Professional Documents
Culture Documents
Formal
Informal
4 Primary Conditions for
Effective Leadership
A person receiving a communication
understand it
The person has the resources to do what is
being asked of him
The person believes the behavior being
asked of him is consistent with personal
interest and values
The person believes the request is
consistent with the purposes and values of
the organization
LEADERSHIP
THEORIES
GREAT MAN THEORY
Leaders are born and not made.
(Aristocrats)
Great leaders will arise when
there is a great need. (Jesus,
Moses, Mohammed, and
Buddha)
GREAT MAN THEORY
Certain people are
born to lead and that
others are to be led
Aristotelian
Philosophy
GREAT MAN THEORY
Application:
An effective nurse
leader in one situation
will be an effective
leader in any situation
GREAT MAN THEORY
Downside:
Does not give
opportunity for others
to become leaders
(Political Dynasty)
Mainly Based from the Great Man Theory
LAISSEZ-FAIRE
Other names:
1. Participative
2. Consultative Other names:
1. Nondirective
2. Permissive
3. Ultra-liberal
4. Free reign
What are the key differences in the
3 leadership styles?
Democratic leader moves the
group toward its goals
Autocratic leader moves the
group toward the leader’s goals
Laissez-faire leader makes no
attempt to move the group
Comparison of Authoritarian,
Democratic, & Laissez-Faire
Authoritar.Democrat. Laissez-F
Degree of
freedom
Little Moderate Much
Degree of control
High Moderate None
Decsision making
By leader Leader& Group or
group no one
Leader activity level
High High Minimal
Assumption of
Responsibility Leader Shared Abdicated
Output of group
High& High & Variable-
good qual. creative Poor?
SITUATIONAL THEORY
Leadership Styles or
Behaviors that are
effective in one
situation may not be
effective in a different
situation.
SITUATIONAL THEORY
Traits required of a LEADER
depends on the demand of
the situation
One may be a leader in a
certain situation and a
follower in another situation
SITUATIONAL THEORY
Focuses on the Combination
of factors
People
Task
Situation
Other factors
SITUATIONAL THEORY
4 Basic Elements of a Situation
Organization
Climate
Emotional State, Perceptions, and Feelings
shared by members of the system (formal,
relaxed, defensive, cautious, accepting,
trusting, etc.)
Characteristics of the Leader
Characteristics of the Follower
SITUATIONAL THEORY
5 Kinds of Situational Leader
Natural Leaders
Does not present self as a leader but is already
presumed to be
Charismatic Leaders
Seen as a hero, unquestioned acceptance
Rational Leaders
Thinks of the Pros and Cons
Consensus Leaders
Majority decides, socially influenced
Leadership by Force
Leadership by coercion; Authoritarian
Considered a subset of Situational Theory
There must be a
group before
there can be a
leader
Considered a subset of Situational Leadership
Degree to which
details of the group
assignment are
programmed
Considered a subset of Situational Theory
Path-Goal Theory
Path – behavior the leader exhibit
Goal – is the desired outcome
Styles
1. Directive – provides specific guidelines
2. Supportive – concern and support for
subordinates
3. Participative – solicit ideas and suggestions
4. Achievement oriented – sets challenging
goals, emphasize improvement in work
performance, and encourage high level of
goal attainment
Considered a subset of Situational Theory
THEORY OF HERSEY, BLANCHARD
& JOHNSON: LIFE CYCLE THEORY
Focuses on the combination oftask
behaviors and relationship behavior
○ TASK BEHAVIOR- characterized by
endeavoring to establish well-defined
patterns of organization, channels of
communication, ways of getting jobs done.
○ RELATIONSHIP BEHAVIOR – providing
socio-economic support, actively listening,
“psychological strokes”
Considered a subset of Situational Theory
Low
Relationship
Separated Dedicated
High
Relationship
Related Integrated
Motives
a disposition/tendency/desire/aspiration
a drive or impulse that arouses interest
and sustains and regulates behavior
A need or desire that incite or direct a
person’s action
Motivation
explains why people behave the way they
do.
is an inner state that causes an individual
to behave in a way that ensures the
accomplishment of some goals
a force within the individual that influences
strength and direction of behavior: the
willingness and the ability to work
Intrinsic vs Extrinsic Motivation
Intrinsic
Within the person, related to the
person’s aspirations, goals and
expectations in life
Extrinsic
Coming from the environment;
external rewards (promotion, salary,
benefits, etc.)
(Types of Motivation)
I. Achievement Motivation
the drive to pursue and attain goals
the drive to achieve objectives and
advance up the ladder of success
accomplishment is seen as
important primarily for its own sake,
not just for the rewards that goes
with it
Achievement-oriented people:
• the drive to be
good at something,
allowing the person
to perform high-
quality work
Competence-motivated people:
seek job mastery, take pride in
developing and using their problem-
solving skills, and strive to be creative
when confronted with obstacles;
are learning individuals who profit
from their experiences and continually
improve their skills
Competence-motivated people:
Are more responsive to quality-oriented
goals
Expect high-quality work from their
associates
May become impatient if people working
with them do poor work
Ask, “How well can I do the job?”
IV. Power motivation
• the drive to influence people
and
change situations
Charismatic power
Esteem and
satisfy each needstatus in turn,
Belonging and
starting
Safety and
with
Social the first,
which deals with the most
Security
Physiological
obvious needs for survival
Needs
itself.
Spiritual
Cognitive
Emotional
Physical
ALDERFER’S
E-R-G
Growth MODEL
Modified Need
Relatedness
Hierarchy
based from
Existence Maslow’s
(Clayton Alderfer)
Work itself
Achievement
Motivational Possibility of growth
Factors Responsibility
Advancement
Recognition
Hertzberg’s
Status
Two-Factor
Relations with supervisors
Peer relations Model
Relations with subordinates
Quality of supervision
Maintenance
Factors
Company policy and
administration
Job security
Working conditions
Pay
Work itself Growth
Self-Actualization Achievement
and Fulfillment Possibility of growth
Responsibility
Status
Relatedness
Belonging and Relations with supervisors
social needs Peer relations
Relations with subordinates
Quality supervision
TENSION
ROBERT GREENLEAF=
conceptualized the idea of the
“servant” as “leader”
SERVANT LEADER
Putting service first, takes holistic
approach, shares decision making
and building community
Considered a subset of Transformational
Leadership
SERVANT STYLE OF LEADERSHIP
10
CHARACTERISTIC
S OF A SERVANT-
LEADER 8. building community
1. listening 9. commitment to the
2. empathy growth of people
3. healing 10. stewardship - one
4. awareness who is actively
5. persuasion
concerned with the
direction of the affair
6. conceptualization of the org.
7. foresight
An integration
of leadership
theories.
CHARACTERISTICS OF THE
EFFECTIVE LEADER
VISION – the mental image of a desirable and possible
future state.
INFLUENCE – an informal strategy to gain
cooperation without exercising formal authority.
COMMUNICATION SKILLS
TRUST FROM EMPLOYEES
POWER – ability to influence or exert actions that
result in changes in attitudes or behaviors of followers.
Other Leadership Styles
Bureaucratic – the leader
presumes the group is externally
motivated and does not trust self or
others to make decisions. Instead,
the leader relies on organizational
rules and policies taking an
inflexible approach.
Other Leadership Styles
Connective – the leader
promotes collaboration and
teamwork within the
organization and among
other organizations in the
community.
Other Leadership Styles
Shared – leader assumes that a
professional work force contains
many leaders. No one person is
considered to have knowledge
or ability more than any others.
In effect, all are leaders.
End of
Prelim
I. MANAGERIAL COMMUNICATION
DEANS OF
CHIEF NURSE AFFILIATING
SCHOOLS
NURSING &
MIDWIFERY
STAFF NURSES STAFF NURSES STAFF NURSES TRAINEES
AFFILIATES
NURSING
MIDWIVES MIDWIVES
ATTENDANTS
INSTITUTIONAL INSTITUTIONAL
WORKERS WORKERS
TYPES OF ORGANIZATIONAL
APPROACHES
Centralized – gives a staff development department the responsibility
for staff orientation and education throughout the hospital, whereas a
decentralized approach gives the responsibility to the units divisions.
Decentralized – the division of responsibility gives nurse mangers more
independence in the management of their units.
Matrix – a type of centralized structure that designates dual authorities
that are responsible for product and function-related tasks. The focus
of a product manager in the health care setting is outcome-based,
client care. The functional manager handles the provision of care and
actions required to produce the outcome, or product.
Hybrid – describes the structure that operates with the characteristics
of different types of structure.
Self-governance – involves the participatory management of managers
and staff members. The delineation of responsibility, decision-making,
and accountability are shared. Successful for enactment of a
professional practice model.
ORGANIZATIONAL PROCESS
Integral Parts of the Organizational Process:
1. Mission Statement – clarifies the organization’s
unique purpose.
2. Vision Statement – clarifies the future direction the
organization will take.
3. Philosophy – describes the organization’s beliefs and
values.
4. Goals and Objectives – indicate how the
organization plans to attain its mission and
philosophy.
NURSING CARE DELIVERY SYSTEMS
FUNCTIONAL CARE – a
task-oriented approach,
focusing on jobs to be done.
The nurse in charge assigns
tasks.
FUNCTIONAL
NURSING
HEAD
NURSE
Medication Housekeeper
Nurse (Linen Attendant)
Nursing
Treatment Attendant
Nurse (Hygienic Care)
PATIENTS
NURSING CARE DELIVERY SYSTEMS
TEAM NURSING – is lead
by an RN, a team of two or
three people provide total
care for a group of clients
during an 8- or 12-hour
shift.
CHARGE
NURSE
TEAM TEAM
NURSING LEADER
NURSING
STAFF
PATIENTS
NURSING CARE DELIVERY SYSTEMS
TOTAL CLIENT CARE/CASE
METHOD – requires that one
nurse be responsible for all of the
care for one client during a shift.
Though not a common practice
anymore, this method is currently
utilized by student nurses
CASE/TOTAL
CARE NURSING
HEAD
NURSE
Staff Nurse
PATIENT
NURSING CARE DELIVERY SYSTEMS
PRIMARY NURSING – one
nurse is responsible for total
care of clients throughout
hospitalization. Associates
provide care on some shifts with
the primary nurse coordinating
the client’s care.
PRIMARY
NURSING
Primary
Nurse PATIENTS
DECENTRALIZED
Allocation of nursing personnel at the unit level.
Scheduling Methods
Scheduling Method Advantages Disadvantages
Permanent Fewer health problems, less Day shift most desired, evening
absenteeism, grater job satisfaction, and night shifts staffed mostly
can plan social life. with new graduates
WIN-LOSE COMPROMISING Compromise is often seen as a ‘win-lose’ strategy since each person
gives up something. It is appropriate, however, when an agreement is
STRATEGIES needed and the goals of both parties are at odds. Compromising can
be a potential lose-lose strategy when either or both parties perceive
they have given up more than the other; therefore, both parties must
agree upon relinquishing something of equal value in order for this
strategy to be effective.
LOSE-WIN ACCOMMODATING One party sacrifices a belief or goal, wanting the other party to win.
STRATEGIES
LOSE-LOSE AVOIDING OR Both parties are ware of the conflict, but choose not to acknowledge it
and/or attempt to resolve the conflict
STRATEGIES WITHDRAWING
LOSE-LOSE SMOOTHING OR An approach where one party tries to reduce emotions without
addressing the problem itself. It is often used to preserve or maintain a
STRATEGIES SUPPRESSING peaceful work environment, but involves sacrificing personal goals or
values; however, the problem still exists.
WIN-WIN COLLABORATING A cooperative approach where both parties work together to establish
a common goal.
STRATEGIES
CONTROLLING
A process of checking to make sure that things are
done as intended. It is a process by which managers
attempt to see that actual activities conform to
planned activities.
PERFORMANCE APPRAISAL
Done to assess the effectiveness and efficiency of care
delivered to clients
THE PROCESS
1. Data collection
2. Preparation
3. Conducting the appraisal
4. Follow-up
COMMON ERRORS OF
PERFORMANCE EVALUATION
Halo Error – results when the evaluator allows one trait to
influence evaluation of other characteristics.
Horns Error – the opposite of halo error and occurs when
the evaluator is overly critical.
Contrast Error – occurs when the evaluator rates the
employee opposite from the way they perceive their own
abilities and traits.
Recency Error – the tendency to base the performance
appraisal on recent events rather than on performance over
the entire evaluation period.
Central Tendency Error – occurs when the evaluator is
reluctant to give a true appraisal, rating all employees as
average.
A SMALL
TRUTH TO
MAKE LIFE 100%
Then what makes 100%?