Nursing management

1. Nursing Management
and leadership
Ahmad Thanin

2. Objectives
Define administration/management in general and
nursing service administration in specific
Define
Describe the managerial level, role and skills
Describe
Explain the importance of good management in a
health service organization.
Explain
Determine which strategic management is fair to your
role
Determine

3. LEADERSHIP
CONCEPTS
Definition:
Leadership is the direction, guidance, and example given to others
to get quality
work done and achieve stated objectives.
Leadership is the ability to take others where they otherwise would
not go or to get others to do what they otherwise would not do.
Strategic Leadership is guidance or direction that is essential to
meeting intended objectives or successfully implementing a plan of
action.

4. More Definition
• Leadership is the ability to influence, motivate, and
enable others to contribute toward the
effectiveness of the organizations of which they are
members.
• Leadership is the art of mobilizing others to want
to struggle for shared aspirations
• A Leader is a prime mover in pushing for
implementation of strategic decisions

5. Who are our
leaders?
Why they are leaders?
Is it easy for anybody to be a
leader?
What are the leadership styles?
What is management?

6. 10 Of The Most Inspiring Leaders Of All Time:
Prophet
Mohammad.
Mahatma
Gandhi.
Martin Luther
King Jr.
Nelson Mandela Albert Einstein Abraham Lincoln
Mother Teresa
Stephen
Hawking
Bill Gates.
Oprah Winfrey

7. Characteristics of a Leader
Has consistent and
dependable
integrity.
Cherishes
heterogeneity and
diversity.
Searches out
competence.
Is open to contrary
opinion.
Communicates
easily at all levels.
Understands the
concept of equity
and consistently
advocates it.
Leads through
serving.
Is vulnerable to
the skills and
talents of others.

8. Characteristics of a Leader
Is intimate with the
organization and its
work
Is able to see the broad
picture (beyond his or
her own area of focus)
Is a spokesperson and
diplomat
Can be a tribal
storyteller (an
important way of
transmitting corporate
culture)
Tells why rather than
how
Understands and speaks
for the corporate value
system
Adopts Participative
management

9. Rule 1
True leadership is not based on the
traditional views of “ having authority,
command, and power”.
Success of a leader depends on
• Positive interactions between leaders and followers.
• The leaders and the followers must have a reciprocal
relationship.

10. Rule 2
A person in
authority is not
automatically the
leader
To be a leader you
must make a
decision to act
Any person in an
organization can be
a leader.

11. SEVEN LEADERSHIP COMPETENCIES
Emotional Intelligence: Perceiving, assimilating, understanding, and regulating emotions
Integrity: Truthfulness, Translates words into deeds
Drive: Inner motivation to pursue goals, Need for achievement, quest to learn
Leadership Motivation: High need for socialized power to accomplish team’s or firm’s goals
Self Confidence: High self-efficacy regarding ability to lead others
Intelligence: Can analyze problems/opportunities
Knowledge of the Business: Familiar with business environment, Aids intuitive decision making

13. Types of Leadership
Formal
• A person in a position of influence or authority, or who
has a sanctioned role within the organization
Informal
• A person who demonstrates leadership and has influence
even though he or she is not in the leadership role

14. Styles of
Leadership…
There are four basic categories of leadership style…
• Autocratic or authoritarian leadership
• Paternalistic leadership
• Democratic leadership
• Laissez-faire leadership

15. 1- Autocratic or authoritarian leadership
Such leaders would have considerable sympathy with the views expressed by Taylor.
Such leaders…
•Take decisions with little involvement of junior employees
•Allocate tasks
•Set objectives
•Will contain total control throughout
Such leaders, use a one-way communication system, downwards from leader to subordinate.
This style of leadership may be appropriate when quick decisions are required, or when large numbers of un-
skilled employees are involved.

16. Autocratic or authoritarian leadership

17. 2- Paternalistic Leadership
This is a leadership style which is quite dictatorial, yet decisions
are taken in the best interests of the employees.
This style’s key features include…
• This form of leadership explains decisions
• It also ensures employees’ social and leisure needs are met

18. Elements of Paternalistic Leadership
Autocratic
leadership
Benevolent
leadership and
Moral leadership

20. 3- Democratic Leadership
This form of leadership involves running a
business on the basis on the majority of
decisions.
This methods main features include…
• This form of leadership encourages employees to take
part in decision-making
• This method also uses delegation

21. Democratic
Leadership

22. Combination
Directive Democrat: Makes decisions participatively;
closely supervises subordinates.
Directive Autocrat: Makes decisions unilaterally; closely
supervises subordinates.
Permissive Democrat: Makes decisions participatively;
gives subordinates latitude in carrying out their work.
Permissive Autocrat: Makes decisions unilaterally; gives
subordinates latitude in carrying out their work.

23. Laissez-faire (tolerant, lenient,
liberal) management
This management style by itself would
be an extremely bad choice, because by
definition it says refusal to interfere.
This type of business management only
works if the people involved are self
motivated and task oriented.

25. In what situations would each style be
appropriate? Inappropriate?
Managers must adjust their styles
according to the situation that they are
presented with.

26. In what situations would each style be appropriate?
Inappropriate?
Telling: Works best when employees are neither willing nor able to do the job
(high need of support and high need of guidance).
Delegating: Works best when the employees are willing to do the job and know
how to go about it
Participating: Works best when employees have the ability to do the job, but
need a high amount of support
Selling: Works best when employees are willing to do the job, but don’t know
how to do it

27. In conclusion
The basics of these four management
styles describe how you allow your
employees to function, whether that be
on a short leash or a long one. how
much you control your employees and
how much you allow them to control
the working environment

28. Remember
Leadership involves decisions
and actions relating to all sorts
of other things
Leadership is special compared
to anyother role because of its
unique responsibility for people
Leadership is mostly about
behaviour

29. WHAT
FOLLOWERS
WANT
Studies say that credibility and integrity are
the most important leadership characteristics
Also called “authentic leadership”
• Individual acts with sincerity
• Has a higher moral capacity to judge dilemmas
Yet, most people think business leaders lack
integrity:
• 73% say CEOs of large firms can’t be trusted (US)
• Nearly 40% do not trust their immediate boss (UK)
• Approx 50% say business wrongdoing has undermined
their trust in employers (Australia)

31. Management
It is a process of coordinating actions and assigning resources.
Purpose – perform these tasks in order to achieve the goals of the organization
Management focuses on issues such as costs, productivity, staffing, and
effectiveness
Management doses not equal leadership, but leadership may play a role in
management.

32. Functions of the Management
Planning. Staffing Organizing.
Directing. Controlling.
Decision
Making

34. leadership vs management

36. Direct Patient
Care Nursing
• Charge nurse or clinical team
leader
• Staff nurse
• LPN as Managers

37. Staff nurse
No formal management or leadership rank
Works to manage patient care
Uses skills of management and leadership when working with other staff
nurses and assistive personnel
Supervise to ensure quality patient care
Delegates tasks to others appropriately
Motivates staff

38. Charge nurse or
clinical team leader
Expanded staff nurse role
May be permanent or temporary
Functions as a liaison to management
Tasks : shift coordination, quality care, problems solver, help
with prioritizing and making decisions
More limited authority and scope of responsibility than the
manager

39. LPN as Managers
You must always direct, handle, and organize
care to the patients you are assigned to care for
You have the skills to function as 1st line
managers
•Basic nursing skills and the nursing process
•Time management
•Use of resources and how to learn new information
•Communication skills
•Ethical and legal aspects of patient care
•Stress management
•How to participate in a clinical evaluation

40. the most serious problems people face in the
work environment
Technical
Safety
People
Financial
Ethical

41. Major problems in management
shortage of nurses.
Shortage of well- educated nurse’s managers.
Limited participation of nurses in planning and policy – making.
Poor working conditions
Lack of recognition and low status of nursing.
Subordinate positions of nurses.
Inadequate information system.
Little inter-professional collaboration and team work.
lack of supportive legislation.
Lack of emphasize on primary care and epidemiology.

42. Thank you