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Chapter 001
- 1. Chapter 1 Leading, Managing, and Following All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc.
- 2. Objectives Relate leadership and other organizational theories to behaviors that serve the role and functions of professional nursing. Link self-knowledge and emotional intelligence in the constructive use of power and influence, and the exercise of authority and responsibility needed for professional practice. Develop strength in bringing a professional nursing lens to the interprofessional team while advocating for quality and safety. Improve decision making when acting as a leader, manager, or follower by enlarging the view of the individual, family, or community being cared for to include the social network and organizational context for outcomes achievement. All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 2
- 3. Triple Aim in Healthcare Access Quality Cost of Care All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 3
- 4. Leadership The use of individual traits and abilities to interpret an emerging situation and to address the situation in the absence of a script or defined plan. All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 4
- 5. Management The act of any individual who guides others through a series of routines, procedures, or practice guidelines. All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 5
- 6. Followership The optimal use of personal attributes in a team situation, while acquiescing to a peer who is leading or managing, to ensure the best clinical decision making and actions are taken to achieve clinical or organizational outcomes. All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 6
- 7. Emotional Intelligence Possession of social skills, interpersonal competence, psychological maturity, and emotional awareness devoted to helping people work well together. All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 7
- 8. The Five Domains of Emotional Intelligence Having self-awareness Managing emotions Motivating self Being empathetic Handling relationships All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 8
- 9. Effective Leaders and Managers All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 9
- 10. Theoretical Basis Leadership Motivation All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 10
- 11. Leadership Theories Trait Style Situational-contingency Transformational All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 11
- 12. Leadership Theories (Cont.) Trait theories All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 12
- 13. Leadership Theories (Cont.) Style theories All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 13
- 14. Leadership Theories (Cont.) Situational-contingency theories All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 14
- 15. Leadership Theories (Cont.) Transformational theories All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 15
- 16. Motivational Theories Hierarchy of needs Two-factor theory Expectancy theory OB modification All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 16
- 17. Motivational Theories (Cont.) Hierarchy of needs All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 17
- 18. Motivational Theories (Cont.) Two-factor theory All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 18
- 19. Motivational Theories (Cont.) Expectancy theory All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 19
- 20. Motivational Theories (Cont.) OB modification All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 20
- 21. Complexity Theory Complexity science promotes the idea that the world is full of systems that interact and adapt through relationships. Nurses must be flexible and dynamic to be in tune with the everchanging systems of people, health care, public policy, and human relationships. All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 21
- 22. Complexity Science Users: Develop networks Encourage nonhierarchical interaction among workers Become a leadership “Tag” Focus on emergence Think systematically All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 22
- 23. Gardner’s Tasks of Leadership Envisioning goals Affirming values Motivating Managing Achieving workable unity All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 23
- 24. Gardner’s Tasks of Leadership (Cont.) Developing trust Explaining Serving as a symbol Representing the group Renewing All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 24
- 25. Bleich’s Tasks of Management All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 25
- 26. Bleich’s Tasks of Followership All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 26
- 27. Conclusion Managing Leading Following In complex organizations All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 27
Hinweis der Redaktion
- These have evolved from two major developments 1. Institute of Medicine report titled, The Future of Nursing: Leading Change, Advancing Health (IOM, 2010) and 2. the passage of the Patient Protection and Affordable Care Act. Opportunities for nurses, particularly advanced practice nurses, will be plentiful. Present each aspect of the Triple Aim with an emphasis on the nurse’s role.
- This definition of leadership focuses on dealing with unknown situations. Discuss patient care and administrative situations that require the use of leadership skills.
- As compared to leadership, management has a greater emphasis on following protocols and procedures. Managing can also refer to control of one’s own individual work and energies. Discuss patient care and administrative situations that require the use of management skills.
- Followership requires active engagement and preparation by group members. Following is just as accountable as leading or managing. Discuss patient care and administrative situations where followership can improve outcomes (patient and organizational). Discussing Exercise 1-1 can demonstrate the use of leading, managing, and following in a short span of time.
- Emotional intelligence is what helps people see others in a positive light. In other words, two managers could reach the same decision and present the idea to two groups. The one with the skills inherent in emotional intelligence is likely to be perceived in more positive terms, even though the outcome may be the same. To be emotionally intelligent, consider five domains.
- The five domains of emotional intelligence are associated with competent practitioners. Having self-awareness means that you can identify the emotions you are feeling and that you know how they are altering your perceptions. Managing emotions means that the negative emotions, such as anger, fear, and passive-aggressiveness, are avoided. Motivating self suggests that we would be inwardly rather than externally driven. Being empathetic suggests that we value differences in viewpoints and we don’t side with one group versus another. Handling relationships means that you are socially appropriate. Emphasize that emotional intelligence is also demonstrated in facilitating the development of these domains in others.
- In addition to being emotionally intelligent, effective leaders and managers have these attributes.
- Bleich (bl eye) and Kosiak (cozy ak) say that we can divide theory about leading, managing, and following into two categories. The first comprises the leadership theories, and the second the motivational theories.
- The four leadership theories are: Trait, Style, Situational-Contingency, and Transformational. Let’s look at each in greater detail.
- The four types of motivational theories are these: [Read slide]
- Discuss each characteristic with an emphasis on how they can become part of the student’s professional persona.
- While explaining each task of leadership, use example from Table 1-1 to differentiate among clinical, management, and executive roles.
- One of the authors, Bleich (bl eye), identifies these nine tasks of management.
- Bleich also identifies nine tasks of followership.
- In conclusion, managing, leading, and following are all complex tasks that require active assertion of these roles to be effective. Each is important in creating the whole of nursing care for patients.