This document outlines the course content for a charge nurse unit management and leadership workshop. It begins with definitions of management and leadership. It then covers various leadership styles including transformational leadership. The rest of the document details the objectives and content that will be covered, including the nurse's role as a leader, leadership and management skills, problem solving techniques, and the effective leadership and management skills required. The objectives are to define key terms, describe leadership styles, and understand the nursing leadership role.

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Leadership
CHARGE NURSE UNIT MANAGMANT AND LEADERSHIP WORKSHOP
Nursing Education Administration
And
ManagementWA

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Course OUT
LINE
Introduction to Leadership and
Management• Definition of management
• Definition of Leadership
01
Leadership Style02
Transformational Leadership
03
Monday | 19 APRIL 2016 | CHARGE NURSE UNIT MANAGMANT AND LEADERSHIP
• Lewin's Leadership Style
• Specific Leadership Styles
• What Are The Factors For Selecting
Leadership Style
• Essential requisites of leadership
• Characteristics of effective leader
04
Nurses Role - as a Leader05
• The most important responsibility for the
nurse in any leadership or management
• Leadership And Management Skills And
Behaviours
06• Creates an inspiring vision of the future
• Motivates and inspires people vision
• Manages delivery of the vision.
• Coaches and builds a team.
• Customer Service Provider
• Team Builder
• Resource Manager
• Decision Maker
• Problem Solver

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At The End Of This Lecture, The Nurses Leader will be
know about:
• Definition of management
• Definition of leadership
• State the major styles of leadership
• State the factors that may affect leadership styles
• Nursing leadership role

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Leaders are people who do the right thing
Managers are people who do things right
Professor Warren G. Benni
Management is efficiency in climbing the ladder
of success; Leadership determines whether the
ladder is leaning against the right wall.
Stephen Covey

5. Management

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States that the term management comes from the old French term
Ménagement which means “the directing” and from Latin term Manu agere ,
which means “to lead by the hand” Both word origin imply that management is the
process of all or part of organization
Different authorities define management differently but have strong unifying similarities
in all the definitions.
Leading And Directing

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The Managers then typically :
• Have an assigned position within the formal organization .
• Have a legitimate source of power due to the delegate authority that a accompanies their position .
• Are expected to carry out specific function , duties , and responsibilities .
• Emphasize control , decision making , decision analysis and results .
• Manipulate people , the environment , money , time , and other resources to achieve organizational goals .
• Have a greater formal responsibility and accountability for rationality and control than leader
• Directing willing and un willing subordinate

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Management in all business areas and
organizational activities refers to the acts of
getting people together to accomplish
desired goals and objectives. Management
comprises Planning, Organizing, Staffing,
Leading or Directing, and Controlling an
Organization (a group of one or more
people or entities) or effort for the purpose
of accomplishing a goal.
Planning Organizing
Staffing
Leading
Directing

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Leadership

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А
No single detention broad enough to encompass the total leadership
process , because the researcher and theorists don’t agree on exactly what
leadership is.
B
C They set direction, build an inspiring vision, and create something new.
Leadership is stated as the process of social influence in which one person
can enlist the aid and support of others in the accomplishment of a common
task.

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Koontz, H. and C. O’Donnell. “Management: A System of Contingency Analysis of Managerial Functions”. McGraw-Hill, New York, 1976.

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13. Leadership Style

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 Leaders give their team members a lot of freedom in how they do their work, and how they set their deadlines.
 This autonomy can lead to high job satisfaction, but it can be damaging if team members don't manage their time well,
 (Laissez-faire leadership can also occur when managers don't have control over their work and their people.)
Laissez-faire
leader
 Make decisions without consulting their team members, even if their input would be useful.
 This can be appropriate when you need to make decisions quickly, when there's no need for team input
Autocratic leaders
 Make the final decisions, but they include team members in the decision-making process.
 They encourage creativity, and people are often highly engaged in projects and decisions.
 As a result, team members tend to have high job satisfaction and high productivity.
 This is not always an effective style to use, though, when you need to make a quick decision.
Democratic leaders

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 Bureaucratic leaders follow rules rigorously, and ensure that their people follow procedures precisely.
 This style is much less effective in teams and organizations that rely on flexibility, creativity, or innovation.
Bureaucratic
Leaders
 Charismatic leadership resembles transformational leadership: both types of leaders inspire and motivate their team.
 Charismatic leaders might believe that they can do no wrong, even when others warn them about the path that they're
on.This feeling can severely damage a team or an organization
Charismatic Leaders

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 A "servant leader " is someone, regardless of level, who leads simply by meeting the needs of the team.
 These people often lead by example. They have high integrity and lead with generosity
 Their approach can create a positive corporate culture, and it can lead to high morale among team members.
 This style also takes time to apply correctly: it's ill-suited to situations where you have to make quick decisions .
Servant Leaders
 team members agree to obey their leader when they accept a job
 The leader has a right to "punish" team members if their work doesn't meet an appropriate standard
 It can lead to high staff turnover. It also has serious limitations for knowledgebase or creative work.
 As a result, team members can often do little to improve their job satisfaction..
Transactional Leaders

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Leadership
What is ?
we'll focus on the process of leadership. In
particular, we'll discuss the "transformational
leadership" model, first proposed by James
MacGregor Burns and then developed by
Bernard Bass.
The leadership frameworks discussed so
far are all useful in different situations,
however, "transformational leadership " is
often the most effective style to use. (This
was first published in 1978, and was then
further developed in 1985.)
According to the idea of transformational
leadership , an effective leader is a
person who does the following:
•Motivates and inspires people vision.
•Creates an inspiring vision of the future.
• Manages delivery of the vision.
•Coaches and builds a team.

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Creating an Inspiring Vision of the Future
Vision provides direction, sets priorities, and
provides a marker, so that you can tell that
you've achieved what you wanted to achieve.
To create a vision, leaders focus on an organization's
strengths by using tools such as Porter's Five Forces
, PEST Analysis , USP Analysis , Core Competence
Analysis and SWOT Analysis to analyze their current
situation

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Motivating and Inspiring People
Leaders' ability to motivate and inspire people that helps them deliver that vision.
For example
when you start a new project, you will probably have lots of enthusiasm for it, so it's often easy to win support for the project at the
beginning.
Connect their vision with people's individual needs, goals, and aspirations.
to make significant changes in the way that they do things. Leaders recognize this, and they work hard throughout the project to
Expectancy Theory . Effective leaders link together two different expectations:
1. The expectation that hard work leads to good results.
2. The expectation that good results lead to attractive rewards or incentives.
Motivates people to work hard to achieve success
because they expect to enjoy rewards – both intrinsic and extrinsic – as a result. Other approaches include restating the vision
in terms of the benefits it will bring to the team's customers, and taking frequent opportunities to communicate the vision in an
attractive and engaging way.

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Managing Delivery of the Vision
Performance Management and
KPIs
team members need performance goals
that are linked to the team's overall vision
2
Manage Change
Leaders also need to make sure they
manage change effectively. This helps to
ensure that the changes needed to deliver
the vision are implemented smoothly and
thoroughly
3
Vision Is Delivered Successfully
Leaders must ensure that the work needed to deliver
the vision is properly managed – either by themselves,
or by a dedicated manager or team of managers to
whom the leader delegates this responsibility – and
they need to ensure that their vision is delivered
successfully.
1

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Team Dynamics
Giving And Receiving
Feedback
Leadership Potential
Coaching and Building a Team
to Achieve the Vision
To develop a team, leaders must first understand team
dynamics. Several well-established and popular
models describe this, such as Belbin's Team Roles
approach, and Bruce Tuckman's Forming, Storming,
Norming, and Performing theory .
A leader will then ensure that team members have the necessary skills
and abilities to do their job and achieve the vision. They do this by giving
and receiving feedback regularly, and by training and coaching people to
improve individual and team performance
looking for leadership potential in others. By developing leadership skills
within your team, you create an environment where you can continue
success in the long term. And that's a true measure of great leadership.

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Objectives that need to be achieved
Followers
Situation

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leadership
Trust
Collaboration
Confidence
Competence
Competitive
Spirit
leadership
leadership
leadership
leadership

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Take the challenges to grow
Take calculated risks
Have courage at the time of controversies
Accept their mistakes
Communicate frequently
Understand the situation and the fact

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Leaders make things happen! As a leader, your first priority is to get the Job done. In
order to do this, you must:
1. Know your objectives and have a plan for reaching them, If you are unclear about your goals, clarify them with
your manager.
On Planning
 list everything you have to do both short & long-term goals.
 Set priorities. Decide which tasks are the most important in achieving your objectives.
 Decide how much time you will need to complete each task.
 Check to see that resources needed to complete the task are available.
 Use wall calendars, desk calendars daily to do lists and other aids to help you develop a plan for getting jobs done.
2. Build a team committed to achieving those objectives.
3. Help each team member to give his or her best effort.

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Roles of the Nurse Leaders
Team
Builder
Customer
Service
Provider
Decision
Maker
Problem
Solver
Resource
Manager

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• Providing service or care to customers (patient or clients).
• Nurse must keep customer service first and foremost as the motivator of all plans
and activities.
• Without customers, the organization will go out of business.

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• A team is a group of people organized to accomplish the necessary work of an
organization.
• Teams have become important in the changing health care environment.
• Teams bring together a range of people with different knowledge, skills, and
experiences to meet customer.

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• Resources include the personnel, time, and supplies needed to accomplish the
goals of the organization.
• Nurse leader has the responsibility - effectively manage resources in providing
safe, effective patient care in an economic manner.

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Step 1: Identify a problem or opportunity
Step 2: Gather relevant information.
Step 3: Analyze the situation
Step 4: Develop options
Step 5: Evaluate alternatives
Step 6: Select a preferred alternative
Step 7: Act on the decision

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Problem Solving
Assessment
Analysis And
Diagnosis
Planning
Implementation
Evaluation

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 Gather information about the situation
 Identify the problem; separate the symptoms
 Identify people and groups involved
 Identify cultural and environmental factors
 Encourage input from involved parties

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 Analyze results of information gathered
 Identify, clarify, and prioritize the actual problem (s)
 Determine if intervention is appropriate

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 Identify as many solutions as possible
 Elicit participation from people or groups affected
 Review options and consider safety, efficiency, costs, quality, and legal
issues
 Consider positive and negative outcomes
 Remain open-minded and flexible when considering options

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 Communicate plans to everyone affected
 Be sure plans, goals, and objectives are clearly identified
 Maintain open, two-way communication with staff
 Support and encourage compliance among all staff

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 Identify evaluation criteria in the planning
 Identify who is responsible for evaluation, what will be measured, and when
it will take place
 Maintain open communication with all involved
 Was the decision successful?
 What might have made it better?

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Role Is To Create An Environment Of Caring - Caring For Staff
Members As Well As For Patients And Families. Staff Members
Who Believe That Their Manager Sincerely Cares About Them
And The Work They Do Are Able To Pass That Feeling Of
Caring On To Their Patients And Other Customers.

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The Effective Leadership And Management Have Identified Requires Skills
In Three Major Areas:
• Technical skills—such as clinical expertise and nursing knowledge.
• Human skills—the ability and judgment to work with people in an effective leadership role.
• Conceptual skills—the ability to understand the complexities of the overall organization
Hersey and Blanchard (1988)

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• By Bessie L. Marquis, Carol J. Huston: Leadership Roles and Management Functions
in Nursing: Theory and Application Sixth (6th) Edition – January 24, 2008
• Nurse Stand. 2005 Feb 16-22;19(23):33-9.Nurses decision-making in clinical practice.
Bakalis NA1, Watson R.