NURS104 exam 2 Leadership (Chapters 17&20/fall recording)

Leadership

The act of guiding or influencing people to achieve desired outcomes; occurs anytime a person attempts to influence the beliefs, opinions, or behaviors of a group or individual. More person-driven.

Power

Ability to motivate or influence others, with or without authority

Transactional Leadership

Focuses on results using reward/penalty system

Transformational leadership

Inspires employees to go above and beyond expectations to work towards a shared vision using collaboration.

Management

Coordination of resources (people, time, things) to achieve outcomes; involves problem-solving and decision-making processes. More team-driven.

Authority

Legitimate right to direct others, given to a person by the employer through an official position.

Autocratic/Authoritative

Quick decisions, manager is in charge. Very directive style. Clearly in control, making all decisions. Little room for creativity. Group is not encouraged to provide input Project has significant risk.

Democratic/Participative

More time to make decisions, manager asks for feedback/ideas. Leader participates in the group. Encourages ideas & opinions. Leader guides or facilitates.

Laissez-Faire

Manager delegates decision making authority. Hands off style. Group makes decisions without guidance from leader. Delegated approach. Passive presence.

5 Functions of a Manager

Planning, organizing, staffing, directing, controlling.

Delegation

Transferring to a competent staff member the authority and responsibility to perform a selected nursing task that the staff member would normally not perform. The RN retains accountability for the task.

Supervision

Active process of delegating, guiding, and influencing the outcome of an individual’s performance of an activity or a task.

Formal Leadership

Appointed to an approved position.

Informal Leadership

Can influence and persuade others. Can change the attitude and effectiveness of a group.

Transactional Leadership Theory

Focus on day-to-day tasks. “Telling” style of leadership. Reward/Penalty System. Appeals to self-interest. Monitor performance and correct as needed. Wait until problems occur, then deal with them.

Transformational Leadership Theory

Identify and clearly communicate vision and direction. Empower the group to accomplish goals and achieve vision. “Selling” style of leadership. Impart meaning to work. Admired and emulated; Mentor. Motivate, influence, inspire. Collaboration.

Technical Skills

Clinical expertise. Nursing knowledge.

Human Skills

Maintain honesty, integrity (Trust!). Create teaching/learning environment. Role model a commitment to excellence. Open environment (share information!).

Conceptual Skills

Make a commitment to support vision, mission, and goals. Understand the complexities of the organization, and where you fit into it. Understand the needs of the patients, families, physicians, nurses, staff, administration, other departments.

Planning

Identify needs. Determine actions steps. Decides what to do next. Ex. Staff development, quality improvement.

Organizing

Use of resources. Organizes activities, resources, and processes. Assignment of duties or responsibilities; delegates authority. Organizational Chart. Effective communication.

Staffing

Recruiting, Hiring, Training, Scheduling.

Directing

Guiding and supervising of subordinates to ensure meeting goals. Clearly communicate expectations. Create motivating climate. Model expected behaviors. Good instructions.

Controlling

Ensure goals are met. Safe care. Quality care. Monitoring performance. Determine action plans if goals are not met. Establishing standards. Performance evaluations.

Assignment

Distribution of work among staff members in a given work period. Assign patients to a specific staff member. RN delegates which work is done by whom within the assignment.