NCM 107 Testbook Test

NURSING LEADERSHIP & MANAGEMENT NCM 107
Nursing
leadership &
management
NCM 107
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Chapter 1
Nursing as a Profession
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PROFESSION
An occupation/calling requiring advanced training and experience in some
specific/specialized body of knowledge which provide service to society in
that special field. Metha (2012) also defined profession as an occupation
based on specialized intellectual study and training, the purpose of which is
to supply skilled services with ethical components and others.
Characteristics of a Profession (Metha, 2012)
1. A basic profession requires an extended education of its members, as
well as a basic liberal foundation.
2. A profession has a theoretical body of knowledge leading to defined
skills, abilities and norms.
3. A profession provides a specific service.
4. Members of a profession have autonomy in decision-making and
practice.
5. The profession has a code of ethics to regulate the relationships
between professionals and clients.
6. Educates its own practitioners.
7. Sets its own standards.
8. Availability of professional education as a life-long process and
mechanisms to advance the education of professionals established by
the profession.
9. The presence within the profession of individuals with varied identities
and values forming groupings and coalitions that coalesce into unified
segments known as specialties with specific missions.
10.
Self-regulation that protects practitioners and supports
disciplinary criteria and actions to censure, suspend, or remove code
violators.
11.
Adapts its services to meet changing needs.
12.
Makes economical use of practitioners.
13.
Promotes welfare and wellbeing of its practitioner.
14.
Motivated more by its commitment to the service it renders.
15.
Unites to achieve longer goals.
Though often working collaboratively, nurses do not simply "assist" physicians

and other health care providers. Instead, they practice independently within
their own defined scope of practice. Nursing roles range from direct patient
care to case management, establishing nursing practice standards,
developing quality assurance procedures, and directing complex nursing care
systems.
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Qualities of a Professional Nurse

1. Must have a Bachelor of Science degree in nursing.
2. Must be physically and mentally fit.
3. Must have a license to practice nursing in the country.
4. Interest and willingness to work and learn with individuals/groups.
5. Warm personality and concern for people.
6. Respectful and creative.
7. Has capacity and ability to work with others.
8. Takes action to improve self and service.
9. Has competence in performing work.
10.
Skilled in decision making, communicating and relating with
others.
11.
Research- oriented.
12.
Participates actively in issues confronting nurses and nursing.
A professional nurse therefore, is a person who has completed a basic
nursing education program and is licensed in his country to practice
professional nursing.
NURSING AS APROFESSION
Scope of Nursing
Initiates and performs nursing services to individuals, families, and
communities. Nursing care during conception, labor, delivery, infancy,
childhood, toddler, preschool, school age, adolescence, adulthood and old
age. Nurses primarily responsible for the promotion of health and
prevention of illness. Nurses shall collaborate with other health care
providers for the curative, preventive and rehabilitative.
-From the R.A. 9173- The Lawphil Project
Duties
Provide nursing care

Establish linkages with community resources and coordinate with the
health team.
Provide health education.
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Teach, guide and supervise students in nursing education program.

Undertake nursing and resource development training research.
ROLES OF A PROFESSIONAL NURSE

1. Caregiver/ Care provider
The traditional and most essential role, functions as nurturer, comforter,

provider
Mothering actions of the nurse
Provides direct care and promotes comfort of client
Activities involves knowledge and sensitivity to what matters and what
is important to clients
Show concern for client welfare and acceptance of the client as a
person
2. Teacher
Provides information and helps the client to learn or acquire new

knowledge and technical skills
Encourages compliance with prescribed therapy.
Promotes healthy lifestyles
Interprets information to the client
3. Counselor
Helps client to recognize and cope with stressful psychologic or social

problems; to develop an improve interpersonal relationships and to
promote personal growth
Provides emotional, intellectual to and psychologic support
Focuses on helping a client to develop new attitudes, feelings and
behaviors rather than promoting intellectual growth.
Encourages the client to look at alternative behaviors recognize the
choices and develop a sense of control.
4. Change agent
Initiate changes or assist clients to make modifications in themselves or

in the system of care.
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5. Client advocate
Involves concern for and actions in behalf of the client to bring about a
change.
Promotes what is best for the client, ensuring that the clients needs are
met and protecting the clients right.
Provides explanation in clients language and support clients decisions.
6. Manager
Makes decisions, coordinates activities of others, allocate resource

Evaluate care and personnel
Plans, give direction, develop staff, monitor operations, give the
rewards fairly and represent both staff and administrations as needed.
7. Researcher
Participates in identifying significant researchable problems

Participates in scientific investigation and must be a consumer of
research findings
Must be aware of the research process, language of research, a
sensitive to issues related to protecting the rights of human subjects.
Expanded role as a nurse

Clinical Specialists- is a nurse who has completed a masters degree in
specialty and has considerable clinical expertise in that specialty. She
provides expert care to individuals, participates in educating health care
professionals and ancillary, acts as a clinical consultant and participates in
research.
Nurse Practitioner- is a nurse who has completed either as certificate
program or a masters degree in a specialty and is also certified by the
appropriate specialty organization. She is skilled at making nursing
assessments, performing P. E., counseling, teaching and treating minor and
self- limiting illness.
Nurse-midwife a nurse who has completed a program in midwifery;
provides prenatal and postnatal care and delivers babies to woman with
uncomplicated pregnancies.
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Nurse anesthetist- a nurse who completed the course of study in an
anesthesia school and carries out pre-operative status of clients.
Nurse Educator- A nurse usually with advanced degree, who beaches in
clinical or educational settings, teaches theoretical knowledge, clinical skills
and conduct research.
Nurse Entrepreneur a nurse who has an advanced degree, and manages
health-related business.
Nurse administrator a nurse who functions at various levels of
management in health settings; responsible for the management and
administration of resources and personnel involved in giving patient care.
FIELDS IN NURSING
1) Hospital/Institutional Nursing a nurse working in an institution with
patients
Advantages:
1. Supervisor is present for whom you can consult if patient problems
exist.
2. Nurses are updated with new trends in medicine and in the nursing care
of patients.
3. They get rotated in different units and have a chance to determine the
special area.
4. They have the chance to get promoted to a higher position of they are
qualified.
5. Raises are given periodically.
6. They are considered an important member of the health team in
providing care to the patients.
Disadvantages:
1. Some staff nurses do not find time to improve their skills through
continuing education program.
2. Understaffing
3. Administrative problem and overwork.
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2) Public Health Nursing/Community Health Nursing usually deals
with families and communities.
Example: brgy. Health Center
Advantages:
1. The focus is on the family
2. It maximize efforts to improve where there are lack of facilities.
3. Focus of care is more in advanced.
Disadvantages:
1. Cases found are limited mostly to chronic and or communicable disease
cases.
2. There are more hazards.
3. There are no fixed hours of work.
3) Private Duty/special Duty Nurse privately hired
Advantages:
1. has the chance to travel and see the world.
2. Has the opportunity to make friends.
3. Has the challenge of giving their best in providing care and having the
satisfying of seeing its results.
Disadvantages:
1. Some nurses create a situation on which patient recover totally
dependent on them.
2. Many RNs have graduated for too long and have not updated their
knowledge and skills.
3. Some RN recent supervision.
4. Nurses are very experienced and well qualified.
4) Industrial/Occupational Nursing a nurse working in factories, office,
companies
Advantages:
Focus in prevention, protection and supervision within the context of
safe and healthy environment.
Disadvantages:
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Must be knowledgeable on company policies, pay rates, insurances, and
benefits.
5) Nursing Educator nurses working in school, review center and in
hospital as a CI.
Advantages:
Their expertise in particular field makes them good role models.
Disadvantages:
Must be resourceful, infinitely patient, understanding, competent and
confident.
6) Military Nurse nurses working in a military base; has the rank of 2nd
lieutenant;
good compensation and benefits.
Disadvantages:
Has to meet numerous requirements some qualified to the military.
7) Clinic Nurse nurses working in a private and public clinic.
Advantage:
Their function is more in educative aspect but also serves as doctors
assistant.
Disadvantage:
Must have good assessment skills and insight to determine clients
need.
8) Independent Nursing Practice private practice, BP monitoring, home
service.
Advantage:
Self-employed
Disadvantage:
Emergency opportunistic and no supervision
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9) School Nursing
Advantage:
Opportunity to watch children advance from grade to grade.
Disadvantage:
Many school nurses do not update themselves on latest trends and
current issues in nursing practice.
10) Traveling nurse
Advantage:
Healthy lifestyle, very high salary
Disadvantage:
Masters new skills and nursing interventions, they must exhibit
flexibility.
11) Advance nursing practice - Certified registered nurse
CODE OF ETHICS FOR NURSES

The Code provides guidance for ethical relationships, responsibilities,
behaviors and decision-making, and it is to be used in conjunction with
professional standards, laws and regulations that guide practice. It serves as
a means of self-evaluation and self-reflection for ethical nursing practice and
provides a basis for feedback and peer review. The code also serves as an
ethical basis from which nurses can advocate for quality work environments
that support the delivery of safe, compassionate, competent and ethical care.
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Nurses recognize the privilege of being part of a self-regulating
profession and have a responsibility to merit this privilege. The code informs
other health care professionals as well as members of the public about the
ethical commitments of nurses and the responsibilities nurses accept as
being part of a self-regulating profession.
BOARD OF NURSING
Board Resolution No. 220 Series of 2004
PROMULGATION OF THE CODE OF ETHICS FOR REGISTERED NURSES
WHEREAS,the Board of Nursing has the power to promulgate a Code of Ethics for
Registered Nurses in coordination and consultation with the accredited professional
organization (Sec. 9, (g), Art. III of R.A. No. 9173, known as the Philippine Nursing Act of
2002);
WHEREAS, in the formulation of the Code of Ethics for Registered Nurses, the Code of
Good Governance for the Professions in the Philippines was utilized as the principal basis
therefore: All the principles under the said Code were adopted and integrated into the Code
of Ethics as they apply to the nursing profession;
WHEREAS, the promulgation of the said Code as a set of guidelines, regulations or
measures shall be subject to approval by the Commission (Sec. 9, Art. II of R.A. No. 9173);
and
WHEREAS, the Board, after consultation on October 23, 2003 at Iloilo City with the
accredited professional organization of registered nurses, the Philippine Nurses Association,
Inc (PNA), and other affiliate organizations of Registered Nurses, decided to adopt a new
Code of Ethics under the afore-mentioned new Law;
NOW, THEREFORE, the Board hereby resolved, as it now resolves, to promulgate the
hereunder Code of Ethics for Registered Nurses:
ARTICLE I
PREAMBLE
SECTION 1.
Health is a fundamental right of every individual. The Filipino registered nurse,
believing in the worth and dignity of each human being, recognizes the primary responsibility
to preserve health at all cost. This responsibility encompasses promotion of health,
prevention of illness, alleviation of suffering, and restoration of health. However, when the
foregoing are not possible, assistance towards a peaceful death shall be his/her obligation.
SECTION 2.
To assume this responsibility, registered nurses have to gain knowledge and
understanding of mans cultural, social, spiritual, physiological, psychological, and ecological
aspects of illness, utilizing the therapeutic process. Cultural diversity and political and socioeconomic status are inherent factors to effective nursing care.
SECTION 3.
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The desire for the respect and confidence of clientele, colleagues, co-workers, and the
members of the community provides the incentive to attain and maintain the highest
possible degree of ethical conduct
ARTICLE II
REGISTERED NURSES AND PEOPLE
SECTION 4. Ethical Principles
1. Values, customs, and spiritual beliefs held by individuals shall be respected.
2. Individual freedom to make rational and unconstrained decisions shall be respected.
3. Personal information acquired in the process of giving nursing care shall be held in strict
confidence.
SECTION 5. Guidelines to be observed: REGISTERED Nurses must
a. consider the individuality and totality of patients when they administer care.
b. respect the spiritual beliefs and practices of patients regarding diet and treatment.
c. uphold the rights of individuals.
d. take into consideration the culture and values of patients in providingnursing care.
However, in the event of conflicts, their welfare and safety must take precedence.
ARTICLE III
REGISTERED NURSES AND PRACTICE
1. Human life is inviolable.
2. Quality and excellence in the care of the patients are the goals of nursing practice.
3. Accurate documentation of actions and outcomes of delivered care is the hallmark of
nursing accountability.
a. know the definition and scope of nursing practice which are in theprovisions of R. A. No.
9173, known as the Philippine Nursing Act of 2002 and Board Res. No. 425, Series of 2003,
the Rules and Regulations Implementing the Philippine Nursing Act. of 2002, (the IRR).
b. be aware of their duties and responsibilities in the practice of theirprofession as defined in
the Philippine Nursing Act of 2002 and the IRR.
c. acquire and develop the necessary competence in knowledge, skills, andattitudes to
effectively render appropriate nursing services through varied learning situations.
d. if they are administrators, be responsible in providing favorableenvironment for the growth
and developments of Registered Nurses in their charge.
e. be cognizant that professional programs for specialty certification by the BON are
accredited through the Nursing Specialty Certification Council (NSCC).
g. see to it that quality nursing care and practice meet the optimum standard of safe nursing
practice.
h. insure that modification of practice shall consider the principles of safe nursing practice.
i. if in position of authority in a work environment, be normally and legallyresponsible for
devising a system of minimizing occurrences of ineffective and unlawful nursing practice.
j. ensure that patients records shall be available only if they are to be issuedto those who
are professionally and directly involved in their care and when they are required by law.
SECTION 8. Ethical Principle
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4. Registered Nurses are the advocates of the patients: they shall take appropriatesteps to
safeguard their rights and privileges.
Guidelines to be observed: REGISTERED Nurses must
a. respect the Patients Bill of Rights in the delivery of nursing care.
b. provide the patients or their families with all pertinent information exceptthose which may
be deemed harmful to their well-being.
c. uphold the patients rights when conflict arises regarding management of their care.
SECTION 10. Ethical Principle
5. Registered Nurses are aware that their actions have professional, ethical, moral,and legal
dimensions. They strive to perform their work in the best interest of all concerned.
SECTION 11. Guidelines to be observed: REGISTERED Nurses must:
a. perform their professional duties in conformity with existing laws, rulesregulations.
measures, and generally accepted principles of moral conduct and proper decorum.
b. not allow themselves to be used in advertisement that should demean theimage of the
profession (i.e. indecent exposure, violation of dress code, seductive behavior, etc.).
c. decline any gift, favor or hospitality which might be interpreted as capitalizing on patients.
d. not demand and receive any commission, fee or emolument forrecommending or referring
a patient to a physician, a co-nurse or another health care worker; not to pay any
commission, fee or other compensations to the one referring or recommending a patient to
them for nursing care.
e. avoid any abuse of the privilege relationship which exists with patientsand of the privilege
access allowed to their property, residence or workplace.
ARTICLE IV
REGISTERED NURSES AND CO-WORKERS
1. The Registered Nurse is in solidarity with other members of the healthcare team inworking
for the patients best interest.
2. The Registered Nurse maintains collegial and collaborative working relationshipwith
colleagues and other health care providers.
a. maintain their professional role/identity while working with othermembers of the health
team.
b. conform with group activities as those of a health team should be based on acceptable,
ethico-legal standards.
c. contribute to the professional growth and development of other members of the health
team.
d. actively participate in professional organizations.
e. not act in any manner prejudicial to other professions.
f. honor and safeguard the reputation and dignity of the members of nursingand other
professions; refrain from making unfair and unwarranted comments or criticisms on their
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competence, conduct, and procedures; or not do anything that will bring discredit to a
colleague and to any member of other professions.
g. respect the rights of their co-workers.
ARTICLE V
REGISTERED NURSES, SOCIETY, AND ENVIRONMENT
1. The preservation of life, respect for human rights, and promotion of healthyenvironment
shall be a commitment of a Registered Nurse.
2. The establishment of linkages with the public in promoting local, national, andinternational
efforts to meet health and social needs of the people as a contributing member of society is a
noble concern of a Registered Nurse.
a. be conscious of their obligations as citizens and, as such, be involved incommunity
concerns
b. be equipped with knowledge of health resources within the community,and take active
roles in primary health care.
c. actively participate in programs, projects, and activities that respond to the problems of
society.
d. lead their lives in conformity with the principles of right conduct and proper decorum.
e. project an image that will uplift the nursing profession at all times.
ARTICLE VI
REGISTERED NURSES AND THE PROFESSION
SECTION 16. Ethical Principles:
1. Maintainance of loyalty to the nursing profession and preservation of its integrity are ideal.
2. Compliance with the by-laws of the accredited professional organization (PNA),and other
professional organizations of which the Registered Nurse is a member is a lofty duty.
3. Commitment to continual learning and active participation in the developmentand growth
of the profession are commendable obligations.
4. Contribution to the improvement of the socio-economic conditions and generalwelfare of
nurses through appropriate legislation is a practice and a visionary mission.
SECTION 17. Guidelines to be observed: Registered Nurses must
a. be members of the Accredited Professional Organization (PNA).
b. strictly adhere to the nursing standards.
c. participate actively in the growth and development of the nursing profession.
d. strive to secure equitable socio-economic and work conditions in nursingthrough
appropriate legislation and other means.
e. assert for the implementation of labor and work standards.
ARTICLE VII
ADMINISTRATIVE PENALITIES, REPEALING CLAUSE, AND EFFECTIVITY
SECTION 18.
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The Certificate of Registration of Registered Nurse shall either be revoked or
suspended for violation of any provisions of this Code pursuant to Sec. 23 (f), Art. IV of R. A.
No. 9173 and Sec. 23 (f), Rule III of Board Res. No. 425, Series of 2003, the IRR.
SECTION 19.
The Amended Code of Ethics promulgated pursuant to R. A. No. 877 and P.D. No. 223
is accordingly repealed or superseded by the herein Code.
SECTION 20.
This Code of Ethics for Nurses shall take effect after fifteen (15) days from its full and
complete publication in the Official Gazette or in any newspapers of generalcirculation.Done
in the City of Manila, this 14th day of July, 2004.
PHILIPPINE PATIENTS BILL OF RIGHTS
The Philippine Bill of Rights is in Article III of the 1987 Constitution of the Republic of
the Philippines.
Article III. Bill of Rights
Section 1. No person shall be deprived of life, liberty, or property without due process of
law, nor shall any person be denied the equal protection of the laws.
Section 2. The right of the people to be secure in their persons, houses, papers, and effects
against unreasonable searches and seizures of whatever nature and for any purpose shall be
inviolable, and no search warrant or warrant of arrest shall issue except upon probable cause
to be determined personally by the judge after examination under oath or affirmation of the
complainant and the witnesses he may produce, and particularly describing the place to be
searched and the persons or things to be seized.
Section 3.
(1) The privacy of communication and correspondence shall be inviolable except upon lawful
order of the court, or when public safety or order requires otherwise as prescribed by law.
(2) Any evidence obtained in violation of this or the preceding section shall be inadmissible
for any purpose in any proceeding.
Section 4. No law shall be passed abridging the freedom of speech, of expression, or of the
press, or the right of the people peaceably to assemble and petition the government for
redress of grievances.
Section 5. No law shall be made respecting an establishment of religion, or prohibiting the
free exercise thereof. The free exercise and enjoyment of religious profession and worship,
without discrimination or preference, shall forever be allowed. No religious test shall be
required for the exercise of civil or political rights.
Section 6. The liberty of abode and of changing the same within the limits prescribed by law
shall not be impaired except upon lawful order of the court. Neither shall the right to travel be
impaired except in the interest of national security, public safety, or public health, as may be
provided by law.
Section 7. The right of the people to information on matters of public concern shall be
recognized. Access to official records, and to documents and papers pertaining to official
acts, transactions, or decisions, as well as to government research data used as basis for
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policy development, shall be afforded the citizen, subject to such limitations as may be
provided by law.
Section 8. The right of the people, including those employed in the public and private sectors,
to form unions, associations, or societies for purposes not contrary to law shall not be
abridged.
Section 9. Private property shall not be taken for public use without just compensation.
Section 10. No law impairing the obligation of contracts shall be passed.
Section 11. Free access to the courts and quasi-judicial bodies and adequate legal assistance
shall not be denied to any person by reason of poverty.
Section 12. (1) Any person under investigation for the commission of an offense shall have
the right to be informed of his right to remain silent and to have competent and independent
counsel preferably of his own choice. If the person cannot afford the services of counsel, he
must be provided with one. These rights cannot be waived except in writing and in the
presence of counsel.
(2) No torture, force, violence, threat, intimidation, or any other means which vitiate the free
will shall be used against him. Secret detention places, solitary, incommunicado, or other
similar forms of detention are prohibited.
(3) Any confession or admission obtained in violation of this or Section 17 hereof shall be
inadmissible in evidence against him.
(4) The law shall provide for penal and civil sanctions for violations of this section as well as
compensation to the rehabilitation of victims of torture or similar practices, and their families.
Section 13. All persons, except those charged with offenses punishable by reclusion perpetua
when evidence of guilt is strong, shall, before conviction, be bailable by sufficient sureties, or
be released on recognizance as may be provided by law. The right to bail shall not be
impaired even when the privilege of the writ of habeas corpus is suspended. Excessive bail
shall not be required.
Section 14. (1) No person shall be held to answer for a criminal offense without due process
of law.
(2) In all criminal prosecutions, the accused shall be presumed innocent until the contrary is
proved, and shall enjoy the right to be heard by himself and counsel, to be informed of the
nature and cause of the accusation against him, to have a speedy, impartial, and public trial,
to meet the witnesses face to face, and to have compulsory process to secure the attendance
of witnesses and the production of evidence in his behalf. However, after arraignment, trial
may proceed notwithstanding the absence of the accused provided that he has been duly
notified and his failure to appear is unjustifiable.
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Section 15. The privilege of the writ of habeas corpus shall not be suspended except in cases
of invasion or rebellion when the public safety requires it.
Section 16. All persons shall have the right to a speedy disposition of their cases before all
judicial, quasi-judicial, or administrative bodies.
Section 17. No person shall be compelled to be a witness against himself.
Section 18. (1) No person shall be detained solely by reason of his political beliefs and
aspirations.
(2) No involuntary servitude in any form shall exist except as a punishment for a crime
whereof the party shall have been duly convicted.
Section 19. (1) Excessive fines shall not be imposed, nor cruel, degrading or inhuman
punishment inflicted. Neither shall death penalty be imposed, unless, for compelling reasons
involving heinous crimes, the Congress hereafter provides for it. Any death penalty already
imposed shall be reduced to reclusion perpetua.
(2) The employment of physical, psychological, or degrading punishment against any
prisoner or detainee or the use of substandard or inadequate penal facilities under subhuman
conditions shall be dealt with by law.
Section 20. No person shall be imprisoned for debt or non-payment of a poll tax.
Section 21. No person shall be twice put in jeopardy of punishment for the same offense. If an
act is punished by a law and an ordinance, conviction or acquittal under either shall
constitute a bar to another prosecution for the same act.
Section 22. No ex post facto law or bill of attainder shall be enacted.
References:
Vera, Matthew RN. 2012. Code of Ethics for Nurses in the Philippines. Nurse labs.com
http://tagaloglang.com/The-Philippines/Government/philippine-bill-of-rights.html
Metha, R. H. 2012 Nursing as a Profession. Health and Medicine, Spiritual
Matthew, J. 2012. Role of Professional Organizations in Advocating for the Nursing
Profession. OJIN: The Online Journal of Issues in Nursing 17 (1)Nursing Crib. 2016.
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Chapter 2
Leadership and
Management
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LEADERSHIP STYLES
1) Democratic Nurse Leaders
Also known as participative and encourages open communication
and staff participation in decisions. Workers given responsibility,
accountability and feedback according to their performance; emphasize on
individual nurses and contributions to the team; this leadership style also
encourages the personal and professional development of nurses and allows
them some autonomy. With its emphasis on individual nurses and their
contributions to the team, this style often motivates employees to take
initiative and consistently contribute their best efforts. It is
characterized by guidance rather than control by the leader.
Relationships are important to this leader who places a focus on quality
improvement of systems and processes, rather than on mistakes of individual
team members.
2) Servant Leadership
In the 1970s, Robert Greenleaf created this term to describe leaders
who influence and motivate others by building relationships and developing
the skills of individual team members; makes sure the needs of the individual
team members are addressed. The entire team has input into decision
making based on the organizations values and ideals. Servant leaders
create devoted followers in response to positive attention they give.
3) Affiliative nurse leaders
This leadership style puts people first, emphasizing the well-being and
job satisfaction of team members. Often take a passive approach to
managing their fellow nurses, taking great care not to anger or upset their
subordinates. They may also hesitate to take a strong stance regarding
decision-making, but strive to ensure tasks are completed on time. This style
can be valuable for boosting morale or bringing together a fractured team,
but it inhibits the leader's authority and can interfere with her ability to step
in when decisive action is required. Without a strong leader to guide the
team's efforts, productivity and efficiency can also suffer.
4) Transformational nurse leaders
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Also based on building relationships and motivating staff members
through a shared vision and mission. It focuses on strong communication
skills, confidence and integrity. They use empathy to understand their
employees' needs and motivations.
5) Authoritarian nurse leaders

Known as directive, controlling autocratic, some nurse managers
prefer a stricter approach to leadership; they make all the decisions and
rarely solicit input or feedback from employees. They also closely supervise
employees, reducing the amount of autonomy the staff has. This leadership
style allows for little innovation or flexibility; instead, it requires strict
adherence to hospital policies. It also dampens creativity and inhibit
motivation. Negative reinforcement and punishment are often used to
enforce rules; this style is that it works perfectly in emergencies or chaotic
situations where there is little time for discussion.
6) Laissez-faire Leadership
Known as permissive or nondirective, this is a style in which the leader
provides no direction or supervision, and prefers to take a hands-off
approach. Decisions are not made, changes rarely occur, and quality
improvement is typically reactive, not proactive. It is most often used by
new, inexperienced leaders or by those at the end of their career who choose
not to address issues since things will soon be changed by their replacement
leader.
7) Situational Leadership
The leader or manager of an organization must adjust his style to fit the
development level of the followers he is trying to influence.
8) Visionary Leadership
-A charismatic leader who motivates people to pursue a common vision by
providing guidance on where to go and what to do without the autocratic
step-by-step directions on how to get there.
9. Transactional Leadership
-Transactional leadership is a method of leading in which, through routine
transactions such as rewards and punishments, tasks are completed.
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II. LEADERSHIP THEORIES
*Leadership ability to develop a vision that motivates others to move with

passion toward a common goal.
- A process by which a person influences others to accomplish an objective
and directs the organization in a way that makes it more cohesive and
coherent.
1.
Great Man theory
This theory was popularized by Thomas Carlyle who is a writer and a

teacher. This theory assumes that leaders are born and not made and
possess certain traits which were inherited. Great leaders can arise when
there is a great need.
The great man theory of leadership states that some people are born
with the necessary attributes that set them apart from others and that these
traits are responsible for their assuming positions of power and authority.
However, Herbert Spencer, an English philosopher disputed the great

man theory by affirming that these heroes are simply the product of their
times and their actions the results of social conditions.
Gandhi, Lincoln, Napoleon-charismatic leadership
Qualities of a charismatic leader:

a.
Commanding personality,
b.
charm,
c.
courage,
d.
intelligence,
e.
persuasiveness,
f.
Aggressiveness.
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2.
Trait Theory
The trait leadership theory believes that people are either born or are
made with certain qualities that will make them excel in leadership roles. That
is, certain qualities such as intelligence, sense of responsibility, creativity and
other values puts anyone in the shoes of a good leader.
Sought personality, social, physical or intellectual traits that

differentiate leaders from non-leaders.
People with traits could be recruited, selected and installed into

leadership positions.
These personality traits or behavioral characteristics are inherent in the

family and passed on genetically. This theory emphasizes that leaders share
many common traits and characteristics that make them successful. These
leadership traits are innate and instinctive qualities that you either have or
you dont.
Among the core traits identified are:
Achievement drive: High level of effort, high levels of ambition, energy

and initiative
Leadership motivation: an intense desire to lead others to reach shared

goals
Honesty and integrity: trustworthy, reliable, and open
Self-confidence: Belief in ones self, ideas, and ability
Cognitive ability: Capable of exercising good judgment, strong analytical

abilities, and conceptually skilled
Knowledge of business: Knowledge of industry and other technical

matters
Emotional Maturity: well adjusted, does not suffer from severe

psychological disorders.
Others: charisma, creativity and flexibility
This theory makes the manager aware of their strengths and

weaknesses and thus they get an understanding of how they can develop
their leadership qualities.
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CORE TRAITS
a.
Cognitive ability
b.
Leadership motivation
c.
achievement drive
d.
self- confidence
e.
honesty and integrity
f.
emotional maturity
g.
knowledge of business
a.
CATEGORIES OF TRAITS
Intelligence and scholarship
b.
Physical traits
c.
Social status and experience
d.
Task orientation
e.
Personality characteristics
3.
Behavioral Theory
Behavioral theories of leadership are based upon the belief that great
leaders are made, not born. Rooted in behaviorism, this leadership theory
focuses on the actions of leaders, not on mental qualities or internal states.
According to this theory, people can learn to become leaders through
teaching and observation.
Suggests that leadership requires a strong personality with a welldeveloped positive ego; self-confidence is essential.
Leadership traits can be taught
4.
Contingency Theory
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acknowledges that other factors in the environment influence outcomes

as much as leadership style and that leader effectiveness is contingent upon
or depends upon something other than the leaders behavior.
Fielders Contingency Theory
This theory was created in the mid-1960s by Fred Fiedler, a scientist

who studied the personality and characteristics of leaders.
The model states that there is no one best style of leadership. Instead,
a leader's effectiveness is based on the situation. This is the result of two
factors "leadership style" and "situational favorableness" (later called
"situational control").
Leader-member relations are the feelings and attitudes of followers

regarding acceptance, trust, and credibility of the leader.
Task structure refers to the degree to which work is defined, with

specific procedures, explicit directions, and goals. High task structure involves
routine, predictable, clearly defined work tasks. Low task structure involves
work that is not routine, predictable, or clearly defined, such as creative,
artistic, or qualitative research activities.
Position power is the degree of formal authority and influence

associated with the leader. High position power is favourable for the leader,
and low position power is unfavourable. When all of these dimensionleadermember relations, task structure, and position powerare high, the situation
is favourable to the leader.
These situations need a leader with interpersonal and relationship skills

to foster group achievement.
Applying the Fiedlers Contingency Theory
1.
Identify the leadership style.
2.
Identify your situation.
3.
Determine the most effective leadership style.
5.
COGNITIVE RESOURCE THEORY (fiedler and Garcia)

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Focuses on the influence of the leaders intelligence and experience on

his/her reaction to stress.
Stress levels:
6.
Situational Theory
Situational theories propose that leaders choose the best course of

action based upon situational variable. Different styles of leadership may be
more appropriate for certain types of decision-making.
Rusell (2011) assumedthat no single best type of leadership style

exists. Effective leadership is determined by the leader, the group being led
and the tasks that are required to be completed.
Four Stages of Follower Readiness
R1: Low Readiness followers are unable and unwilling
R2: Low to Moderate Readiness followers are unable but willing
R3: Moderate to High Readiness followers are able but unwilling
R4: High Readiness followers are able and willing
Situational Leadership Theory includes four different leadership styles:

directing, coaching, supporting and delegating.
o
Style 1 (S1 or Directing): High task/low relationship
- This leader uses above-average amounts of task behavior and belowaverage amounts of relationship behavior.
o
Style 2 (S2 or Coaching): High task/high relationship
- This leader uses greater-than-average amounts of both task and relationship

behaviors.
o
Style 3 (S3 or Supporting): High relationship/low task

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- This leader exhibits greater-than-average amounts of relationship behavior
and below-average amounts of task behavior.
o
Style 4 (S4 or Delegating): Low relationship/low task
- This leader uses below-average amounts of both relationship and task

behaviors.
7.
House-Path Goal-Theory
In this leadership approach, the leader works to motivate followers and

influence goal accomplishment. By using the appropriate style of leadership
for the situation (i.e., directive, supportive, participative, or achievement
oriented), the leader makes the path toward the goal easier for the follower.
As a leader, you can identify the best leadership approach to use, based
on your people's needs, the task that they're doing, and the environment that
they're working in.
Supportive leadership: Considering the needs of the follower, showing

concern for their welfare and creating a friendly working environment. This
includes increasing the follower's self-esteem and making the job more
interesting. This approach is best when the work is stressful, boring or
hazardous.
Directive leadership: Telling followers what needs to be done and giving

appropriate guidance along the way. This includes giving them schedules of
specific work to be done at specific times. Rewards may also be increased as
needed and role ambiguity decreased (by telling them what they should be
doing).
This may be used when the task is unstructured and complex and the
follower is inexperienced. This increases the follower's sense of security and
control and hence is appropriate to the situation.
Participative leadership: Consulting with followers and taking their ideas

into account when making decisions and taking particular actions. This
approach is best when the followers are expert and their advice is both
needed and they expect to be able to give it.
Achievement-oriented leadership: Setting challenging goals, both in

work and in self-improvement (and often together). High standards are
demonstrated and expected. The leader shows faith in the capabilities of the
follower to succeed. This approach is best when the task is complex.
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Pro's
In a situation where something needs to be done in a short time - such

as emergencies and complicated situations in which there is a time
constraint, this method may be preferable.
The formulator of the theory, Robert House acknowledges that "all

theories ....are ultimately incorrect..." and that "A theory which cannot be
mortally in danger cannot be alive." Hence, there is room for flexibility.
The revised theory adds more with respect to group participation,

making it more amenable to use in groups who are knowledgeable and
intelligent.
The Path-Goal Theory has a common sense ring to it and the ideas are
easy to convey. The analogy to a path needing to be cleared and workers
driven along it is an easy visualization.
Con's
This theory assumes that the group members do not know what is good
for them. It is inherently undemocratic.
If the leader has flaws the whole method stands a good chance of
failure.
Leaders are not always rational, and a course of action might be based
on delusion, thus jeopardizing group members.
The leader-led-task system could collapse, if there is too much

dependence on the leader and where either something happens to the leader
or he simply cannot carry out his leadership functions.
8.
Interactional Theory (Symbolic Interaction)
Determined by relationship between leaders personality and specific

situations. OUCHI- first researcher to introduce interactional leadership
theory; termed management as theory Z expansion of McGregors Theory of
Y.
The interactional theory of leadership assumed two assumptions.

Human beings are complex: People can have several motives for taking
actions, and these motives can change over time. Their productivity and
performance are also affected by innate abilities, the types of tasks and
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experience. On the other hand, the workplace environment or system is open,
promoting the exchange of information, matter and energy. Given these
assumptions, an effective leader must assess the situation, formulate
relevant strategies and draw from a large skill set.
THEORIES
1.
SCHEIN (1970) the first to propose a model of human as complex
beings whose working environment was an open system to which they
responded. Social interaction depends on motivation.
Assumptions:
People are very complex and highly variable. They have multiple
motives for their actions.
Peoples motives change over time.
Goals can differ various situations.
Performance and productivity are affected by the nature of task and

his/her ability, experience and motivation.
No single leadership strategy is effective in every situation.
2.
GREENLEAF (1977)
SERVANT Leadership: Model that puts serving others as 1st priority.
QUALITIES of a successful Manager (servant leader):
Ability to listen on a deep level and to truly understand
To keep an open mind and hear without judgments
The belief that honestly sharing critical challenges with all parties and
asking for their input is more important than personally providing solutions
Ability to help, serve, help and teach first and then lead
Always thinking before reacting
Choosing words carefully
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3.
HOLLANDER (1978) Leadership is a dynamic two-way process. Leader
and follower contribute to the working relationship and both receive
something from it.
Three Basic ELEMENTS of Leadership:
Leader
Follower
Situation
4.
OUCHI (1981) / Theory Z Japanese style management introduced to
corporate America.
Characteristics:
a)
Consensus decision-making
b)
Slower promotions
c)
Fitting employees to their jobs
d)
Guarantee of lifetime employment
e)
Job security
f)
Holistic for others/workers
g)
Establishment of strong bonds of responsibility between
leader/superiors and subordinates.
5.
WELSON & BURNS (1984)
a.
1st level- REACTIVE Leader
Focuses on the past, is crisis driven and is frequently abusive to his

subordinates
b.
2nd level- RESPONSIVE Leader
Leader is able to mold subordinates to work together as a team, though

the leader maintains most decision making responsibility.
c.
3rd level: PROACTIVE Leader
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Leader and followers become future oriented and hold common driving
values management and decision making are more participative.
d.
4th level: High Performance Team
Maximum productivity and worker satisfaction are apparent.
6.
KANTER (1989) Title and position were no longer sufficient to mold a
force where subordinates are encouraged to think for themselves and instead
managers must learn to work synergistically for others.
7.
BRANDT (1994)
Leaders develop a work environment that fosters autonomy and

creativity through valuing and empowering followers.
This leadership affirms uniqueness of each individual and motivates

them to contribute their unique talents to a common good.
8.
WOLF, BOLAND and AUKERMAN (1994)
Collaborative practice Matrix: highlights frameworks for the

development and ongoing support of relationships between professionals. The
social architecture of support group is emphasized.
III. MANAGEMENT THEORIES
A collection of ideas which set forth general rules on how to manage a

business or organization.
It addresses how managers and supervisors relate to their organizations

in the knowledge of its goals, the implementation of effective means to get
the goals accomplished and how to motivate employees to perform to the
highest standard.
A. MANAGERIAL THEORY
The leaders influence is focused on moving the group towards the goal
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FOUR BEHAVIORS/ FUNCTIONS
Descriptions
1. Planning Selecting the courses of action for the group

Decision-making about- WHAT,HOW,WHEN,WHO
Setting goals and means for reaching the goals
2. Organizing
Creating a STRUCTURE that relates all members, tasks, and
physical resources of the group together-STAFFING
Maximum efficiency should be ensured
3. Directing (Leading)
undertake action
Concerned with stimulating the organization to
Essentially it means influencing people

4. Controlling
Regulating all activity in accordance with the plan
Involves the measurement of achievement
Elements of Management
1. Planning
Planning is looking ahead.
Planning must take the organizations available resources and flexibility

of personnel into consideration as this will guarantee continuity.
2. Organizing
An organization can only function well if it is well-organized- (sufficient

capital, staff and raw materials)
The organizational structure with a good division of functions and tasks

is of crucial importance.
3. Commanding
When given orders and clear working instructions, employees will know
exactly what is required of them.
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Return from all employees will be optimized if they are given concrete
instructions with respect to theactivities that must be carried out by them.
Successful managers have integrity, communicate clearly and base

their decisions on regular audits.
4. Coordinating
When all activities are harmonized, the organization will function better.
Positive influencing of employees behaviour is important in this.
Coordination therefore aims at stimulating motivation and discipline

within the group dynamics. This requires clear communication and good
leadership.
5. Controlling -Control takes place in a four-step process:
a. Establish performance standards based on organizational objectives
b. Measure and report on actual performance
c. Compare results with performance and standards
d. Take corrective or preventive measures as needed
B. SCIENTIFIC MANAGEMENT- TAYLOR

Analysis, synthesis, logic, Rationality, empiricism, work ethic, efficiency,
elimination of waste and standardized best practice.
Taylorism (Scientific Time Studies) reducing process time and worked at its
most basic level, breaking down each job into components parts, timing each
element, and rearranging the parts into most efficient method of working.
FOUR PRINCIPLES OF SCIENTIFIC MANAGEMENT

1.
Replace working by RULE OF THUMB or simple habit and common sense
and instead use the scientific method to study work and determine the most
efficient way to perform specific task.
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2.
Rather than simply assign workers to just any job. MATCH the workers
to their jobs based on the capability and motivation and train them at
maximum efficiency.
3.
Monitor workers performance and provide instruction and supervision to
ensure that they are using the most efficient ways of working.
4.
Allocate the work between the managers and workers so that the
managers spend their time planning and training allowing the workers to
perform their tasks efficiently.
*Important components of scientific management include:
analysis
synthesis
logic
rationality
empiricism
work ethics
efficiency
Elimination of waste and standardized best practice.
*How to increase efficiency:
Study the way the job is performed.
Codify the methods into new rules.
Establish the best worker for the task.
Establish a fair level of performance.
C. BUREAUCRATIC MANAGEMENT THEORY - Max Weber

Bureaucracy is a complex means of managing life in social institutions that
includes rules and regulations, patterns, and procedures that are designed to
simplify the functioning of complex organizations. Bureaucracy simplifies the
process of paying taxes by putting the process into a formulaic structure, but
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simultaneously complicates the process by adding rules and regulations.
Some of the characteristics of the bureaucracy were the following:
Tasks are specialized
People are appointed by merit or promotion because of their ability and

not because of favoritism and whim.
Career opportunities for the members are provided.
Authority and responsibility are clearly specified.
Activities are routinized.
A rational and impersonal climate exists.
Weber's theories on bureaucracy included topics such as specialization

of the work force, the merit system, standardized principles, and structure
and hierarchy in the workplace. In his writings, Weber focused on the idea of
a bureaucracy, which differs from a traditional managerial organization
because workers are judged by impersonal, rule-based activity and promotion
is based on merit and performance rather than on immeasurable qualities.
An organizational hierarchy is the arrangement of the organization by

level of authority in reference to the levels above and below it.
6 major principles of management:
1.
A formal hierarchical structure
2.
Management by rules
3.
Organization by functional specialty
4.
An "up-focused" or "in-focused" mission
5.
Purposely impersonal
6.
6. Employment based on technical qualifications
D. ADMINISTRATIVE MANAGEMENT THEORY -Henri Fayol
Administrative management theory attempts to find a rational way to

design an organization as a whole. The theory generally calls for a formalized
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administrative structure, a clear division of labor, and delegation of power
and authority to administrators relevant to their areas of responsibilities.
Fayol's 14 Principles of Management

Fayol developed 14 principles of management in order to help managers
conduct their affairs more effectively. Today, these principles are still used but
are often interpreted differently. The fourteen principles are as follows:
1.
Division of Work When employees are specialized, output can increase
because they become increasingly skilled and efficient.
2.
Authority Managers must have the authority to give orders, but they
must also keep in mind that with authority comes responsibility.
3.
Discipline Discipline must be upheld in organizations, but methods for
doing so can vary.
4.
Unity of Command Employees should have only one direct supervisor.
5.
Unity of Direction Teams with the same objective should be working
under the direction of one manager, using one plan. This will ensure that
action is properly coordinated.
6.
Subordination of Individual Interests to the General Interest The
interests of one employee should not be allowed to become more important
than those of the group. This includes managers.
7.
Remuneration Employee satisfaction depends on fair remuneration for
everyone. This includes financial and non-financial compensation.
8.
Centralization This principle refers to how close employees are to the
decision-making process. It is important to aim for an appropriate balance.
9.
Scalar Chain Employees should be aware of where they stand in the
organization's hierarchy, or chain of command.
10. Order The workplace facilities must be clean, tidy and safe for
employees. Everything should have its place.
11. Equity Managers should be fair to staff at all times, both maintaining
discipline as necessary and acting with kindness where appropriate.
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12. Stability of Tenure of Personnel Managers should strive to minimize
employee turnover. Personnel planning should be a priority.
13. Initiative Employees should be given the necessary level of freedom
to create and carry out plans.
14. Esprit de Corps Organizations should strive to promote team spirit and
unity.
Fayol's Five Elements of Management

Fayol is also famous for his five elements of management, which outline the
key responsibilities of good managers:
a.
Planning: Managers should draft strategies and objectives to determine
the stages of the plan and the technology necessary to implement it.
b.
Organizing: Managers must organize and provide the resources
necessary to execute said plan, including raw materials, tools, capital, and
human resources.
c.
Command (delegation): Managers must utilize authority and a thorough
understanding of long-term goals to delegate tasks and make decisions for
the betterment of the organization.
d.
Coordination: High-level managers must work to integrate all activities
to facilitate organizational success. Communication is the key to success in
this component.
e.
Monitoring: Managers must compare the activities of the personnel to
the plan of action; this is the evaluation component of management.
E.BEHAVIORAL THEORY - George Elton Mayo
The belief that a leader's rate of success is based on the way in which
they behave.
Behavior is defined as the way a person conducts themselves towards

others. When workers are treated as humans rather than machines, they
respond to their particular work situation in a positive way - by increasing
individual productivity.
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Behavioral management theory relies on the notion that managers will

better understand the human aspect to workers and treat employees as
important assets to achieve goals. Management taking a special interest in
workers makes them feel like part of a special group.
As time went on, thinking shifted, and management started looking at

employee satisfaction and working conditions as a way to increase
productivity. Theorists like Elton Mayo and others studied employee
productivity under different conditions to determine a connection.
In the Hawthorne experiment, a group of telephone line workers were

separated and observed working in a private room. During their workday, the
group members were given special privileges, like freedom to leave their
workstations, changes in pay rates, and even company-sponsored lunch.
What they discovered was the control group produced more than the other
employees. The rationale for this increased production was that the group felt
that management was interested in their well-being.
This began the human relations movement for management. If all

management had to do was spend time, express interest in workers' personal
well-being, and reward them for a job well done, workers would feel
motivation to work harder. In fact, behavior towards work would be positive.
F.SYSTEMS MANAGEMENT THEORY
A system is a collection of parts brought together to accomplish some

end goal or objective.
System Types
While systems themselves can be duplicated and go global, there are aspects
of system types (or architecture, if you will) that help frame the type of
system being used. In systems management theory, we have three basic
system types:
1.
Open System: A system that continually interacts with the environment
around it.
*For example, a manufacturer might use several different suppliers of flour to
make the product they produce, or an organization might have to move or
change as the demands of consumers change.
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2.
Closed System: Is the opposite of an open system. It is a system (or
company) independent of the environment around it. Usually when we look at
closed systems, we are looking at very high tech types of products that have
limited sources of input and produce a consistent product or output (like
space satellites). In fact, satellites are produced in a protected environment,
like a lab, to ensure there is no contamination.
3.
Subsystem: This is much easier to understand. This is a system that is
part of a larger system - much like how the train system around an airport
can get you from terminal to terminal (the larger part of the system).
Figure 1. Basic Inpu-Putput Model
G. MANAGEMENT BY OBJECTIVES (MBO) or MANAGEMENT BY RESULTS (MBR)

-Peter Drucker
A process of defining objectives within an organization so that

management and employees agree to the objectives and understand what
they need to do in the organization in order to achieve them.
A management model that aims to improve performance of an

organization by clearly defining objectives that are agreed to by both
management and employees.
According to the theory, having a say in goal setting and action plans
should ensure better participation and commitment among employees, as
well as alignment of objectives across the organization. The term was first
outlined by management guru Peter Drucker in 1954 in his book "The Practice
of Management."
A management system in which the objectives of an organization are

agreed upon so that management and employees understand a common way
forward.
Objectives aims to serve as a basis for greater efficiency through

systematic procedures; greater employee motivation and commitment;
planning for results.
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In management by objectives practice, specific objectives are

determined jointly by managers and their subordinates, progress toward
agreed-upon objectives is periodically reviewed, end results are evaluated,
and rewards are allocated on the basis of the progress. The objectives must
meet five criteria:
1. Arranged in order of their importance
2. Expressed quantitatively, wherever possible
3. Realistic
4. Consistent with the organization's policies, and
5. Compatible with one another.
Management by Objectives (MBO) is a personnel management

technique where managers and employees work together to set, record and
monitor goals for a specific period of time. Organizational goals and planning
flow top-down through the organization and are translated into personal goals
for organizational members.
The core concept of MBO is planning, which means that an organization

and its members are not merely reacting to events and problems but are
instead being proactive. MBO requires that employees set measurable
personal goals based upon the organizational goals.
MBO is a supervised and managed activity so that all of the individual

goals can be coordinated to work towards the overall organizational goal.
Goals are set down in writing annually and are continually monitored by
managers to check progress. Rewards are based upon goal achievement.
Advantages
It provides a means to identify and plan for achievement of goals.
Planning permits proactive behavior and a disciplined approach to goal

achievement. It also allows you to prepare for contingencies and roadblocks
that may hinder the plan.
Goals are measurable so that they can be assessed and adjusted easily.
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Organizations can also gain more efficiency, save resources, and

increase organizational morale if goals are properly set, managed, and
achieved.
Disadvantages
Application of MBO takes concerted effort.
There is often a focus on mere goal setting rather than developing a

plan that can be implemented.
The organization often fails to take into account environmental factors

that hinder goal achievement, such as lack of resources or management
support.
Organization may also fail to monitor charges, which may require

modification of goals or even make them irrelevant.
Finally, there is an issue of plan human neglect- failing to follow through

on the goal.
H. MC GREGORS THEORY
Relationship between motivation and behavior.
Theory X says that the average human being is lazy and self-centred,
lacks ambition, dislikes change, and longs to be told what to do. The
corresponding managerial approach emphasizes total control.
Theory Y maintains that human beings are active rather than passive
shapers of themselves and of their environment. They long to grow and
assume responsibility. It assumes that workers:
Take responsibility and are motivated to fulfill the goals they are given.
Seek and accept responsibility and do not need much direction.
Consider work as a natural part of life and solve work problems

imaginatively.
THEORY X THEORY Y
Individuals dislike work and will avoid it if possible.
Workers do not
inherently dislike work and will respond to good working conditions and
attitudes.
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They must be coerced, threatened, manipulated, directed and controlled.
People will exercise self-motivation and direction to accomplish
organizational goals to which they are personally committed.
The average person desires security, has little ambition, and will avoid
assuming responsibility. Workers have to be directed and actually prefer to be
told what to do. The average person can learn and accept responsibility.
few people are truly creative. Most people are capable of being creative,
exercising ingenuity, and being imaginative.
IV. LEADERSHIP AND MANAGEMENT

Leadership:
Leadership is a process by which an executive can direct, guide and

influence the behavior and work of others towards accomplishment of specific
goals in a given situation. Leadership is the ability of a manager to induce the
subordinates to work with confidence and zeal.
Leadership is the potential to influence behaviour of others. It is also

defined as the capacity to influence a group towards the realization of a goal.
Leaders are required to develop future visions, and to motivate the
organizational members to want to achieve the visions.
According to Keith Davis, Leadership is the ability to persuade others

to seek defined objectives enthusiastically. It is the human factor which binds
a group together and motivates it towards goals.
Characteristics of Leadership
1.
It is an inter-personal process in which a manager is into influencing
and guiding workers towards attainment of goals.
2.
It denotes a few qualities to be present in a person which includes
intelligence, maturity and personality.
3.
It is a group process. It involves two or more people interacting with
each other.
4.
A leader is involved in shaping and moulding the behaviour of the group
towards accomplishment of organizational goals.
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5.
Leadership is situation bound. There is no best style of leadership. It all
depends upon tackling with the situations.
LEADERSHIP ROLES:
Emphasizing value and importance of quality.
Establishing pervasive commitment to quality.
Allocating resources and support for quality initiatives.
Management:
Management is defined by Hersey, Blanchard and Johnson, (2008) as a
working with and through individuals and groups and other (such as capital,
equipment and technology) to accomplish organizational goals.
MANAGEMENT FUNCTIONS (Drucker, 1974)
Establishing objectives and goals for each area.
Organizes and analyzes.
Leader vs. Manager

Basis Manager
Leader
Origin
A person becomes a manager by virtue of his position.
person becomes a leader on basis of his personal qualities.
Formal Rights
Manager has got formal rights in an organization because of
his status. Rights are not available to a leader.
Followers The subordinates are the followers of managers.
employees whom the leaders leads are his followers.
The group of
Functions A manager performs all five functions of management.

Leader influences people to work willingly for group objectives.
Necessity A manager is very essential to a concern. A leader is required to
create cordial relation between person working in and for organization.
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Stability
It is more stable. Leadership is temporary.
Mutual Relationship
managers.
All managers are leaders.
All leaders are not
Accountability
Manager is accountable for self and subordinates behaviour
and performance.Leaders have no well-defined accountability.
Concern
A managers concern is organizational goals.
is group goals and members satisfaction.
A leaders concern
Followers People follow manager by virtue of job description.

follow them on voluntary basis.
People
Role continuation A manager can continue in office till he performs his duties
satisfactorily in congruence with organizational goals.
A leader can
maintain his position only through day to day wishes of followers.
Sanctions Manager has command over allocation and distribution of
sanctions. A leader has command over different sanctions and related task
records. These sanctions are essentially of informal nature.
EFFECTIVE NURSE LEADER

Quality improvement organization calls for changes that includes;
a.
A shift from individual responsibility.
b.
A shift from administrative: authority for problem-solving to
participative problem-solving.
c.
Replacement of rigid procedures with flexibility and spontaneity.
d.
A problem focuses yielding on continuous improvement.
EFFECTIVE NURSE MANAGER

Management Skills:
1. Technical skills - earned (school)
- Certain method/process
2. Interpersonal and communication- learned with people
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3. Conceptual and decision skills- identify factors intervening problem
A good leader must know how to manage a good manager should have
good leadership
A good manager should have a good leadership
POWER AND LEADERSHIP ROLES
Power
The ability to do act or produce, control other people and create, get,
use resources to achieve ones goals.
TYPES:
1.
Legitimate Power: power granted by official position and degree of
authority.
2.
Referent Power: refers to the potential influence one has because of the
strength of relationship between the leader and follower.
3.
Reward Power: achieved by having the potential to influence others
because of the control over desired resources.
4.
Creative Power: punishment power and the ability to create fera.
5.
Export Power: the possession of special knowledge, wisdom, sound
judgment, good decisions, skill/ability and limited to a specialized area.
6.
Informational Power: individuals have information that others must have
to accomplish particular goals.
7.
Connection Power: the connection with others who are powerful.
INFLUENCE AND INFLUENCE TACTICS

*Influence change in a targets agents attitude, values, beliefs or behaviors
as a result of influence tactics
*Influence Tactics actual behaviors
1. Rotational Pervasion
-
Use of logical arguments/factual evidence to influence others.
2. Inspirational Appeals
Page 46

Request/proposal designated to arouse enthusiasm or emotion in those
to whom it is directed.
3. Ingration
-
Place another in a good mood before making a request.
4. Coalition Tactics
Occurs when one seeks the act/support of other in order to influence
another.
5. Pressure Tactics
-
Use of threats/persistent reminder to influence others.
6. Legitimizing Tactics
-
Occur when one makes request on his/her position or authority.
7. Personal Appeals
-
Asking another to do favor out of friendship.
REFERENCES:
BusinessDictionary (2015). Management theory. Retrieved 18 Sept. 2015 from
http://www.businessdictionary.com/definition/managementtheory.html#ixzz3mGcpaUS4
BUREAUCRATIC MANAGEMENT THEORY. Retrieved 18 Sept. 2015 from
http://study.com/academy/lesson/bureaucratic-management-theory-definition-lessonquiz.html
Boundless (2015). Bureaucratic Organizations: Weber. Retrieved 19 Sep.
2015 from https://www.boundless.com/management/textbooks/boundlessmanagement-textbook/organizational-theory-3/classical-perspectives29/bureaucratic-organizations-weber-166-4016/
BusinessDictionary (2015). Scientific Management.
http://www.businessdictionary.com/definition/scientificmanagement.html#ixzz3mGmrjrET
Boundless (2015). Scientific Management: Taylor and the Gilbreths.
Boundless Management.. Retrieved 18 Sep. 2015 from
https://www.boundless.com/management/textbooks/boundless-managementtextbook/organizational-theory-3/classical-perspectives-29/scientific-managementtaylor-and-the-gilbreths-165-4019/
Page 47

Boundless (2015). Administrative Management: Fayol's Principles. Retrieved
18 Sep. 2015 from https://www.boundless.com/management/textbooks/boundlessmanagement-textbook/organizational-theory-3/classical-perspectives29/administrative-management-fayol-s-principles-167-4018/
BusinessDictionary (2015). Administrative management definition. Retrieved
18 Sept. 2015 from http://www.businessdictionary.com/definition/administrativemanagement.html#ixzz3mGva5700
Behavioral theory. Retrieved 18 Sept. 2015 from
http://study.com/academy/lesson/behavioral-management-theory-understandingemployee-behavior-motivation.html
BusinessDictionary (2015). Behavioral Theory Definition. Retrieved 18 Sept.
2015 from http://www.businessdictionary.com/definition/behavioraltheory.html#ixzz3mGzkohZe
Management theory. Retrieved 18 Sept. 2015 from
http://study.com/academy/lesson/systems-management-theory.html
Scientific Theory. Retrieved 18 Sept. 2015 from
https://www.mindtools.com/pages/article/newTMM_Taylor.htm
BusinessDictionary (2015). Management by objectives. Retrieved from
http://www.businessdictionary.com/definition/management-by-objectivesMBO.html#ixzz3mH65OxyV
Cherie A. and Gebrekidan A. (2005). Nursing Leadership and Management.
Lecture Notes. USAID.
Fain, JA. & Sheathelm HH., (1984).Management by objectives (MBO) (as
applied to nursing service).http://www.ncbi.nlm.nih.gov/pubmed/6567908
Garrison et. al.(2000). Management
theory.http://graduatenursing.medilam.ac.ir/LinkClick.aspx?fileticket=C-TT8ilquIY
%3D&tabid=10274&language=en-US
Kelly, P., (2011). Nursing and leadership 3rd edition
https://www.cengagebrain.co.uk/content/9781133520894.pdf
Investopedia (2015). Management by objectives definition. Retrieved from
http://www.investopedia.com/terms/m/management-byobjectives.asp#ixzz3mH34osfq
Kelly, P., (2011). Nursing and leadership 3rd edition
https://www.cengagebrain.co.uk/content/9781133520894.pdf
Page 48

Management by Objectives. Retrieved 18 Sept. 2015 from
http://study.com/academy/lesson/what-is-management-by-objectives-mbo-definitionadvantages-disadvantages.html
Pollok CS., (1983). Adapting management by objectives to nursing.
http://www.ncbi.nlm.nih.gov/pubmed/65547
Regolosi,E. Management and leadership in nursing and healthcare. Springer
publishing company.
https://www.mindtools.com/pages/article/fiedler.htm
Source: Boundless. Four Theories of Leadership. Boundless Management.
Boundless, 21 Jul. 2015. Retrieved 04 Jan. 2016 from
https://www.boundless.com/management/textbooks/boundless-managementtextbook/leadership-9/defining-leadership-68/four-theories-of-leadership-344-7580/
Leadership Theories and Style: A Transitional Approach MAJ Earl Russell 08
September 2011 Submitted For: General Douglas MacArthur Military Leadership
Writing Competition
8 Major Leadership Theories By Kendra Van Wagner. Source:
http://psychology.about.com/ 2008
Williams, E. 2001. Leadership Styles in Nursing Management. Society of
Professional Journalists.
Frandsen, B. 2014. Nursing Leadership Management and Leadership
Styles.American Association of Nurse Assessment Coordination.
Tappen, R., Weiss, S., Whitebead, D. 2010. Essentials of Nursing Leadership
and Management. 5th Edition. F.A. Davis Company
Page 49
Chapter 3
Total Quality
Management
Page 50

INTRODUCTION
Quality refers to excellence of a product or a service, including its
attractiveness, lack of defects, reliability, and long-term durability(Patricia
& Cerrell, 2005). Quality assurance provides the mechanisms to effectively
monitor patient care provided by health care professionals using costeffective resources(Mollinari & Bushy, 2011). Nursing programs of quality
assurance are concerned with the quantitative assessment of nursing care
as measured by proven standards of nursing practice(Margaret, 1992).
Quality assurance system motivates nurses to strive for excellence in
delivering quality care and to be more open and flexible in experimenting
with innovative ways to change outmoded systems.
*Florence Nightingale introduced the concept of quality in nursing care in
1855 while attending the soldiers in the hospital during the Crimean war.
CONCEPT OF QUALITY IN HEALTH CARE
Quality is defined as the extent of resemblance between the purpose of
healthcare and the truly granted care (Donabedian 1986).
Quality assurance originated in manufacturing industry to ensure that
the product consistently achieved customer satisfaction.
Quality assurance is a dynamic process through which nurses assume
accountability for quality of care they provide.
It is a guarantee to the society that services provided by nurses
are being regulated by members of profession.
APPROACHES FOR A QUALITY ASSURANCE PROGRAMME
Two major categories of approaches exist in quality assurance they are:
General
Specific
A. General Approach
It involves large governing of official bodys evaluation of a persons or
agencys ability to meet established criteria or standards at a given
time.
1) Credentialing
Formal recognition of professional or technical competence and attainment of
minimum standards by a person or agency.
Page 51
Credentialing process has four functional components:

a) To produce a quality product
b) To confer a unique identity
c) To protect provider and public
d) To control the profession.
2) Licensure
Individual licensure is a contract between the profession and the state, in
which the profession is granted control over entry into and exists from the
profession and over quality of professional practice.
The licensing process requires that regulations be written to define the
scopes and limits of the professionals practice.
Licensure of nurses has been mandated throughout the world by laws and
regulations..
3) Accreditation
Accreditation is an evaluative process which colleges, universities, or
postsecondary institutions may choose to go through that compares their
college to established standards. It is a voluntary review of the college or
university, conducted by a nongovernmental group, usually a private, nonprofit organization. The agency conducting the review looks at the school
from top to bottom: its admissions requirements, services offered its
resources, its degree programs, etc.
*A college's accreditation is then periodically reevaluated to make
sure it continues to hold to the established standards. It is possible
for an accredited college to lose its accreditation if the reviewing
agency believes it no longer maintains the established standards.
ISO
ISO is an independent, non-governmental international organization with a

membership of 162 national standards bodies. Through its members, it brings
together experts to share knowledge and develop voluntary, consensusbased, market relevant International Standards that support innovation and
provide solutions to global challenges.
JCI
Page 52
NABH
PRC
PAASCU
4) Certification
Certification is usually a voluntary process with in the profession.
A persons educational achievements, experience and performance on
examination are used to determine the persons qualifications for
functioning in an identified specialty area.
B. Specific approaches
1) Peer review
Peer review is divided in to two types.
The recipients of health services by means of auditing the quality of
services rendered.
The health professional evaluating the quality of individual
performance.
2) Standard as a device for quality assurance
Standard is a pre-determined baseline condition or level of excellence that
comprises a model to be followed and practiced. The ANA standard for
practice include:
Standard 1: The collection of data about health status of the patient is
systematic and continuous. The data are accessible, communicative, and
recorded.
Standard 2: Nursing diagnosis are derived from health status data.
Standard 3: The plan of nursing care includes goals derived from the nursing
diagnoses.
Page 53

Standard 4: The plan of nursing care includes priorities and the prescribed
nursing approaches or measures to achieve the goals derived from the
nursing diagnoses.
Standard 5: Nursing actions provide for patient participation in health
promotion, maintenance, and restoration.
Standard 6: Nursing actions assist the patient to maximize his health
capabilities.
Standard 7: The patients progress or lack of progress towards goal
achievement is determined by the patient and the nurse.
Standard 8: The patients progress or lack of progress towards goal
achievement directs re-assessment, re-ordering of priorities, new goal setting,
and a revision of the plan of nursing care.
3) Audit as a tool for quality assurance
Nursing audit may be defined as a detailed review and evaluation of
selected clinical records in order to evaluate the quality of nursing
care and performance by comparing it with accepted standards.
TQM, in the form of statistical quality control, was invented by Walter A.
Shewhart. It was initially implemented at Western Electric Company, in the
form developed by Joseph Juran who had worked there with the method.
TQM was demonstrated on a grand scale by Japanese industry through the
intervention of W. Edwards Demingwho, in consequence, and thanks to
his missionary labors in the U.S. and across the world, has come to be
viewed as the "father" of quality control, quality circles, and the quality
movement generally.
Deming's Fourteen Points for Management(Disraeli, 1987):

1. Create constancy of purpose for improvement of product and
services
The essence of constancy of purpose is customer orientation. - The answer to
the question WHY?
Page 54

Operational definition of customer needs is essential if we are to
meet those needs and expectations at price customers are willing
to pay.
2. Adopt the new philosophy
Meaningful change can only take place from within - focus on the competition
will not ensure survival.
Focus on the customer, not the competition.
3. Cease dependence on mass inspection
Eliminate the need for inspection on a mass basis by building quality into the
product in the first place.
A more modern view: Defect prevention, using both process
feedback and customer feedback.
4. End the practice of awarding business on price tag alone
The objective here is a customer-supplier relationship, and is an application of
the "cooperation: win-win" philosophy.
The security of the long-term relationship allows the supplier to
innovate.
5. Constantly and forever improve the systems of production and
services
"Improve constantly and forever every process for planning,
production and service. Search continually for problems in order
to improve every activity in the company, to improve quality and
productivity and thus to constantly decrease costs. It is
management's job to work continually on the system (design,
incoming materials, maintenance, improvements of machines,
training, supervision, retraining)."
6. Institute modern methods of training on the job
New skills are required to keep up with changes in materials, methods,
product design, machinery, techniques and service.
Note that training is for skills, unlike education, which is for knowledge
7. Institute modern methods of supervision and leadership
The aim of leadership should be to help people, machines and gadgets to do
a better job.
Page 55

Supervision of management is in need of overhaul, as well as supervision of
production workers.
"IF A WORKER CANNOT LEARN HIS JOB, WHY DID YOU PUT HIM
THERE?"
8. Drive out fear
Fear is a barrier to improvement: wherever there is fear, we get the wrong
figures.
Fear in work is opposite to joy in work.
Fear of change is a big barrier to be overcome: remember, people dont resist
change, they resist being changed! The need is for everybody to be part of
the change, and to own the change process.
9. Break down barriers between departments
This is the direct opposite to the Joiner Triangle's 'All One Team' and
Deming's 'Win-Win' principle.
Deming says quite bluntly that if the boss of every staff area perceives (or
indeed is told) that his objective is to maximize his department's profits
then the company will fail.
10. Eliminate numerical goals for the work force
Such exhortations only create adversarial relationships; the bulk of the causes
of low quality and low productivity belong to the system, and thus lie
beyond the power of the workforce.
What can be wrong with slogans? a few posters?

Posters that explain to everyone on the job what the
management is doing month by month to (for example) purchase
better quality of incoming materials from fewer suppliers, better
maintenance, or to provide better training, or statistical aids and
better supervision to improve quality and productivity, not by
working harder but by working smarter, would be a totally
different story: they would boost morale. People would then
understand that the management is taking some responsibility for
hang-ups and defects, and is trying to remove obstacles
11. Eliminate work standards and numerical quotas
No, Deming is not telling us to manage without numbers!
Page 56

Of course, both companies and individuals need goals, intentions, and
aims - but not in isolation; they need the education, training, systems and
methods to make it reasonable for these to be attained. What they do
not need is arbitrary numerical goals. Of course, a company needs
budgets and forecasts for planning and allocation of resources but they
must also not be arbitrary numerical goals, nor must they become such.
12. Remove barriers to pride of workmanship
Remove barriers that rob the hourly worker of his right to pride of
workmanship. The responsibility of supervisors must be changed from
stressing sheer numbers to quality.
Remove barriers that rob people (including those in management and
engineering) of their right to pride of workmanship. This means, inter
alia, abolishment of the annual merit rating and of management
by objective.
13. Institute a vigorous programme of education and training for
everyone
What an organization needs is not just good people; it needs people that are
improving with education. Advances in competitive position will have their
roots in knowledge.
14. Create a structure in top management that will push every day
on the above 13 points.
Put everyone in the organisation to work to accomplish the transformation.
The transformation is everybodys job.
Clearly define top management's permanent commitment to ever-improving
quality and productivity, and their obligations to implement all of these
principles.
Doing your best is not good enough. You have to know

what to do. Then do your best.
W. E. Deming
References:
Page 57

Disraeli, Benjamin, Demings 14 Points for Management, 1987, retrieved from
http://www.stat.auckland.ac.nz/~mullins/quality/Deming.pdf
Donabedian, Avedis The Quality of Care, 1986, JAMA, Sept.23/30 1988-Vol.
260, No.12
Margaret MM. Professionalization of nursing; current issues and trends. 1992,
JB Lippincott company; Philadelphia
Karen P, Corrigan P. Quality improvement in nursing and health care. 1995
Chapman& Hall; Newyork
Patrica& Cerrell. Nursing leadership and management; A practical guide. 2005
Thomson Delmar; Canada
Roger E. Professional competence and quality assurance in the caring
professions . 1993 Chapman& Hall; USA
Srinivasan AV. Managing a modern hospital. 2000, Sage publishers; New Delhi:
Barbara C. Contemporary nursing issues trends and management,
2001,Mosby publication; St Louis
Ganong J.M and Ganong W.L, Nursing Management. 1980, Aspin Publication:.
Stanhope. Community Health Nursing Process and Practice for promoting
health. 1988, Mosby publication; St Louis
Molinari, D. and Bushy, A. The rural nurse: transition to practice, 2011,
Springer Publishing Company
Legal Implications of
Chapter
Client
Care 4
Page 58
Page 59
Chapter 5
The Organization
and Management
Page 60

ORGANIZATIONAL CONCEPTS
Organization
Are viewed as an established social systems designed to carry out
specific objectives. Includes people working together for a common purpose
while working in different areas.
Organizational structure
It provides the framework in which management process is carried out
in an organization. It is designed to show clear lines of authority, flow of
communication and relationships among the various departments, and to
pinpoint person/s responsible and accountable.
IT includes first, the line of authority and communication between the

different administrative offices and officers, and second information and data
that flows through these lines of communication and authority.
-Chandler
TYPES OF ORGANIZATIONAL STRUCTURE
Formal type
Described the positions, the responsibilities of those occupying the
position and the working relationships among the various units or
department.
Informal type
Consists of personal and social relationships among the members of the
organization. Not reflected in the organizational chart.
It is through the informal structure that people with little or no formal

status or position may gain recognition.
Grapevine
It is where information is disseminated faster than in the formal system
of communications. However, information transmitted through the grapevine,
may or may not be accurate.
Page 61
BASIC FORMS OF ORGANIZATIONAL STRUCTURE

1.Hierarchic or Bureaucratic Model
This model is designed to facilitate large-scale administration by
coordinating the work of many personnel. It is associated with subdivisions,
specializations, technical qualifications, rules and standards, impersonality
and technical efficiency.
Gillies
A direct chain of command pattern that emphasizes superiorsubordinate relationships. The Line Organization is more efficient than
another type of structure.
2.Adaptive or adhocracy or Organic model
Tomey
Describes the ADAPTIVE or ORGANIC MODEL as newer organizational
frameworks that are more free form, open, flexible and fluid than the older
bureaucratic models.
Aims and Structure of Adaptive model:

Greater recognition is given to the informal structure and the group is
encouraged to improve its own norms or standards
Realities are recognized and the structures are designed to meet them.
Since relationships are flexible, the organizational chart is likely to be
used.
Job descriptions are less meaningful.
It is staffed by independent and self-reliant people.
Types of structures of Adhocracy organizational models

1. Freeform
Page 62

Stresses open communication, consensus, independent judgment and
self-regulation. Managers in this structural design must be dynamic,
should be willing to take risks and can manage change.
2. Collegial Management
Enhances DEMOCRATIC MANAGEMENT. It limits AUTOCRATIC
LEADERSHIP and ensure that each functional area of the organization is
represented.
3. Project Management
It maintains a division and balance of power among top management
through COLLECTIVE RESPONSIBILITY.
3.
It is useful for long-range projects that need much planning,
coordination and research.
Two types:
General or functional management:
Most common type. It will lead time between planning and production
and decision making.
Aggregate Management
The manager is appointed, has its own staff and has full authority and
control over the project.
4.Task force
Are organized for special projects that are short-range
It is a temporary assignment of a group of people who have been
selected because of their special qualifications and expertise.
-
It is an efficient method for PROBLEM SOLVING activities.
5.Matrix organization
It is a structure within a formal bureaucratic design.
Page 63

have
-
It allows the creation of groups within the organization itself.

Although the groups may belong to various department or units, they
common goals and vision.
It is a DYNAMIC ORGANIZATION
ORGANIZATIONAL CHARTS
It is a drawing that shows how the parts of an organization are linked.
It depicts the formal organizational relationships, areas of responsibility,
persons to whom one is accountable, and channels of communication.
Murray and DiCroce
GRAPHIC REPRESENTATION of the chain of authority from chief
executive to each member.
Depicts the chain of command.
Uses:
1.
2.
3.
4.
5.
It
It
It
It
It
outlines administrative control

is used for policy making and planning
is used to evaluate strengths and weaknesses of the present structure.
shows the relationships with other departments and agencies.
is used to orient new personnel to the new organization.
Types of Organizational charts

1.
Vertical chart or Tall structure
Depicts the chief executive at the top with lines of authority flowing
down the hierarchy.
This structure is most effective when managers desire better
coordination and effective communication.
Clearly defines the relationships between among the different levels in
the organization.
2.
Horizontal chart or flat chart

Page 64
Depicts the manager at the top with wide span of control

The levels of management are not shown in a flat chart
Employees report to one manager
They have more freedom
Head nurses or frontline managers are given more authority.
3.
Circular or concentric charts
This chart shows outward flow of normal authority which is from the
center moving outward.
This type of structure minimizes or reduces the implications of status
positions.
It represents a conceptual, rather than a functional view of
organization.
Line and Staff relationship
Line authority
It is a chain of command, a manger-staff associate or leader-follower
relationship.
In this relationship, the manger delegates authority to an associate who
in turn delegates authority to the staff.
It is depicted by a solid line in an organizational chart.
The manager in this structure has the right to give orders, demand
accountability and discipline.
Staff authority
Refers to a form of influence used by specialized individuals.
STAFF AUTHORITY is depicted by a DASHED LINE on an organizational
chart.
Staffs support line authority relationship by serving as consultants or
advisers.
PRINCIPLES OF ORGANIZATION
1.
Communication
Communicate with different people at different levels.
Part of responsibility
Page 65

-
The need for effective communication is imperative
2.
Unity of Command
Assign workers to be responsible for a single area and to report only
one supervisor.
Rules to Achieve Unity of Command:
Centralize authority and responsibility in the head of the organization.
See that no person occupying a single position in an organization is subjected
to definite orders from more than one source.
Know whom you report to and who reports you.
3.
Span of control
Factors in determining the number of employees that one supervisor
can effectively manage:
Level of managerial experience
Skill level of the employee
Stability of the work unit of the department
Level of morale among the employees
Typed of work managed

4.
Delegation of Authority
Guidelines to achieve efficiency:
1.
Let a few people accomplish the task
2.
Systematically align all personnel and activities so that you can
delegate the authority and responsibility for specific and well-defined duties.
Page 66

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NURSING LEADERSHIP & MANAGEMENT NCM 107

NURSING LEADERSHIP & MANAGEMENT NCM 107

NURSING LEADERSHIP & MANAGEMENT NCM 107

NURSING LEADERSHIP & MANAGEMENT NCM 107

NURSING LEADERSHIP & MANAGEMENT NCM 107

Though often working collaboratively, nurses do not simply "assist" physicians

NURSING LEADERSHIP & MANAGEMENT NCM 107

Qualities of a Professional Nurse

Provide nursing care

NURSING LEADERSHIP & MANAGEMENT NCM 107

Teach, guide and supervise students in nursing education program.

ROLES OF A PROFESSIONAL NURSE

The traditional and most essential role, functions as nurturer, comforter,

Provides information and helps the client to learn or acquire new

Helps client to recognize and cope with stressful psychologic or social

Initiate changes or assist clients to make modifications in themselves or

NURSING LEADERSHIP & MANAGEMENT NCM 107

Makes decisions, coordinates activities of others, allocate resource

Participates in identifying significant researchable problems

Expanded role as a nurse

NURSING LEADERSHIP & MANAGEMENT NCM 107

NURSING LEADERSHIP & MANAGEMENT NCM 107

NURSING LEADERSHIP & MANAGEMENT NCM 107

NURSING LEADERSHIP & MANAGEMENT NCM 107

CODE OF ETHICS FOR NURSES

NURSING LEADERSHIP & MANAGEMENT NCM 107

NURSING LEADERSHIP & MANAGEMENT NCM 107

NURSING LEADERSHIP & MANAGEMENT NCM 107

NURSING LEADERSHIP & MANAGEMENT NCM 107

NURSING LEADERSHIP & MANAGEMENT NCM 107

NURSING LEADERSHIP & MANAGEMENT NCM 107

NURSING LEADERSHIP & MANAGEMENT NCM 107

NURSING LEADERSHIP & MANAGEMENT NCM 107

NURSING LEADERSHIP & MANAGEMENT NCM 107

NURSING LEADERSHIP & MANAGEMENT NCM 107

NURSING LEADERSHIP & MANAGEMENT NCM 107

5) Authoritarian nurse leaders

NURSING LEADERSHIP & MANAGEMENT NCM 107

II. LEADERSHIP THEORIES

*Leadership ability to develop a vision that motivates others to move with

Great Man theory

This theory was popularized by Thomas Carlyle who is a writer and a

However, Herbert Spencer, an English philosopher disputed the great

Gandhi, Lincoln, Napoleon-charismatic leadership

Qualities of a charismatic leader:

NURSING LEADERSHIP & MANAGEMENT NCM 107

Sought personality, social, physical or intellectual traits that

People with traits could be recruited, selected and installed into

These personality traits or behavioral characteristics are inherent in the

Among the core traits identified are:

Achievement drive: High level of effort, high levels of ambition, energy

Leadership motivation: an intense desire to lead others to reach shared

Honesty and integrity: trustworthy, reliable, and open

Self-confidence: Belief in ones self, ideas, and ability

Cognitive ability: Capable of exercising good judgment, strong analytical

Knowledge of business: Knowledge of industry and other technical

Emotional Maturity: well adjusted, does not suffer from severe

Others: charisma, creativity and flexibility

This theory makes the manager aware of their strengths and

NURSING LEADERSHIP & MANAGEMENT NCM 107

honesty and integrity

Intelligence and scholarship

Social status and experience

Leadership traits can be taught