1a Leadership in nursing, Theories, & Power

Quintuple aim in healthcare

roles: leader, manager, follower

leader: Inspires and motivates others; helps solve problems

manager: follows protocols and procedures: planning and coordination (eg bedside RN for pt care or unit manager)

followership/followership model: Supports the leader and team; collaborates and actively engages

• how nurses support leaders and contribute to the team

traits of a leader

vision for the future (can see what is coming)

able to see possibilities: problem solving)

effective communication

adaptable

Use of experience for judicial decisions

traits of a manager

Plan, direct, control, and evaluate others

Identifies recurring issues and creates evidence-based routines

Monitors self and team consistently

Boosts morale during repetitive or challenging tasks

emotional intelligence

• what is it

Ability to recognize, understand, and manage emotions (your own and others’)

• social skills, interpersonal competence, psychological maturity, and emotional awareness

Parts of EI

self-awareness: identify your emotions and how they affect your perceptions

self-motivation: internally motivations vs external

managing emotions: identify emotions and not let them out of control

handling relationships: socially appropriate and interact with others with ease

empathy: value differences of others and not one group over another

Application of Roles to Quadruple Aim: just read

• leader, manager, follower

theories of nursing management (groups)

trait theory: explain/define

style theory: just explain/list

focuses on the characteristics of individual leaders instead of the characteristics or functioning of the organization.

• eg Intelligence, people skills, decisiveness, creativity, trustworthiness

style theory: autocratic, democratic, laissez-faire

autocratic, democratic, laissez faire

autocratic: controlling with less satisfaction

• Useful in emergencies

democratic: involves staff in decision making; collaborative

laissez-faire: hands off; Team works independently; Works best with experienced staff/professionals

• some leadership needed so everyone moves in the same direction

Transactional

Transformational

Situational-contingency theory T

transational: Focuses on tasks, rules, and performance

• uses rewards and consequences

• Addresses problems only after they occur; Responds by creating more rules or policies

transformational: Inspires and motivates others

• Encourages growth, change, and shared vision

Situational–Contingency Theory: Leadership style changes based on the situation

• No one “best” style for all situations

maslow’s

2-factor theory

Maslow: Needs must be met in order (basic → self-fulfillment)

• Lower needs first (food, safety)

two-factor: Hertzberg 2 types of factors in organizations (hygiene and motivational factors). both are needed to be satisfied

• hygiene factors help employee feel safe and secure/prevent dissatisfaction (working conditions, pay, status)

• Motivators increase satisfaction (achievement, recognition)

expectancy theory

Organizational Behavior (OB) Modification

expectancy: Vroom

• People are motivated if they believe effort = reward

• eg gift card for overtime

Organizational Behavior (OB) Modification

• Based on Skinner’s operant conditioning

• Rewards increase desired behaviors

• Consequences decrease undesired behavior

systems vs complexity theory

systems: A system is the sum of its parts

• Changes in one part cause ripple effects in the whole

• Focuses on orderly, systematic, and consistent change

complexity: Looks at how parts interact and adapt

• Looks for patterns, interactions, and “if/then” scenarios

• Focuses on adaptation and work-arounds in unpredictable environments

• Focuses on what changes naturally

servant leadership

prioritize the growth and well being of team members

• increased job satisfaction and retention rates

• supportive work culture

• benefits both staff and patients

authentive leadership

strong set of values and morals that they stick to

• genuine, self-aware, and transparent of their stances

sinek social contract

Leaders and followers have an unspoken agreement

Leaders protect and support their team

Followers trust and commit to the leader

Authority vs power vs influence

Authority- sanctioned/given by the organization

• directs and delegate

Power- ability to get others to do something, whether or not you have formal authority

• affects the belief and actions of others: formal and informal

Influence- Process of using power

sources of power: position power

• example

• types

eg charge nurse/nurse manager

types: CLIRP

Coercive power: Uses punishment or negative consequences to control others

• Unpleasant tasks, verbal warnings, termination (must follow protocol

Legitimate: Has formal authority; requests are expected to be followed.

• RN asks PCA to carry out task (they do it)

Information power: Has knowledge others don’t.

• Manager knows sensitive info that can’t be shared

Reward power: Offers incentives that staff value to encourage performance

Persuasion power: can convince others to follow their leadership

personal power types

CREE

Connection power: Comes from knowing influential people and leveraging those relationships.

Referent power: Comes from personal qualities, like confidence, problem-solving, or giving good advice—not the role itself.

Empowerment: Sharing power with others.

Expert power: Has more knowledge than others.

• Example: Managers or educators.

Covey’s 8 Characteristics of Effective, Principle-Centered Leaders (just read -pic)