Leadership and Management as a Professional Concept-Chapter 9

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Leadership and Management as a Professional
Concept-Chapter 9

• Carolyn McCune RN, MSN, CRNP

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What is a good manager?

• Give examples of good and bad managers
• What could have been done differently or kept the
  same

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Leadership versus Management

• Leadership is doing the right thing
• Management is doing things right
• Leadership comes before management
• Leadership personal traits necessary to
  establish vision and goals for an organization
  and the ability to execute them

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• Manager The personal traits necessary to plan,
  organize, motivate and manage the personnel and
  material resources of an organization
• Formal leader person who is the boss, the one
  whose directions are followed with minimal
  challenges
• Informal without a formal title, the person on
  the team who is respected because of personal
  wisdom and the willingness to share it, is a role
  model on a day-to-day basis

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• This is the person everyone goes to for advice
• Has power among team members
• Avoid a power struggle No one wins, try to avoid
  them

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Management

• Ability to organize details so that the leaders
  vision and goals can be achieved successfully
• Can be instinct or learned

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Nurse Leaders and Managers

• Florence Nightingale leader
• Lillian Wald and Mary Brewster established the
  first visiting nurse service in the US-leader and
  manager
• Jean Watson leader
• 10 of nurses are men
• Nurses over the years have sought more respect
  and creditability

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The LPN in the Manager Role

• Are frequently charge nurses in nursing home
• Are responsible for the patients care

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Leadership Styles

• Autocratic person is task oriented, makes
  decisions independently without input from the
  group, motivates with praise, blame and reward
• Many avoid this type of leader you know where
  you stand with this type of leader
• Trust this type of leader in an emergency

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• Democratic Leader focused on individual
  characteristics and abilities, uses personal and
  positional power to achieve outcomes, uses group
  process to make decisions, more willing to share
  information, no secrets or information kept from
  the group, each person is an unique person,

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• Laissez-Faire let alone, leaves workers
  without direction, supervision or coordination in
  their projects, dont give praise, criticism,
  feedback or information
• Can be very frustrating with a high level of
  dissatisfaction
• Much chaos

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• Multicratic or Participative Leader compromise
  between autocratic and democratic leader
• Processes feedback from the group but makes all
  decisions. Handles emergencies well
• Have a free exchange of ideas
• Exercise on page 155

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Questions??

• All information for this lecture is from
  Anderson(2009), chapter 9 for purposes of
  teaching in which the students use this book