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Leadership, Management and Research p[1]

Leadership, Management and Research p[1]

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Passive
Aggressive
Assertive
Self-denying
Self-enhancing at the expense
of others
Self-enhancing (self &
others)
Inhibited
Expressive
Expressive

Puts down self;
low self-worth and
confidence

Puts down others
Feels good about self
Allows others to choose
Chooses for others
Chooses for self
Does not achieve goal
Achieves desired goal by
hurting others
Achieves desired goal
Far Eastern university-Institute of Nursing
In-House Nursing Review Hand-out
LEADERSHIP, MANAGEMENT and RESEARCH
Overview:
Part I. LEADERSHIP AND MANAGEMENT
I.
Concepts of Nursing Leadership
II.
Nursing Management
II.
Nursing Management Process
IV.
Code of Ethics for Nurses
Part II.RESEARCH
I.
Research in Nursing
II.
Types of Research
III.

Research Process
a. Phases of Nursing Research
b. Steps in Nursing Research

PART 1. LEADERSHIP AND MANAGEMENT
I. CONCEPTS OF NURSING LEADERSHIP
A. Behaviors of Leaders
B. LEADERSHIP ROLES AND MANAGEMENT FUNCTION ASSOCIATED WITH
DELEGATION
LMR by Mrs. Honey Chille S.Tolentino214
LEADERSHIP ROLES AND MANAGEMENT FUNCTION ASSOCIATED WITH
DELEGATION
Leadership Roles
Management Functions
1.
Responsible for delegation of task to
subordinates.
1.
Generates job description /scope of
practice statement for all personnel
2.
Acts as a role model, supporter and
resource person
2.
Knows legal liabilities of supervision
3.

Influences subordinates to utilize delegation to facilitate team building and time management strategies

3.

Aware of capabilities and level of
motivation of subordinates during task
delegation

4.
Guides subordinates in determining
appropriate situations for delegation
4.
Generates and implements a periodic
review for each delegated task.

5. Ensures patient safety as minimum
criteria in determining most appropriate
person to accomplish the delegated task.

5.
Provides incentives and recognition
to show appreciation for the delegated task
completed.
Far Eastern university-Institute of Nursing
In-House Nursing Review Hand-out
C. LEADERSHIP ROLES AND FUNCTION RELATED TO PRELIMINARY STAFFING
FUNCTION
LEADERSHIP ROLES AND FUNCTION RELATED TO PRELIMINARY STAFFING FUNCTION
Leadership Roles
Management Functions
1. Plan activities for future staffing needs.

1. In charge of getting and maintaining
adequate skilled work team to meet the goals
of the organization.

2. Knowledgeable and aware of current and
historical staffing events.
2. Shares responsibility in terms of staff hiring

3. Capable of knowing and encouraging
qualified and competent individuals to join the
organization

3. In charge of planning and structuring needed
interviews.
4. Serves as a role model
4. Uses techniques that would ensure a more
valid and reliable interview process

5. Fully aware of possible personal biases
during the time of pre-employment process or
hiring.

5. Knows the legal requirements needed in
interview and selection of individuals to
maintain firmness in the hiring practices.

1. Uses the interview process as a chance to
promote and enhance the image of the
organization.

1. Generates a selection criteria
2. Designates position to new personnel that
can ensure success.

2. Uses information about organizational needs
and employee\u2019s strength to make wise
decisions regarding placements.

3. Regularly reviews programs and holds
orientations and meetings to ensure needs of
the unit are being met.

3. Uses expertise to guide new employees
and lead a certain program
4. Ensures understanding of the organizational
policies by new employees.
4. Always involved in conducting orientation for
employees
EARLY LEADERSHIP THEORIES
A. Trait/ Individual Characteristic Theory
\ue000Some people have certain characteristics or personality traits that make them better
leaders than others
B. Great Man Theory
\ue000Some people are born to lead, whereas others are born to be led.
LMR by Mrs. Honey Chille S.Tolentino215
Far Eastern university-Institute of Nursing
In-House Nursing Review Hand-out
C. Behavioral Theories
1.Autocratic

\ue000Self-centered leader
\ue000A type of leadership wherein obedience to authority is strongly enforced
\ue000Favors strict rules and established authority
\ue000Well-defined group actions
\ue000High productivity, low creativity, self-motivation and autonomy

2.Democra tic
\ue000People-oriented leader (\u201cWe\u201d)
\ue000A type of leadership characterized by free and equal participation in decision-making
\ue000Promotes autonomy and growth
\ue000Less efficient quantitatively than authoritative leadership
3.Laissez -faire
\ue000Permissive leader (\u201cYou\u201d)
\ue000A type of leadership that is permissive with little or no control and motivates by
support when requested by the group of people

\ue000Frustrating due to over freedom
\ue000Appropriate when problems are poorly defined
\ue000Creativity and productivity will result if members are highly motivated and self-

directed
D. Situational and Contingency Theories

\ue000Requires the performance of both the leader and the followers
\ue000Requirements of the leader differs according to varying situations
\ue000A person may be a leader at one time and a follower in another

E. Contemporary Leadership Theories
1.Bureaucra tic
\ue000Rule-centered (\u201cThey\u201d)
\ue000An institutional method for applying general rules to specific cases, making the actions of
management fair and predictable introduced by Max Weber.
2. Management Process by Henri Fayol\u2019s
\ue000First identified the management functions of planning, organization, command,
coordination, and control.
Introduced the following principles:

a. Principle of division of work
b. Authority and responsibility
c. Unity of command
d. Remuneration of personnel
e. Establishment of tenure

f. Communication
g. Centralization
h. Equity and Justice
i. Esprit de corps
F.Theory X and Theory Y by Douglas McGregor
Theory X Assumptions:
1. The average individual has an inherent dislike for work and will avoid it whenever possible.
2. The average individual prefers to be directed, hopes to avoid responsibility, and is more
interested in financing incentives than in personal achievement.
3. Because people dislike work, they must be controlled, threatened and coerced to put forth
sufficient effort to meet the organization\u2019s objectives.
LMR by Mrs. Honey Chille S.Tolentino216

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