Dr.. Raj'a Zyoud

Classical Views of Classical Views of Leadership & Leadership & ManagementManagement

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Dr. Raj’a Nayef ZyoudDr. Raj’a Nayef Zyoud

Nursing has always held a human care and caring stance with respect to people and their health-illness-healing concerns.

(Human Caring Science: A Theory of Nursing, page 43)

Dr. Jean Watson

Dr.. Raj'a Zyoud

Dr.. Raj'a Zyoud

Leadership VS. Leadership VS. ManagementManagement

ManagementManagement is is the attainment of the attainment of organizational goals in an effective organizational goals in an effective & efficient manner through & efficient manner through planningplanning, , organizingorganizing, , staffingstaffing, , leadingleading, & , & controllingcontrolling organizational resources. organizational resources.

Is the process of leading & directing Is the process of leading & directing all or part of an organization all or part of an organization through manipulation of resources.through manipulation of resources.

Dr.. Raj'a Zyoud

ManagementManagementGetting things done Getting things done through others.”through others.”

“All of the activities and tasks All of the activities and tasks undertaken by one or more undertaken by one or more persons for the purpose of persons for the purpose of planning and controlling the planning and controlling the activities of others in order to activities of others in order to achieve an objective or achieve an objective or complete an activity that complete an activity that could not be achieved by the could not be achieved by the others acting independently.”others acting independently.”

Dr.. Raj'a Zyoud

Nursing ManagementNursing ManagementIs the process of working Is the process of working through nursing members to through nursing members to achieve organizational achieve organizational objectivesobjectives..

It is the coordination and It is the coordination and integration of nursing resources by integration of nursing resources by applying the management process in applying the management process in order to accomplish care and service, order to accomplish care and service, goals and objectives. Successful goals and objectives. Successful nursing management must use nursing management must use managerial functions; planning, managerial functions; planning, organizing, directing and controlling organizing, directing and controlling in an interrelated form to solve the in an interrelated form to solve the problem .problem .

Dr.. Raj'a Zyoud

ManagerManager

A manager is A manager is someone who plans, someone who plans, organizes, leads, and organizes, leads, and controls the people controls the people and the work of the and the work of the organization in such a organization in such a way that the way that the organization achieve organization achieve its objectivesits objectives

Dr.. Raj'a Zyoud

The Nurse ManagerThe Nurse Manager

The nurse manager is The nurse manager is neither genuine, nor neither genuine, nor hero, but rather he is hero, but rather he is persistent, tough-minded, persistent, tough-minded, hard worker, intelligent hard worker, intelligent and have analytical and have analytical ability. He is the key ability. He is the key person who coordinate person who coordinate the work through the work through management levelsmanagement levels..

Dr.. Raj'a Zyoud

Manager RolesManager Roles

InformationalMonitorDisseminatorSpokesperson

InterpersonalFigureheadLeaderLiaison

DecisionalEntrepreneurDisturbance HandlerResource AllocatorNegotiator

Dr.. Raj'a Zyoud

Management processManagement processIt is called a process because the work of attaining objectives through a series of interrelated and interdependent activities and these activities each one is considered a process in itself.

The management process always begins by planning and ends by controlling. Traditionally management process consisted of four elements: PlanningPlanning, OrganizingOrganizing, leading (Directing)leading (Directing), and controllingcontrolling.

Dr.. Raj'a Zyoud

Dr.. Raj'a Zyoud

Management FunctionsManagement FunctionsPlanningPlanning

The process of selecting and The process of selecting and developing the best course of developing the best course of action to accomplish an action to accomplish an objectiveobjective

Keystone of all other Keystone of all other management functionsmanagement functions

Dr.. Raj'a Zyoud

Organizing Follows planning and reflects how the organization tries to accomplish the plan.Involves the assignment of tasks, grouping of tasks into departments, and allocation of resources.

Dr.. Raj'a Zyoud

LeadingTThe use of influence to motivate he use of influence to motivate employees to achieve the employees to achieve the organization's goals.organization's goals.

Creating a shared culture and Creating a shared culture and values, communicating goals to values, communicating goals to employees throughout the employees throughout the organization, and infusing organization, and infusing employees to perform at a high employees to perform at a high level.level.

Dr.. Raj'a Zyoud

ControllingControlling

Monitoring employees' activities, Monitoring employees' activities, determining if the organization is determining if the organization is on target toward its goals, and on target toward its goals, and making corrections as necessary.making corrections as necessary.

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Organizational Organizational HierarchyHierarchy

Dr.. Raj'a Zyoud

Management in the Management in the Organization HierarchyOrganization Hierarchy

Operative/Lower Operative/Lower managementmanagement

close to the actual close to the actual processesprocesses

short time range of short time range of planningplanning

Dr.. Raj'a Zyoud

-The lowest level of management comprising the management personnel, such as shop floor supervisors and foremen.

-They look after day-to-day

operations and develop short-range plans referred to as operational plans for controlling day-to-day operations.

Dr.. Raj'a Zyoud

This level of management ensures that the decisions and plans taken by the other two are carried out. Lower-level managers' decisions are generally short-term ones. They are responsible for operational decisions .

Dr.. Raj'a Zyoud

Middle management and expertsMiddle management and expertsdevelopment of their units and development of their units and coordination between other same level coordination between other same level unitsunits

plant managers, region managers, plant managers, region managers, business unit managersbusiness unit managers

middle time range of planningmiddle time range of planning

Dr.. Raj'a Zyoud

-It represents functional

managers ,such as production manager, finance manager, marketing manager, etc.

-These managers are responsible for implementing the policies of the top management pertaining to their areas of operation , by identifying , arranging and allocating resources needed.

Dr.. Raj'a Zyoud

-They formulate medium term plan covering a time span of about one year referred to as tactical or aggregate planning.

Mid-level managers have a specialized understanding of certain managerial tasks .

Dr.. Raj'a Zyoud

They are responsible for and carrying out the decisions made by top-level management.

They are responsible for tactical decisions.

Dr.. Raj'a Zyoud

Top managementTop management

strategic planningstrategic planning

overall development and overall development and coordination of organizationcoordination of organization

long time range of planninglong time range of planning

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-The highest level of management comprising of the Board of Directors ,Chief Executive and Head of Divisions.

-The basic function of the top

management is to set overall organizational policies through long-term planning referred to as strategic or conceptual planning.

Dr.. Raj'a Zyoud

Top-level managers require an extensive knowledge of management roles and skills.

They have to be very aware of external factors such as markets.

Dr.. Raj'a Zyoud

Their decisions are generally of a long-term nature.

They are responsible for strategic decisions.

They have to chalk out the plan and see that plan may be effective in future

Dr.. Raj'a Zyoud

Management Management CompetenciesCompetencies

Conceptual Skill—the ability to see the organization as a whole and the relationship between its parts.

Human Skill—The ability to work with and through people.

Technical Skill—Mastery of specific functions and specialized knowledge.

Dr.. Raj'a Zyoud

Three basic Three basic competencescompetences,,

Level ofLevel ofmanagementmanagement

Technical skillsInterpersonal skillsConceptual skills

Dr.. Raj'a Zyoud

The Skill ApproachThe Skill Approachskills are learned, not inherited Diagnostic skills

to define problems correctly and find to define problems correctly and find correct solutionscorrect solutions

Decision making skillscompetence to understand the competence to understand the organizationorganizationcompetence to make decisions when all competence to make decisions when all information is not availableinformation is not available

Time management skills

Dr.. Raj'a Zyoud

Seven Habits of HighlySeven Habits of Highly Effective PeopleEffective People

Be proactiveBegin with the end in mindPut first things firstThink win-winSeek to understand and then to be understoodSynergizeSharpen the saw

Dr.. Raj'a Zyoud

LeadershipLeadership is an is an influence relationshipinfluence relationship among leaders and followers who intend among leaders and followers who intend real changes that reflect their shared real changes that reflect their shared purposes.purposes.

The art of motivating a group of people The art of motivating a group of people to act towards achieving a common goal. to act towards achieving a common goal.

What is leadership?

Leading people

Influencing people

Commanding people

Guiding people

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Dr.. Raj'a Zyoud

LeaderLeader

Leaders are in the Leaders are in the front, moving front, moving forward, taking risks, forward, taking risks, and challenging the and challenging the status quo.status quo.

Transactional Leaders

Focus on tasks, and getting the work done.

Transformational Leaders

Focus on vision & empowerment.

Dr.. Raj'a Zyoud

Types of LeadersLeader by the position achievedLeader by personality, charisma Leader by moral exampleLeader by power heldIntellectual leaderLeader because of ability to accomplish things

 

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The led: followers you are responsible for leading.

The leader: who you are, what you know, what

you can do.

The situation: all situations are different.

Communications: the exchange of information

and ideas between one another.

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Leadership TraitsLeadership Traits

Interested in group's concerns while Interested in group's concerns while sensitive to individual needs.sensitive to individual needs.

Aware of current social and political Aware of current social and political situations.situations.

Good communicator and group Good communicator and group interaction skills. . interaction skills. .

Patient, creative and flexible.Patient, creative and flexible.

Decisive when necessary.Decisive when necessary.

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Promotes consensus, compromise and Promotes consensus, compromise and trade -offs.trade -offs.

Integrates a variety of different Integrates a variety of different perspectives.perspectives.

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What is needed to be a good LEADER?

1- Personnel skills

1- Personnel skills

2- Technical skills

2- Technical skills

3- Established Methodology

3- Established Methodology

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1. Ability

Leaders must demonstrate superior ability, whether it is technical or organizational.

Skills for a successful leader:

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2. Credibility

Leaders should know the “rules of the game”, the norms, expectations, and the values of the group to be supervised.

Knowing the norms means being able to communicate..

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3. Representation and Buffering

Nothing substantiates the position of the leader more than his ability to handle external relations.

From the view of the subordinates, the leader is the link with the outside world, which directly relates to the management, salary increase and promotions.

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4. Social Distance

New leaders must successfully manipulate the social distance, the gap that separates them from their followers. 5. Insulation from other

competing initiations The ideal position for leaders is one in

which subordinates have no other conflicting initiations.

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6. PersistenceBy persistence we mean simply repetition, clarity of command, self-confident dominance –being able to keep asking, talking, explaining, and demonstrating your ideas.

7. PracticeLeaders gain their status and responsiveness by getting subordinates used to following their directions.

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8.Momentum

Subordinates never want mindless or needless orders from managers who only want to demonstrate authority through commanding deference.

Employees want reasonable autonomy.

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9.Charisma

Many of us have observed articulate, persuasive leaders, proverbial salesmen who can talk reluctant others into accepting their proposal. This is what we call Charisma, which is an ability to persuade the others with ones ideas without exerting lots of efforts.

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Seek to establish through mutual give-and-take a common understanding of the nature of the problem and the surrounding constraints. Agreement on the problem is an absolute prerequisite to motivating the search for solution.

10.Persuasion

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11- Coaching

Effective leaders keep urging on key subordinates to keep fighting, to keep pushing against time to pretend that every one else will be on time, to seek equally satisfactory alternatives when the original plans are no longer feasible.

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12- Incentives and Motivation

Social scientists have found that employees are most responsive to incentives that don’t depend on a powerful boss’s bestowing them as upon dependent subordinates.

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Define the task Plan Brief / communicate Control Evaluate Motivate Organize

A leader needs to:-

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• Set an example• Set a direction • Align peoples’ efforts • Bring out the best in people • Act as a change agent• Handle uncertainty & crises

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Seven Qualities of a Strategic Leader

Direction (purpose & aim of business) Strategic thinking (bridging the gap between now and future) Making it happen (details) Relating the whole to the parts Establishing allies & partners outside the business Releasing corporate energy Develop leadership in the othersMrs. Raj'a Nayef Zyoud 52

Why is leadership important in health care?

Health care professionals work in teams or groups as well as on an individual basisThe quality of team leaders is crucial to the well being of staff and patientsShowing the way by going firstNeed to be accountable to those you serveStaff need support, feedback about performance, clear job content and development

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leaders or managersleaders or managers

Leadership qualities of individuals in middle Leadership qualities of individuals in middle and first line leadership position are and first line leadership position are required.required.Not appropriate to have all staff focusing on Not appropriate to have all staff focusing on ideas and changes – nor all staff focusing ideas and changes – nor all staff focusing on getting the day-to-day job done. on getting the day-to-day job done.

What is needed is:What is needed is:

A healthy A healthy MIXMIX of leaders and managersof leaders and managers

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What do employees wantWhat do employees want??

First: First: To be treated fairlyTo be treated fairly.Second: A sense of achievement from A sense of achievement from work.work.

Third: Third: Camaraderie - working well Camaraderie - working well together as a team is a tremendous together as a team is a tremendous source of source of

satisfaction for people.satisfaction for people.

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Key themes around embodying leadership in professional

practice

Articulating the visionMotivationDecision takingReleasing talentResponsiveness and flexibilityEmbodying valuesInnovation and creativityWorking across boundariesPersonal resources

Source: ‘Workforce and development’ Leadership Working Group (2000). Workforce and Development: Embodying leadership in the NHS. NHS Executive London. October 2000

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Dr.. Raj'a Zyoud

Functions of Management Functions of Management Versus LeadershipVersus Leadership

Management produces Order and ConsistencyPlanning / Budgeting

Establish agendasSet time tablesAllocate resources

Organizing / StaffingProvide structureMake job placementsEstablish rules and procedures

Leadership produces Change and MovementEstablishing Direction

Create a visionClarify big pictureSet strategies

Aligning PeopleCommunicate goalsSeek commitmentBuild teams and coalitions

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ManagementManagement

Controlling / Controlling / Problem SolvingProblem Solving

Develop Develop incentivesincentives

Generate Generate creative creative solutionssolutions

Take corrective Take corrective actionaction

LeadershipLeadership

Motivating and Motivating and InspiringInspiring

Inspire and Inspire and energizeenergize

Empower Empower subordinatessubordinates

Satisfy unmet Satisfy unmet needsneeds

How Far Can You Go?

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Case

Leadership is needed to keep any situation from deteriorating further.Divide into groups. Develop a plan of action for solving this problem.First select desired objectives for solving the problem, and then proceed to determine what you would do that you would enable you to meet your objectives.

Dr.. Raj'a Zyoud