HOMEWORK

SUBMITTED BY:
Pablo, Karmina Pamela F.
BSN Section 12
GROUP 46

A. TYPES OF LEADERSHIP:

1. AUTOCRATIC (Authoritarian) LEADER

» makes decisions for the group

» believes that individuals are externally motivated (their driving force
is
extrinsic, they desire rewards from others) and are incapable of
independent decision making.
» determines policies, giving orders and directions to the group
» the group may feel secure because procedures are well defined and
activities are predictable.
» Productivity: High
» However, the group’s needs for creativity, autonomy. And self-
motivation are not met. The degree of openness and trust is minimal
or
absent.
» This style is effective when a project must be completed quickly and
efficiently.

2. DEMOCRATIC (participative, consultative) LEADER

» leader acts as a catalyst or facilitator, actively guiding the group
toward
achieving the group goals.
» Group productivity and satisfaction are high as group members
contribute to work effort.
» the leader assumes individuals are internally motivated( their driving
force is intrinsic, they desire self satisfaction), are capable of making
decisions, and value independence.
» It focuses on providing constructive feedback, offering information,
making suggestions, and asking questions, and value independence.
» this style demands that the leader have faith in the group members
to
accomplish the goals.
» it allows more self-motivation and more creativity among group
members.
» it calls for a great deal of cooperation and coordination among group
members.
» this can be extremely effective in health care setting.

3. LAISSEZ-FAIRE (Nondirective, permissive) LEADER

 » recognizes the group’s need for autonomy and self-regulation.
» assumes a “hands-off” approach
» The leader presupposes that the group is internally motivated
» however, the group members may act independently and at cross
purposes because of a lack of cooperation and coordination
» is most effective for groups whose members have both personal and
professional maturity, so that once the group has made a decision,
the
members become committed to it and have the required expertise to
implement it.
» Individual group members then perform tasks in their area of
expertise
while the leader acts as resource person.

4. BUREAUCRATIC LEADER

» does not trust self or others to make decisions and instead relies on
the
organization’s rules, policies, and procedures to direct the group’s
work
efforts.
» group members are usually dissatisfied with the leader’s inflexibility
and impersonal relations with them.

5. SITUATIONAL LEADER
» flexes task and relationship behaviors
» considers the staff members’ abilities
» knows the nature of the task to be done
» is sensitive to be the context or environment in which the task takes
place
» adapt their leadership style to the readiness and willingness of the
individual or group to perform the assigned task.

6. CHARISMATIC LEADER

» is rare and is characterized by an emotional relationship between the

leader and the group members.
» the charming personality of the leader evokes strong feelings of
commitment to both the leader and the leader’s cause and beliefs.
» the followers of a charismatic leader often overcome extreme
hardship
to achieve the group’s goals because of faith in the leader.

7. TRANSACTIONAL LEADER

» has a relationship with followers based on an exchange for some

resource valued by the follower. These incentives are used to promote
loyalty and performance.

8. TRANSFORMATIONAL LEADER
 » fosters creativity, risk taking, commitment, and collaboration by
empowering
the group to share in the organization’s vision.
» the leader inspires others with a clear, attractive and attainable goal
and
enlists them to participate in attaining the goal.
» Independence, individual growth, and change are facilitated.

9. SHARED LEADERSHIP
» recognizes that a professional workforce is made up of many leaders.
» No one person is considered to have knowledge or ability beyond
that of other
members of the work group.
» Appropriate leadership is thought to emerge in relation to the
challenges that
confront the work group.

B. DIFFERENCE BETWEEN A LEADER AND A MANAGER

A LEADER influences others to work together to accomplish a specific goal.

Leaders are often visionary; they are informed, articulate, confident, and self
aware. Leaders also have outstanding interpersonal skills and are excellent
listeners and communicators. They have initiative and the ability and
confidence to innovate change, motivate, facilitate, and mentor others.

A MANAGER is an employee of an organization who is given authority,

power, and responsibility for planning, organizing, coordinating, and directing
the work of others, and for establishing and evaluating standards. Managers
understand organizational structure and culture. They control human,
financial and material resources. Managers set goals, make decisions and
solve problems. They initiate and implement change.

LEADER MANAGER
- may or may not be officially -are appointed officially to the
appointed to the position position
- have power and authority to enforce
decisions only as long as followers -have power and uthority to enforce
are willing to be led. decisions
-Influence others toward goal setting,
either formally or informally -carry out predetermined policies,
-are interested in risk taking and rules, and regulations
exploring new ideas -Maintain an orderly, controlled,
- Relate to people personally in an rational, and equitable structure
intuitive and empathic manner -Relate to people according to their
- feel rewarded by personal roles
achievements -Feel rewarded when fulfilling
- may or may not be successful as organizational mission or goals
managers -are managers as long as the
- manage relationships appointment holds
- focus on people -manage resources
-focus on systems

C. METHODS OF DELIVERY OF CARE

1. Managed Care describes a health care system whose goals are to

provide cost-effective, quality care that focuses on decreased costs
and improved outcomes for groups of clients. In managed care, health
care providers and agencies collaborate to render the most
appropriate, fiscally responsible care possible. Managed care denotes
an emphasis on cost controls, customer satisfaction, health promotion
and preferred provider organizations are examples of provider systems
committed to managed care.

2. CASE MANAGEMENT describes a range of models for integrating

health care services for individuals or groups. Generally involves
multidisciplinary teams that assume collaborative responsibility for
planning, assessing needs and coordinating, implementing, and
evaluating care for groups of clients from preadmission to discharge or
transfer and recuperation.

3. PATIENT FOCUSED CARE is a delivery model that brings all services

and care providers to the clients. The supposition is that if activities
normally provided by auxiliary personnel are moved closer to the
client, the number of personnel involved and the number of steps
involved to get the work done are decreased. Cross-training
development of multiskilled workers who can perform tasks or
functions in more than one discipline, is an essential element of
patient-focused care.

4. DIFFERENTIATED PRACTICE is a system in which the best possible

use of nursing personnel is based on their educational preparation and
resultant skill sets. Thus, differentiated practice models consist of
specific job descriptions for nurses according to their education or
training. It seeks to provide quality care at an affordable cost.

5. SHARED GOVERNANCE can be used in concert with other models of

nursing delivery. It is an organizational model in which nursing staff
are cooperative with administrative personnel in making,
implementing, and evaluating client care policies. The focus of this
model is to encourage participation of nurses at all levels of the
organization. The underlying principle of shared governance is that
employees will be more committed to the organizational goals if they
have had input into planning and decision making.

6. CASE METHOD also referred as total care, is one of the earliest

nursing models developed. In this client-centered method, one nurse is
 assigned to and is responsible for the comprehensive care of group of
clients during an 8- or 12-hour shift.

7. FUNCTIONAL METHOD focuses on the jobs to be completed. In this

task-oriented approach, personnel with less preparation than the
professional nurse perform less complex care requirements. It is based
on a production and efficiency model that gives authority and
responsibility to the person assigning the work. It is economical and
efficient and permits centralized direction and control. It’s
disadvantages are fragmentation of care, such as meeting the client’s
emotional needs, may be overlooked.

8. TEAM NURSING is the delivery of individualized nursing care to

clients by a team led by a professional nurse. A nursing team consists
of registered nurses, licensed practical nurses, and unlicensed
assistive personnel. This team is responsible for providing coordinated
nursing care to a group of clients.

9. PRIMARY NURSING is a system in which one nurse is responsible for

overseeing the total care of a number of clients 24 hours a day, 7days
a week, even if he or she does not deliver all the care personally. It is a
method of providing comprehensive, individualized, and consistent
care. It uses the nurse’s technical knowledge and management skills.
The primary nurse assesses and prioritizes each client’s needs,
identifies nursing diagnoses, develops a plan of care with the client,
and evaluates the effectiveness of care. Associates provide some care,
but the primary nurse coordinates it and communicates information
about the client’s health to other nurses and other health
professionals.

D. ROLES OF A HEAD NURSE

Head nurses supervise nursing activities in a variety of settings. While

some patient care is usually required, the nursing superviser's new duties
include setting up work schedules, assigning duties to a nursing staff, and
ensuring that each member of the nursing team is adequately trained.

Head nurses are ultimately responsible for the performance of the nurses on
their team. This means that they must ensure that nursing records are
correctly maintained, that report is correctly given at each shift change, and
that equipment and other supplies are in stock.