Leadership

1. Integrating Leadership Roles and Management Functions

2. Management is dealing with people The need to develop nursing leadership skills has never been greater than it is today.

3. Leadership A way of behaving, interpersonal ability to cause others to respond A set of actions that influences members of a group toward goal setting and goal attainment (Bailey) The process of influencing an organized group toward accomplishing its goals (Wren) The art of getting work done through others willingly Directing and coordinating the work of group members (Fiedler)

4. Management Problem-oriented process; needed whenever two or more work together toward a common goal The manipulation of people, the environment, money, time, and other resources to reach organizational goals To forecast and plan, to organize and to command, to coordinate, and to control (Fayol) The creation of an internal environment in an enterprise in which individuals work together as a group

5. Managers and Leaders Leaders Selects and assumes role Often do not have delegated authority but obtain their power through other means Have a wider variety of roles than do managers Are frequently not part of the formal organization Focus on group process, information gathering, feedback, and empowering others Managers Are always assigned a position within an organization Have a legitimate source of power as a result of the delegated authority that accompanies their position Are expected to carry out specific functions Emphasize control, decision making, decision analysis, and results

6. Management Styles

7. Styles of Leadership in Delegation Autocratic or Authoritarian Democratic or Participative Laissez-Faire, Permissive, or Free Reign

8. Good Leaders and Managers Good Leaders: envision the future communicate their visions motivate followers lead the way influence others to accomplish goals inspire confidence take risks empower followers master change Good Managers: coordinate resources optimize resource use meet organizational goals and objectives follow rules plan, organize, control, and direct use reward and punishment effectively to achieve organizational goals

9. Integrated Leader/Managers(Gardner, 1990) Think longer term Look outward, toward the larger organization Influence those beyond their own group Emphasize vision, values, and motivation Are politically astute Think in terms of change and renewal

10. The Management Process Planning Organizing Staffing Directing Controlling

11. Transactional Leadership Focuses on management tasks Is a caretaker Uses trade-offs to meet goals Does not identify shared values Examines causes Uses contingency reward

12. Transformational Leadership Identifies common values Is committed Inspires others with vision Has long-term vision Looks at effects Empowers others

13. Can Leadership Be Taught?What the Critics Say Leadership cannot be taught because: Leaders are born and not made. U.S. culture holds that leadership is an elitist and thus an anti-American phenomenon. Leadership training would be too focused on the skills and techniques, rather than on the means, to get work done. Leadership can be learned only on the job, from experience. Leadership requires manipulation or a killer instinct. To teach leadership is an act of arrogance. Society rewards the specialist, not the generalist. Leadership is an elusive commodity � it can�t be proven. Leadership at best comes close to creativity. Can creativity be taught?

14. Decision Making, Problem Solving and Critical Thinking Decision making: �complex, cognitive process often defined as choosing a particular course of action.� Problem solving: part of decision making, systematic process focused on analyzing a difficult situation Critical Thinking: includes reasoning and creative analysis; broader scope than decision making and problem solving

15. Why the critical thinking movement? The ability of young adults to problem solve/reason inferentially has seriously declined. We�ve been busy teaching facts, not how to think!

16. Why is critical thinking especially important for nurses? Information becomes obsolete quickly Complexity of the profession Limited # of hours for theory and clinical in education Information overload Conflicting responsibilities

17. Fostering Critical Thinking �All too often we are giving our young people cut flowers when we should be teaching them to grow plants. We are stuffing their heads with the products of earlier innovation rather than teaching them how to innovate. We think of the mind as a storehouse to be filled when we should be thinking of it as an instrument to be used.� -John W. Gardner

18. Characteristics of a Successful Thinker Energy � action oriented Courage � willingness to take risks Sensitivity Creativity � innovative Good track record Self-aware

19. Types of Decision Making Recurrent and routine problem solving Satisficing Maximizing or optimal mode

20. Frequent Errors Made in Decision Making No clear objective or goal for decision Faulty data gathering Faulty logic or �crooked thinking�

21. Frequent Errors Made in Decision Making (cont.) Limited # of alternatives Too much time identifying the problem Using outcome only for evaluation Lack of self-awareness Refusal to act

22. Decision-Making Variables If we all use the same decision-making or problem-solving model and are given the same information, will we all reach the same decision?Why not?

23. Right-Brain Vs. Left-Brain Dominance

24. Problem-Solving vs. Decision-Making Models The Traditional Problem-Solving Process Identify the problem. Gather data to identify the causes and consequences of the problem. Explore alternative solutions. Evaluate each alternative. Select appropriate solution. Implement solution. Evaluate results. Harrison�s Managerial Problem-Solving Model Set objective(s). Identify the problem. Search for alternatives. Evaluate alternatives. Choose alternative. Implement solution. Follow-up and control.

25. Nursing Process: A Problem- Solving and Decision-Making Model Assess Diagnose Plan Implement Evaluate

26. Trial and Error Decision Making

27. Group Dynamics Group phases: Initiation Working Termination Group roles: Task roles Maintenance roles

28. Definition of Group Roles Task Roles Initiating introductory activities Seeking information Giving information Clarifying Coordinating Summarizing Maintenance Roles Supporting Mediating Gatekeeping Following Reducing tension Setting standards

29. Challenge of Change Change is inevitable Three options React Don�t act Act

30. Resistance to Change Perceived threat Lack of understanding Limited ability to cope Disagreement about benefits Fear of impact of change on self-confidence and self-esteem

31. Initiators of Change System Management Patient Yourself

32. Emotional Phases of Change Process Equilibrium Denial Anger Bargaining Chaos Depression Resignation Openness Readiness Reemergence

33. Five Steps to Conquering Change