss the integration leadership and management..
jamilah saad qahtani CNS,MSN,BSN,RGN,OR
Specilaist

Outline
3
1- Introduction.
2- Define the terms of:
 Theory
 Management.
 Leadership.
3- Differentiate between leadership and management.
4- Classification of theories and style:
 Theories and style of management.
 Theories and style of leadership.
4- Various principles of management.
5- Leadership and management for nursing future.
6- Integration leadership and management skills.
 Summary.
 References.
Specilaist

Introduction
4
 The relationship between leadership and
management continue to prompt some debate,
although the literature demonstrates the need for
both (Trent, 2003).
 leadership is viewed by some as one of managements
many functions; others maintain that leadership
requires more complex skills than management and
that management is only one role of leadership; still
others delineate between the two.
Specilaist

Count,
5
 Management is efficiency in climbing the ladder of
success; leadership determines whether the ladder is
leaning against the right wall.
Specilaist

Definition of terms:
6
1- leadership:
 Leadership is a process
by which a person
influences others to
accomplish an objective
and directs the
organization in a way that
makes is more cohesive
and coherent.
Specilaist

Count, Definition of leadership:
7
 Leadership is the process of persuasion and
example by which an individual (or leadership
team) induces a group to pursue objectives
held by the leader or shared by the leader and
his or her followers.
 Leadership : is a process by which one
individual influences others toward the
attainment of group or organizational goals.
Specilaist

2- Management:
8
 The manager in which a
work is operated,
supervision and
execution of
management policies.
Specilaist

count, Management:
9
 Management is concerned with the
execution of the plans through direction and
guidance of employees to attain the
predetermined objectives.
 Management is the process of working with
and through others to achieve organizational
objectives in a changing environment.
Specilaist

Differences between management
and leadership10
 The words management and leadership are often
used interchangeable, which makes me crazy. For
starters, they aren’t. They are similar,
yet different and it’s important to understand
the difference for 3 reasons:
1. To clarify roles and responsibilities
2. Help managers successfully transition to
leadership positions
3. To build a leadership pipeline
Specilaist

Differences between management
and leadership11
leadersManagers
Innovates.Administer
originatesImitate.
developsmaintains
Focuses on people.Focuses on systems and
structure
Inspires trust.Relies on control.
Specilaist

Count,
12
leadersManagers
Has a long-range view.Has a short-range view
Ask what and why.Ask how and when
leadersmanagers
Challengers it.Accepts the status quo.
Do the right thing.Do things right.
Cope with change.Cope with complexity.
Specilaist

Count,
13
 Leadership is the art of accomplishing more than the
science of management says is possible.
Specilaist

Theories and style of leadership:
14
 Definition of theory:
 Theory is an explanation for how or why something
occurs.
Specilaist

leadership style?
15
 Leadership style of behavior used by a leader in
attempting to influence group members and make
decision regarding the mission, strategy, and
operations of group activities.
 Leadership style is a manner and approach of
providing direction, implementing plans and
motivating people.
Specilaist

Style of leadership:
16
Specilaist

Style of leadership:
17
1. Authoritarian ( Autocratic ) style
2. Democratic style
3. Laissez – Faire style
4. Multicratic:
5. Transformational.
6. Transactional.
Specilaist

1-AUTHORITARIAN
18
 Manager retains as
much power and
decision making
authority as possible.
The manager does not
consult the employees,
not allowed to give any
input .
Specilaist

Characteristics of the
authoritarian:
19
1. Strong control is maintained over the work group .
2. Others are motivated by coercion
3. Others are directed with commands .
4. Communication flows downward .
5. Decision making does not involve others.
6. Emphasis is on difference in status ( I and you ) .
7. Criticism is punitive .
Specilaist

Count, characteristics:
20
 Benefit of autocratic :is reduce stress due to
increased control and faster decision making .
 Disadvantages : increased work load to the
manager – staff creativity , self motivation and
autonomy reduce .
 When it is used ? Untrained staff- limit time in
which to make a decision .
Specilaist

2- DEMOCRATIC STYLE
21
 These style the manager
consult the others and
the manager delegate the
tasks to subordinates and
give them full
responsibility .
Specilaist

Characteristics of the democratic style:
22
1. Less control maintained
2. Economic and ego awards are used to motivate .
3. Others are directed through suggestion and
guidance .
4. Communication flows up and down .
5. Decision making involves other .
6. Emphasis is one( we).
7. Criticism is constructive .
Specilaist

Count,
23
 Disadvantage : decision making danger of pseudo
participant like the other style.
 And because need to consult the people it is take
time .
Specilaist

3- LAISSEZE –FAIRE
24
 The laissez-
faire leadership style
is where all the rights
and power to make
decisions is fully
given to the worker
Specilaist

Count, 3- LAISSEZE –FAIRE
25
The laisseze –faire characteristics :
1. Is permissive , with little or no control .
2. Motivates by support when request by the
group or individual .
3. Provides little or no direction .
4. Uses upward and downward communication
between members of the group .
5. Disperses decision making through the group .
Specilaist

Count, characteristics
26
6. Places emphasis on the group .
7. Does not criticize .
 Disadvantages :it is make the employee insecure .
The manager can not give the employee feed back .
 These style used for employee highly skilled.
Specilaist

4. Multicratic:
27
 Combines the positive features of authoritative,
participative leadership styles.
 Leader provides a maximum of structure when the
situation requires it.
 Leader provides maximum group participation when
need.
 Support and encouragement provide to subordinates at
all times.
Specilaist

5. Transformational :
28
 The leader is role model who uses individualized
consideration, provides a
sense of direction and encourage self –management.
 Transformation leadership is a cooperative, process-
focused networking.
 Transformational leadership emphasized the importance of
interpersonal
relationship.
 Focuses on merging the motives ,desired, values and goals
of leaders and
followers into a common cause.
Specilaist

Count, transformational29
 bernared bass and bruce avolio (1993) identify four
components that
characterize transformational leadership:
1. Idealize influence.
2. Inspirational motivation
3. Intellectual stimulation
4. Individualized consideration
 Transformational leadership can be used effectively by nurses
with clients or co-
workers at the bedside.
Specilaist

6. Transactional :
30
 Transactional leadership is someone who display
behaviors associated with constructive and corrective
transaction. the constructive style is label contingent
reward and the corrective style is labeled management by
exception.
 Transactional leadership defines expectations and
promotes performance to achieve it.
 It is considered into two main types which are contingent
reward and active management by exception
Specilaist

Comparing transactional and
transformational leaders
31
TransactionalTransformational
Focuses on management tasksIdentifies common values
Is a caretakerIs committed
Uses trade-
offs/change/substitution to meet
goal
Inspires others with vision.
Does not identify shared valuesHas long-term vision
Examine causesLooks at effects
Uses contingency rewardEmpower others
Specilaist

LEADERSHIP THEORIES
32
 Because strong management skilled were historically
value more than strong leadership skills the scientific
study of leadership did not begin until the 20th
century . To better understanding the leadership it is
necessary to look at how leadership theory has
evolved over the last century .
Specilaist

Eras of leadership theories:
33
1. Great man theory.
2. Trait theory (1900-1940) .
3. Behavioral theory(1940-1980) .
4. Contingency theory(1950-1980) .
5. Interactional theory(1970-Present) .
6. Transactional theory .
Specilaist

1. GREAT MAN TEORY
34
"Leaders are born not made".
 Some are born great, some achieve greatness, and
some have greatness thrust upon them.
 Great man theory from Aristotelian philosophy,
asserts that people are born to lead whereas others
are born to be led.
Specilaist

2. TRAIT LEADERSHIP THEORY
35
 It is assume that some people have certain
characteristics (charisma) or personality traits that
make them better leaders than others.
 Contemporary opponents of these theories argue
that leadership skills can be developed, and are no
necessarily inborn.
Specilaist

Count,
36
 Some theories stated that scientific inquiry has
proved these theories are not valid and maintains
that leadership requires collaborators more than
charisma.
 Although trait theories have obvious shortcomings
(e.g, they neglect the impact of others or the
situation on the leadership role), they are worth
examining.
Specilaist

3. BEHAVIORAL THEORIES (1940-1980)
37
 They reflect the introduction to a new era which
concerned with human relations.
 A major breakthrough occurred when lewin (1951)
and white and lippitt (1960) isolated common
leadership style these style called authoritarian
_democratic and laissez –faire
Specilaist

4. CONTINGENCY OR SITUATIONAL
LEADERSHIP
38
 These focus on particular variable related to the
environment that might determined best suited for
the situation according to these theory no leadership
style is best in all situation . Situational theories
propose that leader choose the best course of action
based upon situational variables.
Appropriate for some decision making.
Specilaist

5. INTERACTIONAL THEORIES
39
 This theory is that leadership behavior is generally
determined by the relationship between the leader's
personality and the specific situation.
 Schein was developed a model of human as complex
beings whose working environment was an open
system to which they responded.
Specilaist

Count,
40
 A system may be defined as a set of objects, with
relationships between objects and between personal
attributes.
 A system is considered open if it exchanges matter,
energy, or information with its environment.
Specilaist

THEORIES AND STYLE OF MANAGEMENT
41
 Management: is the process of leading and directing
all or part of organization, often the business,
through the deployment and manipulation of
resources .
 Management science: like nursing developed theory
base from many disciplines, such as sociology –
anthropology.
Specilaist

Theorists views of what successful
management is .
42
1. SCIENTIFIC MANAGEMENT (1900-1930);
Fredric Taylor The father of scientific management he put
four principles for this theory (1911):
1- Traditional means of organization work must be replaced
with scientific methods. Work could be scientifically
designed to promote greatest efficiency of time and
energy.
2-a scientific personal system must be established so that
workers can be hired, trained and promoted based on
their technical competence and abilities.
Specilaist

Count,
43
 3- Workers should be able to view how they fit into
the organization and how they contribute to overall
organizational productivity. This provides common
goals and a sharing of the organizational mission.
 4- The relationship between managers and workers
should be cooperative and independent and the work
should be share equal.
Specilaist

2. Management function theory (1925)
44
 Henri fayol first identified the management
functions of planning, organization, command,
coordinating, and control. Luther gulick (1937)
expand on fayols management function in his
introduction of the seven activities of management –
planning –organizing –staffing –directing
coordinating ,reporting and budgeting .
Specilaist

Management process is:
45
 1-Planning: determined philosophy –goals –
objectives –policies – procedures and rules.
 2- Organizing: include carry out the plans.
 3- Staffing: consist recruiting –hiring and
scheduling –staff development
Specilaist

Count,
46
 4- Directing: include several staffing functions this
phase functions usually entail human resource
management responsibility.
 5- Controlling: include performance appraisals,
quality control legal and ethical control.
Specilaist

3. Human relations management (1930-1970)
47
 This human relations are developed the concepts of
participatory and humanistic management,
emphasizing people rather than the machines .
Specilaist

Principle of management
48
 There are 14 principle of management described
by henri fayol :
 1- Division of labor: work of all kinds must be divided
, subdivided and allotted to various persons according to
their expertise in particular area .
 2- Authority an responsibility: refer to the right of
superior to get exactness from their subordinates.
 3- Unity of command: should receive the order from
one accountable person only one.
Specilaist

Count, principle
49
 4- Unity of direction: people engaged in the same
kind of business or same kind of activities must have
the same objective in a single plane.
 5- Equity: it is combination of fairness and kindness
the employee should be treated with justice and
equity if devotion is expected of them.
 6- Order: this principle concerted with proper and
systematic arrangement of the things and people.
 7- Discipline: means sincerity, obedience, and respect
of authority, observance of rules and regulation of the
enterprise.
Specilaist

Count, principle
50
 8-Initiative: means eagerness to initiate action without
being asked to do so the management should provide
opportunity to employee to suggest ideas, experiences.
 9- Remuneration: to be paid to the workers should be
fair, responsible, satisfactory and rewarding of the
efforts.
 10- Stability of tenure: employees should be moved
frequently from one job to other.
 11- Scalar chain: is the superior ranging from the
ultimate authority to the lowest
Specilaist

Count, principle
51
 12- Sub –ordination of individual interest to
common goal : an organization is much bigger
than individual it constitutes therefore interest of
the undertaking should prevail circumstance.
 13-Espirit de corps: it refer to team spirit.
 14- Centralization: mean concentration of
authority at the top level .
Specilaist

Integrating leadership and
management:
52
 Because rapid, dramatic change will continue in
nursing and the health care industry, it has grown
increasingly important for nurses to develop skill in
both leadership roles and management functions.
For managers and leaders to function at their
greatest potential, the two must be integrated.
Specilaist

Leadership and management for nursing's
future
53
 Seemingly insurmountable problems, a lack of resources
to solve those problems, and individual apathy have been
and will continue to be issues that contemporary leader-
managers face.
 Effective leadership is absolutely critical to
organizational success in the 21st century.
 Becoming a better leader-manager begins with a highly
developed understanding of what leadership and
management are and how these skills can be developed.
Specilaist

Count,
54
 The problem is that these skills are dynamic, and
what we know and believe to be true about
leadership and management changes constantly in
response to new research and visionary thinking.
 It is more important than ever that leader-managers
be able to integrate leadership roles and
management functions and that some balance can be
achieved between industrial age leadership and
relationship age leadership skills.
Specilaist

Summary:
55
Specilaist

Specilaist
56

References:
57
 http://www.amnavigator.com/blog/2009/05/12/20-
differences-between-management-leadership/
 Marquis, B.L. &Huston, C.J.(2009). Leadership Roles and
Management Functions in Nursing: theory and
Application. Lippincott, W&W. Philadelphia.
 http://www.strategicmarketsegmentation.com/6-decision-
making-steps/
 http://
psychology.about.com/od/leadership/leadtheories.htm.
 Robet N. Lussier, 3rd edition, Management Fundamental,
concept applications skill development, Lippincott W&W,
Philadelphia.
 Historitical development, recent
developments.mht/mhtmlill.
Specilaist

Specilaist
58

Specilaist
59

Leadership in nursing

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Leadership in nursing

Similar to Leadership in nursing (20)

More from Jamilah AlQahtani

More from Jamilah AlQahtani (20)

Recently uploaded

Recently uploaded (20)

Leadership in nursing