NCM119

NURSING LEADERSHIP
AND MANAGEMENT
LEADERSHIP DEFINED
 A master discipline that illuminates some of the toughest problems
of human needs and social change (Burns, 2003)
 Having a vision and getting people to follow, using the art of
persuasion
 Some equate leadership with management and use the words
interchangeably
 Leadership that matters is the critical factor that makes a difference
in people’s lives and organizations’ success (Sashkin and Sashkin,
2003)
WHAT DO LEADERS DO?

Management and leadership are different.

• Management involves planning and budgeting. Leadership involves

setting a direction.
• Management involves organizing and staffing. Leadership involves
aligning people
• Management provides control and solves problems. Leadership
provides motivation and
Effective nurse executives combine leadership
and management and work to achieve these
requisite goals. Leadership is a subsystem of a
management system
A job title does not make a person a leader, nor
does it cause a person to exercise leadership
behavior.
Most nurses who graduate and enter the
workforce are not ready to assume a leadership
role.
 LEADERSHIP THEORIES
PAST AND CONTEMPORARY
GREAT MAN THEORY

This theory assumed that all leaders were men

and all were great (i.e., of the noble class). Thus,
those who assumed leadership roles were
determined by their genetic and social
inheritance.
TRAIT THEORIES

Studies revealed that leaders possessed multiple

characteristics and although there were
commonalities among them (e.g., they tended to
be taller, be more articulate, or exude self-
confidence), there was no standard list that fit
everyone or that could be used to predict or
identify who was or could be an effective leader.
SITUATIONAL OR CONTINGENCY THEORIES

These theories embodied the idea that the right

thing to do depended on the situation the leader
was facing. The most well-known and used
situational theory involves assessing the nature of
the task and the follower’s motivation or
readiness to learn and using that to determine
the particular style the leader should use.
RELATIONAL LEADERSHIP THEORIES

Relational leadership theories focus primarily on

the relationship that occurs between the leader
and the team member. There is less emphasis on
a leader’s traits, the situation or context, or the
end result and more emphasis on the leader’s
relations with others.
RELATIONAL LEADERSHIP THEORIES
Quantum Leadership
• Traditionally, leaders have looked at work activities from the basic
perspective of identifying tasks, jobs to be completed, and roles to be
performed.
• The quantum leader looks at the system, the processes, and the
relationships between workers and tasks to determine efficiency and
job performance. The unpredictability of situations models of
leadership that incorporate flexibility and adaptability.
• Quantum leadership involves the premise of an increasingly complex,
dynamically changing health-care environment.
RELATIONAL LEADERSHIP THEORIES
Transactional Leadership
• The transactional leader focuses on the goals of the organization,
with a directive style establishing expectations for team members and
motivating with rewards.
• Both the leader and the team member gain something from the
interactions, although theirs is not necessarily a shared vision.
• This approach limits innovation and the ability for team members to
truly engage in the outcomes of their work. Given the focus of task
completion, the concrete rewards that followers receive are more
generally limited to a sense of a job well done.
RELATIONAL LEADERSHIP THEORIES
Transformational Leadership
• Transformational leadership involves an active involvement of both
the leader and team members.
• It is a process in which leaders and team members motivate each
other to attain and achieve levels of success.
• A transformational leader guides staff in creating an environment in
which all members contribute to meeting the mission of the
organization.
• The leader provides a vision that has included the input of all
members, thus encouraging members to reach their highest potential
and often exceed expectations.
RELATIONAL LEADERSHIP THEORIES
Connective Leadership
• Connective leadership incorporates the needs of diverse stakeholders
within the health-care environment through acknowledgment and
use of the strengths of members and by including them in the
leadership process.
• Nurse leaders and managers must consider not only whom they are
guiding but where they may be leading them.
• Connective leaders identify and foster strengths of team members by
including them in the processes of change within the organization.
ATTRIBUTION LEADERSHIP THEORIES

• Considers the characteristics or attributes of the leader as the

cornerstone within leadership relationships as well as the context or
the inter-relational aspects.
• Authentic leadership hold firmly to values, beliefs, and principles and
inspire their followers.
• The integrity of the leader is evidenced by a strong commitment to
truth telling, thereby decreasing ambiguity in the system and
increasing efficiency and productivity.
PRIMARY STYLES OF LEADERSHIP AND
MANAGEMENT
Autocratic
• Makes decisions without input from the team
• Does not consider valuable suggestions from team
members’ input
• Potentially demoralizes team members
PRIMARY STYLES OF LEADERSHIP AND
MANAGEMENT
Democratic
• Expects team members to contribute to the decision-
making process
• Encourages team input
• Analyzes and makes final decisions
• Increases participation in projects and creative
solutions
• Brings about higher production and satisfaction
PRIMARY STYLES OF LEADERSHIP AND
MANAGEMENT
Laissez-faire
• Provides advice, support, and timelines with low-level
involvement
• Lacks focus or time management, resulting in high job
satisfaction with risk of low productivity
• Risks the potential of team members not having the
knowledge to execute the tasks
• May find intrateam disagreements common, which
may produce disharmony