DIRECTING OR LEADING

DIRECTING OR LEADINGDEFINITION4th stage of management processCoordinating or activatingIn this doing phase of mgt, managers direct/lead work of subordinatesCOMPARISONLEADERSInfluences & guides direction, opinion and course of actionMANAGERSBrings things about; the one who accomplishes, has the responsibility, and conductsCHARACTER OF A LEADERDo not have delegated authority but influence thru powerHave wider variety of rolesMay/may not be part of formal org.Focus on group process, info gathering, feedback & empowering othersEmphasize IPRDirect willing followersHave goals that may/may not reflect those of the org.Leadership theoriesGreat Man Theory (Aristotle)Some people are born to lead and others to be ledTrait TheorySome people have certain characteristics that make them better leaders than others

LEADERSHIP THEORIESLeadership Styles Theory (Lewin & White)AuthoritarianCharacterStrong controlMotivation by coercionCo: downwardDM: other not involvedE: on difference of status (I & You)Cr: punitiveI: predictability, frustration reduction & securityPros: useful in crisis; increase productivityCons: decrease creativity, self-motivation & autonomy

LEADERSHIP THEORIESDemocraticCharacterLess controlM: economic and ego awardsDirected thru suggestion & guidanceCo: up & downDM: involvement of othersE: WeCr: constructiveI: grp working for extended period; cooperation and coordinationPros: promotes autonomy & growth among individual workersCons: time-consuming

LEADERSHIP THEORIESLaissez-faireCharacterLittle/no controlM: when requested by groupLittle/no directionCo: up & downDM: dispersed throughout groupE: groupCr: withheldI: poorly defined probs & when brainstorming is neededPros: increase creativity & productivity (IF)Cons: frustrating (apathy & disinterest)LEADERSHIP THEORIESLaw of the Situation (Follett)Situation should determine directives after allowing everyone to know the problemContingency Leadership Theory (Fiedler)No one leadership style is ideal for every situationTask vs Relationship in determining leadership style (Blake & Mouton)There are various combinations of concern on productivity, tasks, people & relationships; may rank high or low

LEADERSHIP THEORIESSituational Leadership Theory (Hersey & Blanchard)As people mature, leadership style becomes less focused & more relationship-orientedSituational Leadership Theory (Tannenbaum & Schmidt)Primary determinants of leadership style should include nature of situation, skills of manager & abilities of membersFormal & Informal Organizational Structures Influence Leaders Empowerment (Kanter)Structural aspects of the job shape a leaders effectiveness; opportunity, power, proportion

LEADERSHIP THEORIESServant Leadership Theory (Greenleaf)Put serving others as first priorityTransactional & Transformational Leadership (Burns)Traditional; concerned with day-to-day operationsCommitted, has vision & enables other to be empowered by visionVisioning in Transformational Leadership (Tyrrell)Nurses at all levesla re expected to demo leadership in setting direction for nsg practice, and this allows them to create a pix of ideal future

LEADERSHIP SKILLS (DECISION MAKING)Complex, cognitive process as choosing a part. course of actionCritical elementsDefine objectives clearlyGather data carefullyGenerate many alternativesThink logicallyChoose & act decisivelyIndividual variationsValuesLife experienceIndividual preferenceIndividual ways of thinking & decision-makingBASE OF POWERPOWER that w/c enables us to accomplish goalsTypesReward powerCoercive powerLegitimateExpertReferentInformationalSelf-powerStrategies for Building Personal Power BaseMaintain personal energyPresent powerful pix to othersPay entry feeDetermine powerful in org.Learn language & symbols of org.Learn how to use org.s prioritiesIncrease prof K&SMaintain broad visionUse experts & seek counselBe flexibleDevelop visibility & voice in org.Learn to toot own hornMaintain sense of humorEmpower othersPRINCIPLES OF DELEGATIONRights of Delegationthe right taskthe right circumstancethe right personthe right direction/communicationthe right supervision.

PRINCIPLES OF DELEGATIONFour guidelines for effective delegation by Koloroutis (2004, p. 136)Delegation requires RNs to make decisions based on patient needs, complexity of the work, competency of the individual accepting the delegation, and the time that the work is done.Delegation requires that timely information regarding the individual patient be shared, defines specific expectations, clarifies any adaptation of the work in the context of the individual patient situation, and provides needed guidance and support by the RN.Ultimate accountability for process and outcomes of care even those he or she has delegated - is retained by the RN.RNs make assignments and the care provider accepts responsibility, authority, and accountability for the work assigned.

Specific Accountabilities of RNs, Other HCPs, and Employers/HC FacilitiesRNs (delegators) are accountable to:a) their regulatory body, aegs, and employers for the competent performance of nsg services they provide.b) have a sound rationale for a decision to delegate.c) assess whether the outcome of a delegated task/function will be reasonably predictable.d) decide whether to delegate a task or only a specific component of a task.

e) determine that the HCP (delegatee) has the necessary ability and knowledge to perform the task/function safely and competently.f) know the educational preparation and competencies of other HCPs involved in client care.g) provide the necessary communication, support and supervision for a delegated task/ function to a delegatee.h) evaluate whether a delegated task was completed in a satisfactory manner.i) document a decision to delegate, with rationale and outcomes. j) ensure that the facility/organization has adequate resources to support a decision to delegate and to support the healthcare providers involved (e.g., policies, educational preparation).

Delegating to Third-PartiesOn occasion, registered nurses may be required to teach S.O.s how to perform a nursing task/function. In such situations, the registered nurse would be accountable to:a) assess that the family member or third-party has the ability to perform the task/function safely and competently.b) competently provide the teaching based on evidence-based knowledge.c) assess the effectiveness of the teaching, and communicate available resources to family members or third-parties.delegationRNs accountable for overall devt & coordination of NCPLPNs & UCPs contribute onlyKnowledge used to determine care (assessment, evaluation & judgment of RN) is not delegatedCOMMUNICATIONMODESWrittenKnow what you want to say before writingPut people into writingUse action wordsWrite plainlyUse as few words as possibleUse simple, direct sentencesGive reader directionArrange material logicallyUse paragraphs for leadConnect thoughtsBe clearExpress thoughts in similar ways

COMMUNICATIONNon-verbalSpaceEnvironmentAppearance Eye contactPostureGestureFacial expressionTimingVocal clues

VerbalReflectRepeat assertive msgPoint out implicit assumptionsRestate msg w/ assertionQuestion MOTIVATION THEORIESMaslows Hierarchy of NeedsSkinners Operant Conditioning & Behavior ModificationHerzbergs Motivation-Hygiene TheoryVrooms Expectancy ModelMcClellands Three Basic Needs in MotivationAchievement, Affiliation & PowerGellermans Humanistic Motivational TheoryStretching & participation; managers tend to overmanageMcGregors Theory X & Theory YTIME MANAGEMENTMaking optimal use of time3 basic stepsAllow time for planning & establish prioritiesComplete highest priority and finish one at a timeReprioritize based on remaining task & new info received5 Priority-setting TrapsWhatever hits firstPath of least resistanceSqueaky wheelManaging by defaultWaiting for inspiration

CONFLICT MANAGEMENTCONFLICT MANAGEMENTCategoriesIntrapersonalInterpersonalIntergroupProcessLatentPerceivedFeltManifest

CONFLICT MANAGEMENTCompromisingCompetingCooperatingSmoothingAvoidingCollaborating CONFLICT MANAGEMENTNEGOTIATION collaboration/competitionBeforeBe prepared mentally by having done homeworkDetermine starting point, trade-offs, & bottom lineLook for agendas, both own and that of the partyCONFLICT MANAGEMENTDuringMaintain composureRole model good communication skills, assertiveness & flexibilityAvoid using destructive techniques but be ready to counterAfterRestate what has been agreed upon, verbal and writtenRecognize & thank all participants

THANK YOU!