Nursing Leadership and Management

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Leadership and

Management in
Nursing
Presented by: Edelrose D. Lapitan
BSN 4-C
A.
Concepts of
Leadership
and Management
LEADERSHIP
(Valiga and Grossman)
 The process of envisioning a new and better world
through
- communicating that vision to others
- motivating others and enticing them to join in
efforts to realize the vision
- thinking in a different way
- challenging that status quo
- taking risks
- and facilitating change
MANAGEMENT
(Garrison, Morgan, and Johnson)
 Five-step process
Comprises planning
Organizing
Directing
Coordinating
Controlling
LEADERSHIP VS MANAGEMENT
Art of Influencing Organization-focused

Group-focused Delegated authority

Challenge the status Accept status quo


quo

Do the right thing Do the thing right


B.
LEADERSHIP
THEORIES
EARLY LEADERSHIP THEORIES

Aristotle J.M. Burns Mary Parker Follet, Hershey,


Blanchard & Fred Fiedler
GREAT MAN THEORY TRAIT THEORY
SITUATIONAL OR
• leaders were men and all were • there was no standard list CONTINGENCY THEORIES
great that fit everyone or that
• leadership roles were determined could be used to predict • embodied the idea that the
by their genetic and social or identify who was or right thing to do depended on
inheritance. could be an effective the situation the leader was
leader. facing.
CONTEMPORARY LEADERSHIP THEORIES

James McGregor Burns Wheatley


NEW SCIENCE
TRANSFORMATIONAL LEADERSHIP
THEORY • think about leadership in a
• the true nature of leadership is not way that reflects naturally
the ability to motivate people to occurring events: free-
work hard for their pay but the flowing, dynamic, and
ability to transform followers to accepting of an anything-
become more self-directed in all can-happen philosophy.
they do.
C.
MANAGEMENT
THEORIES
EARLY MANAGENT THEORIES
TRADITIONAL MANAGEMENT THEORY
SCIENTIFIC GENERAL ADMINISTRATIVE BUREAUCRATIC
MANAGEMENT THEORY MANAGEMENT
Frederick Winslow Taylor (EMT)
• His principles included the ideas that: Max Weber (EMT)
Henri Fayol (EMT)
1. a worker’s job could be measured with • Five overriding concepts:
• The ideal bureaucracy
scientific accuracy; 1. Prevoyance, or the includes the concepts of
2. workers’ characteristics could be selected anticipation of the future and the division of labor, authority
scientifically and could be developed to development of hierarchy, formal selection,
investigate the causes of and solutions to a plan of action to deal with it;
work problems; 2. Organization of people and formal rules and regulations,
3. productivity would be improved through materials; impersonality, and career
scientific selection of and progressive 3. Command of the activity among orientation.
development of the worker; and personnel;
4. there should be continuing cooperation of 4. Coordination of the parts of the
5. management and workers organization into a unified whole; and
5. control through application of rules
and procedures.
CONTEMPORARY
MANAGENT BEHAVIORAL MANAGEMENT MOVEMENT
THEORIES Elton Mayo (CMT)
• management must be concerned with preserving the dignity of
the workers, demonstrating appreciation for their
accomplishments and, in general, recognizing workers as social
beings with social needs

Theory X and Y (CMT)


Douglas McGregor
• Theory X suggests that, without active intervention by management, workers would be
passive and nonproductive in their roles in the organization.
• Theory Y assumes that the desire to work is just as natural as the desire to play or rest, that
external control and threat or punishment are not required to achieve organizational
objectives because workers are self-motivated, and that the capacity to work creatively to
solve problems is widely distributed in the workforce.
Book
Nursing Leadership and Management
Theories Process and Practice
REFERENCES Page 27-45

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