Leadership and

Management
in Nursing
Shiela Jean M. Yu, RN
Nursing Leadership

is the practice of leading initiatives that improve nursing

practices and outcomes. Nurse leaders rely on their ability to
motivate and inspire nursing teams and staff in the
development of high-quality practices and patient care
methodologies.
Nursing Management

is the process of directing teams and nursing departments to

maintain best practices and organization when providing
care to patients. Nurse managers direct the daily processes
and routines of the medical facility they work in, and they
instruct nursing staff through hands-on approaches to
ensure the efficacy of patient care and treatment plans.
Leadership vs. Management

Ø The act of influencing and Ø The process of leading

motivating a group of and directing
people to act in the same organization to meet its
direction in achieving goal using appropriate
common goal. resources.
Leadership vs. Management
Ø Do not have delegated Ø Legitimate source of
authority but obtain their power due to the
power through other delegated authority.
means, such as influence Ø Emphasizes control.
Ø Focus on group process, Decision making, decision
information gathering, analysis and results.
feedback and
empowering others
 Nurse leader VS. Nurse manager
+ rely on their ability to motivate
and inspire nursing teams and
staff in the development of high-
quality practices and patient care
methodologies.
+ responsible for overseeing and
executing new care policies will
focus on strategic planning and
collaborating with nursing staff
+ focus on carrying out the
initiative and managing
nursing teams and
departments in implementing
care strategies with patients.
+ responsible for overseeing
hiring, staffing and
performance reviews for their
teams.
Career elements best illustrate the
differences between nurse leaders and
nurse managers:

+ Tasks
+ Roles
+ Education
+ Credentials
 ROLES
NURSE LEADERS
+ perform leadership functions
throughout a medical organization
such as leading department and
facility changes, developing
innovative methods to provide better
patient care and pioneering the way
their organizations accomplish
objectives and align with core values.
NURSE MANAGERS
+ may take on leadership roles throughout
their career, but their main role within a
medical organization is to direct the
processes of patient care, treatment plans,
procedures and nursing practices.
+ role essentially oversees nursing teams
and supervises critical nursing processes
like reporting and documentation.
 TASKS
NURSE LEADER
+ set practice standards and policies,
initiate transformation and change
in the medical environment and
influence nursing teams and staff.
+ ultimately work toward fulfilling
an organization's vision, mission
and long-term objectives.
NURSE MANAGER
+ are typically in direct contact with
patients, and they work to direct
and instruct their teams and
departments.
+ in charge of performing and
directing other nurses during
patient procedures, treatment and
record maintenance.
What qualities are essential to nursing
leadership and management?
+ Leadership skills
+ Teamwork skills
+ Technical skills
+ Communication skills
+ Emotional intelligence
Leadership skills - Nurses who take on supervisory roles to direct their teams and maintain
organizational structure in their practices possess leadership skills that have an
influence on their career success. For instance, the abilities to motivate team
members, improve nursing practices and develop effective treatment plans are
examples of how both nursing leaders and managers apply their leadership
skills.

Teamwork skills Nurse leaders and nurse managers work with a diverse range of healthcare
professionals in their careers. Consequently, both positions depend on the
ability to collaborate with teammates, give and receive feedback and share
ideas with staff and supervisors.

Technical skills encompass computer and database literacy are essential for working in a
nursing leadership or management role.
Communication skills - Nurses are communicators. They work with patients and healthcare
professionals daily, and they apply effective communication skills to
succeed in their jobs. Therefore, nursing leaders and managers should be
skilled in written communication, verbal and nonverbal communication and
the ability to connect with people and build relationships.

roles depend on their emotional intelligence to interact with their

Emotional intelligence -
patients and teammates. The ability to care for patients, empathize with
others' feelings and ideas and seek understanding in their interactions at
work are several essential skills nursing leaders and nurse managers
should be able to demonstrate with their emotional intelligence.
LEADERSHIP
THEORIES
 EARLY LEADERSHIP THEORIES
+ "Great Man" Theories - born to lead
+ Trait Theories - assume that people inherit certain qualities and traits that
make them better suited to leadership.
+ Contingency Theories - no leadership style is best in all situations.
+ Behavioral Theories - based upon the belief that great leaders are made,
not born. focuses on the actions of leaders, not on mental qualities or
internal states.
+ Situational Theories - propose that leaders choose the best course of
action based upon situational variables
CONTEMPORARY LEADERSHIP
THEORIES
+ Management Theories/ Transactional - focus on the role of
supervision, organization, and group performance.
+ Relationship Theories / transformational - focus upon the
connections formed between leaders and followers.
+ Participative Theories - suggest that the ideal leadership style is
one that takes the input of others into account.
Leadership Styles
Democratic leadership
+ most effective leadership
style
+ it allows lower-level
employees to exercise
authority
Autocratic Leadership

+ Rarely effective
+ Leader makes decisions
without taking input from
anyone who reports to
them
 Laissez-faire
+ Sometimes effective
+ ”let them do”
+ leader delegates the tasks to their
followers while providing little or no
direction to the followers
+ Commonly effective
+ Focuses on identifying and nurturing
the individual strengths on each
member on his or her team
BUREAUCRATIC LEADERSHIP

q Rarely effective
q Leaders tends to reject
any employee’s input if it
conflicts with company
policy or past practice
Transformational Leadership

+ Transformational nurse leaders are visionary.

+ They build engaged teams and are beneficial in facilities
where significant changes are needed, such as improving
overall patient care.
Servant Leadership

+ Servant leaders are relationship-oriented and focus on

individuals’ needs.
+ These leaders ensure employees have the skills, tools, and
resources they need to achieve goals.
+ They are highly involved in employee development.
Situational Leadership

+ Situational leaders work well in healthcare because they are

flexible and modify their leadership style based on an
organization or individual nurse’s needs.
+ These nurse leaders analyze the situation and then
determine the appropriate approach.
+ Situational leaders are among the most adaptable of the
leadership styles in nursing.
Transactional Leadership
+ Transactional leaders use a reward and punishment system.
They focus on:

+ Supervision
+ Organization
+ Performance
EARLY MANAGEMENT THEORY
+ Scientific Management (Frederick Winslow Taylor )
- recommended that workers be provided incentives in the form of wage increases to
meet new loading goals.
1. Each task should be studied scientifically to determine the best way to
perform it.
2. Workers should be carefully selected and trained to perform the tasks.
3. Managers and workers should cooperate to ensure efficient production.
4. Managers should plan, and workers should be responsible for implementing
those plans.
Bureaucratic Management Approach
(MAX WEBER)
- focused on helping managers coordinate organizational duties.
- to help eliminate the practice of social privilege and favoritism prevalent in
family-owned businesses. Bureaucracies have a negative connotation today, but
in the true definition of the word bureaucracies are impersonal structures based
on clear authority, responsibility, formal procedures and separation of
management and ownership.
Weber proposed: Hierarchal management structure.
Division of labor.
Formal selection process for new employees.
Career orientation.
Formal rules and regulations.
Impersonality.
 Administrative Management
Approach
(Henry Fayol)
+ proposed five basic management functions that are still an important part
of management practice today.
1. Foresight: an organizational plan for the future.
2. Organization: implementation of the plan.
3. Command: select and lead workers.
4. Coordinate: make sure all activities are coordinated and helping to reach
goal.
5. Control: ensure activities are going as planned.
Cont..
Fayol’s principles that could guide management behavior:

1. Unity of command.
2. Fairness and equity.
3. Discipline and order.
4. Scalar chain of command.
5. Teamwork and subordination of individual interests.
CONTEMPORARY
MANAGEMENT
THEORY
QUANTITATIVE THEORY
+ involves the use of statistical models, paradigms, and
computer analysis to address management decisions. It arose
out of the need for managerial efficiency during World War II
to integrate systems of people, equipment, and systems.
SYSTEMS THEORY
+ an organization is a system made up of interdependent parts
functioning as a whole for some purpose. Each department is part of
an overall system that is open to effect from numerous variables.
5 components:
1. inputs,
2. a transformation process,
3. outputs,
4. feedback,
5. environment.
CONTINGENCY THEORY
+ This approach posits that organizational performance is
dependent on its environment and relationship to other units
or sub-units that have some control over the sequences
desired by that subunit.
+ Managers affect organizational performance by how the
organization interacts with the environment.
THANK YOU FOR LISTENING!!!