TABERNA, CATHERINE T.

BSN 4-2

NCM 119 NURSING LEADERSHIP AND MANAGEMENT

ASSIGNMENT:
PART I.
1. Define and provide discussion of the following:
a. Principles of management
Henri Fayol's 14 Principles of Management
1. Division of Work 
– Assign each employee a task that they can become proficient at. Productivity
increases as employees become more skilled, assured and efficient. Today, experts still
warn against multi-tasking.
2. Authority 
– Managers must possess the authority to give orders, and recognize that with
authority comes responsibility. As well as rank, Fayol argues that a manager's
intelligence, experience and values should command respect.
3. Discipline 
– Everyone should follow the rules. To help, you can make agreements between
the organization and employees clear for all to see.
4. Unity of Command 
– Fayol wrote that "an employee should receive orders from one supervisor only."
Otherwise, authority, discipline, order, and stability are threatened.
5. Unity of Direction 
– Teams with the same objective should be working under the direction of one
manager, using one plan. That, Fayol wrote, "is the condition essential to unity of action,
coordination of strength and focusing of effort."
6. Collective Interest Over Individual Interest 
 – Individuals should pursue team interests over personal ones including managers.
7. Remuneration 
– Employee satisfaction depends on fair remuneration for everyone; financial and
non-financial. Fayol said pay should be fair and reward "well-directed effort."
8. Centralization 
– Balancing centralized decision making (from the top) with letting employees
make decisions. Or as Fayol wrote, "A place for everyone and everyone in his place."
9. Scalar Chain 
– Employees should know where they stand in the organization's hierarchy and
who to speak to within a chain of command. Fayol suggested the now-familiar
organization chart as a way for employees to see this structure clearly.
10. Order
– Fayol wrote that, "The right man in the right place" forms an effective social
order. He applied the same maxim to materials: right one, right place. Academics note
that this principle pre-empted the Just in Time  (JIT) strategy for efficient production.
11. Equity 
– Managers should be fair to all employees through a "combination of kindliness
and justice." Only then will the team "carry out its duties with... devotion and loyalty."
12. Stability of Tenure of Personnel 
– Organizations should minimize staff turnover  and role changes to maximize
efficiency. If people are secure and good at their jobs, they are happier and more
productive.
13. Initiative 
– Employees should be encouraged to develop and carry out plans for
improvement. As Fayol wrote, "At all levels of the organizational ladder, zeal and energy
on the part of employees are augmented by initiative."
14. Esprit de Corps 
– Organizations should strive to promote team spirit, unity, and morale.
b. Types of leadership styles
10 most common Leadership styles

1. Coaching leadership style

A coaching leader is someone who can quickly recognize their team members’
strengths, weaknesses and motivations to help each individual improve. This type of
leader often assists team members in setting smart goals and then provides regular
feedback with challenging projects to promote growth. They’re skilled in setting clear
expectations and creating a positive, motivating environment.

The coach leadership style is one of the most advantageous for employers as well
as the employees they manage. Unfortunately, it’s often also one of the most underused
styles—largely because it can be more time-intensive than other types of leadership.

2. Visionary leadership style

Visionary leaders have a powerful ability to drive progress and usher in periods of
change by inspiring employees and earning trust for new ideas. A visionary leader is also
able to establish a strong organizational bond. They strive to foster confidence among
direct reports and colleagues alike.

Visionary style is especially helpful for small, fast-growing organizations, or

larger organizations experiencing transformations or corporate restructuring.

3. Servant leadership style

Servant leaders live by a people-first mindset and believe that when team members
feel personally and professionally fulfilled, they’re more effective and more likely to
regularly produce great work. Because of their emphasis on employee satisfaction and
collaboration, they tend to achieve higher levels of respect.

Servant style is an excellent leadership style for organizations of any industry and
size but is especially prevalent within nonprofits. These types of leaders are exceptionally
skilled in building employee morale and helping people re-engage with their work.

4. Autocratic leadership style

Also called the “authoritarian style of leadership,” this type of leader is someone
who is focused primarily on results and efficiency. They often make decisions alone or
with a small, trusted group and expect employees to do exactly what they’re asked. It can
be helpful to think of these types of leaders as military commanders.

Autocratic style can be useful in organizations with strict guidelines or

compliance-heavy industries. It can also be beneficial when used with employees who
need a great deal of supervision—such as those with little to no experience. However,
this leadership style can stifle creativity and make employees feel confined.

5. Laissez-faire or hands-off leadership style

Laissez-faire style is the opposite of the autocratic leadership type, focusing

mostly on delegating many tasks to team members and providing little to no supervision.
Because a laissez-faire leader does not spend their time intensely managing employees,
they often have more time to dedicate to other projects.

Managers may adopt this leadership style when all team members are highly
experienced, well-trained and require little oversight. However, it can also cause a dip in
productivity if employees are confused about their leader’s expectations, or if some team
members need consistent motivation and boundaries to work well.

6. Democratic or participative leadership style

The democratic style (also called the “participative style”) is a combination of the

autocratic and laissez-faire types of leaders. A democratic leader is someone who asks for
input and considers feedback from their team before making a decision. Because team
members feel their voice is heard and their contributions matter, a democratic leadership
style is often credited with fostering higher levels of employee engagement and
workplace satisfaction.

Because this type of leadership drives discussion and participation, it’s an

excellent style for organizations focused on creativity and innovation—such as the
technology industry.

7. Pacesetter leadership style

The pacesetting style is one of the most effective for achieving fast results.
Pacesetter leaders are primarily focused on performance, often set high standards and
hold their team members accountable for achieving their goals.
 While the pacesetting leadership style is motivational and helpful in fast-paced
environments where team members need to be energized, it’s not always the best option
for team members who need mentorship and feedback.

8. Transformational leadership style

The transformational style is similar to the coach style in that it focuses on clear

communication, goal-setting and employee motivation. However, instead of placing the
majority of the energy into each employee’s individual goals, the transformational leader
is driven by a commitment to organizational objectives.

Because transformational leaders spend much of their time on overarching goals,

this style of leading is best for teams that can handle many delegated tasks without
constant supervision.

9. Transactional leadership style

A transactional leader is someone who is laser-focused on performance, similar to

a pacesetter. Under this leadership style, the manager establishes predetermined
incentives—usually in the form of monetary reward for success and disciplinary action
for failure. Unlike the pacesetter leadership style, though, transactional leaders are also
focused on mentorship, instruction and training to achieve goals and enjoy the rewards.

While this type of leader is great for organizations or teams tasked with hitting
specific goals, such as sales and revenue, it’s not the best leadership style for driving
creativity.

10. Bureaucratic leadership style

Bureaucratic leaders are similar to autocratic leaders in that they expect their team
members to follow the rules and procedures precisely as written.

The bureaucratic style focuses on fixed duties within a hierarchy where each

employee has a set list of responsibilities, and there is little need for collaboration and
creativity. This leadership style is most effective in highly regulated industries or
departments, such as finance, health care or government.

2. In a matrix form, provide a description of the following:

a. Leadership Theories
Management Proponent Description
Theory
1. The Great Man Thomas Carlyle The Great Man Theory of Leadership espouses
Theory (1840s) that great leaders are born, not made. These
individuals come into the world possessing
certain characteristics and traits not found in all
people. These abilities enable them to lead
while shaping the very pages of history. 
2. The Trait Theory Gordon Allport The trait theory of leadership suggests
of Leadership that certain inborn or innate qualities and
(1930s - 1940s) characteristics makes someone a leader. These
qualities might be personality factors, physical
factors, intelligence factors 
3. The Skills Robert Katz The skills approach to leadership focuses on the
Theory of belief that certain abilities, knowledge, and
Leadership (1940s - skills that can be learned or developed are
1950s) important to leadership. This theory evaluates
the success of a leader on the basis of what they
can accomplish.
4. The Style Kurt Lewin It suggests that leaders aren't born successful,
Theories of but can be created based on learnable behavior.
Leadership (1940s - Behavioral theories of leadership focus heavily
1950s) on the actions of a leader—this theory suggests
that the best predictor of leadership success is
viewing how a leader acts.
5. The Situational Hersey and The situational theory of leadership refers to
Leadership Theory Blanchard those leaders who adopt different leadership
(1960s) styles according to the situation and the
development level of their team members. It is
an effective way of leadership because it adapts
to the team's needs and sets a beneficial balance
for the whole organization.
6. The Contingency Fred Fiedler The contingency theory of leadership supposes
Theory (1960s) that a leader's effectiveness is contingent on
whether or not their leadership style suits a
particular situation. According to this theory, an
individual can be an effective leader in one
 circumstance and an ineffective leader in
another one.
7. Transactional Max Weber Transactional leadership theory is based on the
Leadership Theory idea that managers give employees something
(1970s) they want in exchange for getting
something they want. It posits that workers are
not self-motivated and require structure,
instruction and monitoring in order to complete
tasks correctly and on time.
8. Transformational James MacGregor Transformational leadership is a theory of
Leadership Theory Burns leadership where a leader works with teams or
(1970s) followers beyond their immediate self-interests
to identify needed change, creating a vision to
guide the change through influence, inspiration,
and executing the change in tandem with
committed members of a group
9. Leader-Member Fred Dansereau, Leader–member exchange (LMX) theory
Exchange Theory George Graen and suggests that leaders and followers develop
(1970s) William Haga unique relationships based on their social
exchanges, and the quality of these exchanges
within an organization can influence employee
outcomes
10. Servant Robert Greenleaf Servant Leadership is a recent theory of
Leadership Theory leadership that argues that the most effective
(1970s - 1980s) leaders are servants of their people. Servant
leaders get results for their organization through
whole-hearted attention to their followers and
followers’ needs.

b. Management Theories

Management Proponent Description

Theory
1. Scientific Frederick Taylor Taylor’s principles recommended that the scientific
management theory method should be used to perform tasks in the
workplace, as opposed to the leader relying on their
judgment or the personal discretion of team

2. Principles of Henri Fayol
administrative
management theory
3. Bureaucratic Max Weber
management theory
4. Human relations Elton Mayo
theory
members. His philosophy emphasized that forcing
people to work hard would result in the most
productive workplace. Instead, he recommended
simplifying tasks to increase productivity. He
suggested that leaders assign team members to jobs
that best match their abilities, train them thoroughly
and supervise them to ensure they are efficient in
the role. 
This theory was developed when Fayol examined
an organization through the perspective of the
managers and situations they might encounter. He
believed that leaders had six main functions, to
forecast, plan, coordinate, command and control,
and he developed principles that outlined how
leaders should organize and interact with their
teams. He suggested that the principles should not
be rigid but that it should be left up to the manager
to determine how they use them to manage
efficiently and effectively. 
Bureaucratic management theory focuses on
structuring organizations in a hierarchy so there are
clear rules of governance. His principles for
creating this system include a chain of command,
clear division of labor, separation of personal and
organizational assets of the owner, strict and
consistent rules and regulations, meticulous
recordkeeping and documentation and the selection
and promotion of employees based on their
performance and qualifications. 
He conducted experiments designed to improve
productivity that laid the foundation for the human
relations movement. His focus was on changing
working conditions like lighting, break times and
the length of the workday. Every change he tested
was met with an improvement in performance.
Ultimately, he concluded that the improvements
weren’t due to the changes but the result of the
researchers paying attention to the employees and
 making them feel valued. 
5. Systems Ludwig von This theory asserts that businesses consist of
management theory Bertalanffy multiple components that must work in harmony
for the larger system to function optimally. The
organization’s success, therefore, depends on
synergy, interdependence and interrelations
between subsystems. According to this theory,
employees are the most important components of a
company, and departments, workgroups and
business units are all additional crucial elements for
success. 
6. Contingency Fred Fiedler This theory’s primary focus is that no one
management theory management approach works for every
organization. Fiedler suggested that a leader’s traits
were directly related to how effectively they lead
their team. He asserts that there are leadership traits
that apply to every kind of situation and that a
leader must be flexible to adapt to a changing
environment.
7. Theory X and Y Douglas McGregor He introduced X and Y theories in his book, “The
Human Side of Enterprise,” where he concluded
that two different styles of management are guided
by their perceptions of team member motivations.
Managers who assume employees are apathetic or
dislike their work use theory X, which is
authoritarian. Theory Y is used by managers who
believe employees are responsible, committed and
self-motivated. This is a participative management
style that gives rise to a more collaborative work
environment, whereas theory X leads to
micromanaging.

3. Choose a theory of leadership and describe how you would implement it in

your ideal nursing setting.

As a future registered nurse who will be working in the health care field,
transactional leadership will be the theory that I will be choosing to implement because it
highlights the importance of organization, supervision, and group performance. As the
name suggests, it views the relationship between healthcare professionals as
transactional by accepting their positions in agreeing to obey leadership. The team
should learn to accept and complete the orders given with their best because in this
type of leadership style, rewards and punishments serve as motivational tools . For
example, when staff members follow specific procedures, they may earn recognition,
but when they fail to follow them, they can face reprimand. In here, transactional
leaders emphasizes: respect for rules, standards, and procedures, clearly defined roles
and close supervision.

PART II.
LEADERSHIP CASE STUDY FOR STAFF NURSES
Jerry was admitted in the hospital 10 days ago after sustaining multiple injuries in
a motor vehicle accident. His major injuries were a fractured pelvis, multiple rib
fractures, and an open femur fracture. His treatment program included analgesics for
pain, activity as his condition would permit, and use of antiembolic stockings. While
friends and family were visiting, Jerry suddenly called his nurse in the room. He
complained of chest pain and difficulty of breathing. The nurse suspected that Jerry had
pulmonary embolism (PE) and immediately notified the physician. Arterial blood gases
were drawn, and spiral computed tomography (CT) scan was done. Further interventions
were immediately taken according to protocol and Jerry was transferred to the intensive
care unit (ICU) for closer monitoring.
The CT scan confirmed that Jerry had a PE. The nurse’s early recognition of the
symptoms of PE contributed to the earliest possible intervention and could well have
saved the patient’s life. The nurse had never experienced this healthcare situation, as she
had only been in practice for 9 months. She kept the family informed of their loved one’s
symptoms and agreed to work a double shift because the ICU was short of staff for the
night shift.
On the ICU, the Head Nurse assigned Jerry’s care to the nurse who cared for him
on the acute orthopedic surgical unit. Jerry had a quiet night and responded well to
intravenous heparin therapy. When he woke the next morning, the day was calm and
quiet, and the nurse and Jerry were able to spend quality time together. Jerry thanked his
nurse by saying “I am grateful that you were my nurse yesterday. I didn’t know what was
going on. You saved my life! I can’t thank you enough”. This was a moment that both the
nurse and patient will always cherish.
 Discussion Questions:
1. What leadership traits did the staff nurse display?
For me, the patient was compassionate enough to her work, demonstrating that
she has the necessary characteristics of a nurse. Her prompt action made a
significant impact on the patient's condition. She showed that she was
compassionately responsive to the patient's care needs, which is one of the
nursing profession's professional standards. Paying attention, listening,
accompanying, assisting, understanding, and being present to the patient are all
qualities of compassionate nursing care. By providing immediate response and
action to the problem, the situation was brought to a better level of patient
satisfaction.
2. Why is the staff nurse regarded as a leader, despite the fact that she
does not hold an executive position within the organization?
Despite her lack of a leadership role, she demonstrated that she had the skills and
characteristics of a leader. She makes smart choices and  committed to improve the health
of her patients. If she becomes the leader of a health-care team in the near future, I am
confident that she will do well and continue to progress in meeting the requirements of
patients.

3. Why are leadership characteristics in staff important at all levels of a

healthcare organization?
Good leadership qualities will be able to bring out the best abilities and strengths of the
members of the health care team. It has the potential to inspire them to collaborate in
order to reach a particular objective. The team will be more organized as a result of this,
and they will stay on schedule to avoid delays and errors.

Note:
Provide the references
o Bradley, K. (2020). 10 Leadership Theories
o IET (2021). 10 Common Leadership Styles (Plus How To Find Your Own)
o Cornell, A. (2020). 5 Leadership Styles in Nursing
o IET (2021). 7 Types of Workplace Management Theories
Prepared by:
DR. LUCILA O. SUNGA, RN.
Professor