Leading and Managing
Leading and Managing
Leadership-to guide opinions, to go in advance of, to influence
and motivate, to envision the future, to have the courage to act.
Management-to direct, control, coordinate and supervise others so
as to achieve organizational goals.
Managers have formal authority to interpret and enforce policy.
Leadership
Leadership may be formal when exercised by an individual with
legitimate authority conferred by position within the organization or informal
when exercised by an individual who does not have a specified management role.
Nursing Management
Ideally should be a combination of both
leadership and management, consisting of the development of visionary
programs and resources to keep the organization viable.
Should involve the communication of the vision and including
others in learning, creativity, and control over work.
Leadership
The study of leadership began with Aristotle and continues to
intrigue researchers.
By studying various models, nurses can select the approach that
works effectively in different situations.
The theories begin with the older models moving to newer ones.
Leadership Theories
Great Man Theory-leadership is an innate, inherited
ability:leaders are born not made. The great man excels at both instrumental and
supportive behavior.
Trait Theory-what qualities do people in leadership positions
possess? Can these qualities be learned? Traits include intelligence,
personality,ability
Behavioral Theory
Leadership is viewed as a pattern of learned behavior with three
distinct styles that emerge.
Autocratic-controlling, punitive but productive and efficient.
Democratic-group participation and teamwork but cumbersome.
Laissez faire-permissive, loose, inactive but good for skilled
worker.
Behavioral Theory
Bureaucratic-reliance on organizational policies and rules to
direct work, a lack of trust in self and others.
Leadership styles in the work setting include structure or how the
work is organized and consideration or how the employee is respected and
trusted.
Behavioral Theory
System 4 Management-based on increasing levels of employee
involvement in decision making: 4 levels emerge. Autocratic leaders allow no
involvement, benevolent leaders are kind but allow no involvement, consultative
seek advice on decisions, while participative value involvement.
Behavioral Theory
Managerial Grid-leadership styles are plotted on a grid with 5
styles representing concern for production (structure) and concern for people
(consideration).
Continuum of leadership behavior is depicted based on decision
making going from manager centered to employee centered.
Fiedler’s Contingency Theory
Leadership is structured by three aspects of a situation:
1. Leader-member relations or the confidence entrusted to the
leader
2. Task structure or the ease vs. complexity of a given task
3. Position power or authority
Productive leadership is contingent on the situation.
Hersey and Blanchard’s Situational Theory
Leadership is dependent upon the level of group maturity.
Immature groups(incompetent and unmotivated) need task directed
leadership.
Average groups need task and relationship leadership.
Mature groups need less task and relationship leadership.
Vroom-Yetton Expectancy Theory
This model is prescripive in nature and includes 5 decision making
styles of tell, sell, consult, join, and delegate.
The style is based on the answers to three questions: is all the
information available, is acceptance necessary, can the group make a good
decision.
House’s Path Goal Theory
Leadership is a function of both structure and consideration and
both are contingent on the needs of the followers.
Based on the experience and affiliation needs of the followers
either structure or consideration will be valued.The leader clears the way for
goal accomplishment.
Contemporary Theories
Based on systems theory and quantum mechanics, employees are
directly involved in decisions while managers facilitate the work.
Charismatic leadership-based on such qualities as charm, power,
persuasiveness, and confidence, people will follow out of affection and
emotional commitment.
Contemporary Theories
Transformational leadership:vision-ary with impact on workers and
organization. Promotes redesign of structure for integrity, honesty, and
self-management
Transactional leadership:ex-change focus where work is rewarded.
Takes place within a traditional hierarchy with its emphasis on task and
efficiency.
Contemporary Theories
Connective Leadership-places an emphasis on collaboration and
teamwork.
Shared Leadership-an organizational structure where several
individuals are leaders.
Servant Leadership-leaders desire to promote others and desire to
serve.
Power
Power is defined as the ability to influence others in an effort
to achieve a goal. Power is also defined as the capacity to either produce or
prevent change.
Leaders derive power from their followers.
Managers derive power from their positions.
Power: Sources
Reward Power-inducements offered by the manager in exchange for
contributions to the job ( pay increases, preferred schedules ).
Coercive Power-penalties a manager might impose if the individual
or group does not comply with authority.
Power: Sources
Legitimate Power-a manager’s right to make requests based on
position and rank within the organization.
Referent Power-based on admiration and respect; a need to identify
with the person in power.
Expert Power-based on possession of unique skills, knowledge, and
competence.
Power: Sources
Information Power-based on an individual’s access to valued
data.
Connection Power-based on an individual’s formal and informal
links to influential persons both within and outside of the organization.
Power
Position Power-determined by the job description, by authority,
and by responsibilities. The “right” to influence others using the power
sources of reward, coercion, legitimate, and information; used by the manager to
complete the work of the unit.
Personal Power-determined by credibility, reputation, and trust.
With such sources of power as expert, referent, information, and connection, the
leader inspires commitment and instills confidence. A good manager will use
personal power to resolve conflict and maintain teamwork.
Influence
Influence is the control over the attitudes and behavior of
others. Influence, in the positive sense, is based on honor, respect, loyalty,
and commitment. Influence, like any source of power, can also be abused by using
it for exploitation.
Authority
Authority is legitimate power determined by the organizational
structure. Authority involves rules, roles, and relations. Rules legitimize
authority. Role is position or office with authority
inherent in the position, not in the person. Relations are related to
credibility, obtained through experience.
Kinds of Power
Exploitative Power-subjecting people to whatever use the power
holder chooses.
Manipulative Power-influence over others based on anxiety or fear.
Competitive Power-energy used against another in a win-lose
scenario.
Nutrient Power-using influence in a caring manner.
Integrative Power-cooperative power with others.
Empowerment
Empowerment is allowing for the participation of others in
decision making in an atmosphere of equality and sharing. It is power “with”
rather than “over” others. Empowered employees tend to be satisfied,
productive, and innovative.
Powerlessness
The structure of an organization is the key factor in determining
worker behavior.
Empowering organizations create job satisfaction, autonomy, and
morale.
Authoritarian organizations use coercion and inequity in the
distribution of power.
Signs of Powerlessness
Horizontal Violence or troubled work units where poor attitudes,
absenteeism, high levels of anger, verbal hostility, competition, scape-goating,
defensiveness, criticism, subversion, and the general misuse of power are the
rule.
When applied to nursing units, it is called “eating our
young”!
Management Functions
The functions of management are planning, contingency planning,
strategic planning, organizing, directing, and controlling.
A manager’s work can be placed in three categories including
interpersonal roles, informational roles, and decisional roles.
Interpersonal Roles
Figurehead-performs ceremonial duties.
Leader-defines the work environment.
Liaison-expands outside information sources and networks.
Informational Roles
Monitor-internally seeks information about the organization.
Disseminator-shares information within the organization.
Spokesperson-shares information outside the organization.
Decisional Roles
Entrepreneur-seeks ways to problem solve and improve the
organization.
Disturbance Handler-responds to problems.
Resource Allocator-manages time and coordinates resources.
Negotiator-mediates with outside forces.
Contemporary Model
Managerial work occurs on the levels of information, people, and
action.At the information level communicating and controlling are the focus. At
the people level, leading and linking are the focus. At the action level, doing
is the focus.
Levels of Management
First Level-the manager responsible for supervising non-managerial
personnel and day to day activities of the work unit.
Middle Level-the manager who supervises first level managers and
is responsible for the people and activities in the work unit.
Levels of Management
Upper Level-the top level to whom middle management reports,
primarily responsible for strategic planning and departmental goals.
Charge Nurse-an expanded staff role with increased responsibility.
Staff
Nurse-acts as a manager when supervising and delegating to others.