LEADERSHIP AND MANAGEMENT

LEADERSHIP AND MANAGEMENT when you're dealing with inexperienced and new
Management: team members and there's no time to wait for team
Task-oriented members to gain familiarity with their role.
Transactional
Doing things right AUTHORITATIVE STYLE
Events and tasks • "Visionary" - "Follow Me"
Rational thinking • The authoritative leadership style is the mark of
Instructs people confident leaders who map the way and set
Cognitive intelligence expectations, while engaging and energizing
Relies on authority followers along the way.
Push-approach • In a climate of uncertainty, these leaders lift the
Status quo fog for people. They help them see where the
Leadership: company is going and what's going to happen
People-oriented when they get there.
Transformational • Unlike autocratic leaders, authoritative leaders
Doing the right things take the time to explain their thinking: They don't
Attitudes and behaviours just issue orders. Most of all, they allow people's
Inspirational and visionary input on how to achieve common goals.
Listens and empowers
Emotional Intelligence PACE-SETTING STYLE
Leads through others • "Do as I do!"
Asks people • This style describes a very driven leader who
Pull-approach sets the pace as in racing. Pacesetters set the bar
Risk taking high and push their team members to run hard and
fast to the finish line.
GOODWILL • Both leaders and managers need • While this style is effective in getting things
the good will of those who follow done and driving for results, it's a style that can
hurt team members. Even the most driven
LEADERSHIP - The ability to influence others to employees may become stressed working under
achieve a goal this style of leadership in the long run.
• This style may still serve you well if for example
WHAT LEADERSHIP AND MANAGEMENT you're an energetic entrepreneur working with a
SHARE like-minded team on developing and announcing a
• Professionalism new product or service. This is a short term style.
• Knowledge A pace-setting leader needs to let the air out of the
• Interpersonal skills tires once in a while to avoid causing team
burnout.
FIVE RULES OF LEADERSHIP
• Shape the future COACHING STYLE
• Make things happen • "Consider this"
• Engage today talent • A leader who coaches views people as a
• Build the next generation reservoir of talent to be developed. A coach
• Invest in yourself approach seeks to unlock people's potential.
• Leaders who use a coaching style open their
TYPES OF LEADERSHIP hearts and doors for people. They believe that
everyone has power within themselves. A
AUTOCRATIC STYLE coaching leader gives people a little direction to
"Do as I say" help them tap into their ability to achieve all that
• Generally, an autocratic leader believes that he they're capable of.
or she knows more than others. They make all the
decisions with little input from team members. AFFILIATIVE STYLE
• The style may still be appropriate in certain • "People come first"
situations. For example, you can dip into an • The affiliative leadership approach is one where
autocratic leadership style when crucial decisions the leader gets up close and personal with people.
need to be made on the spot, and you have the A leader practicing this style pays attention to and
most knowledge about the situation. It also works supports the emotional needs of team members.
LEADERSHIP AND MANAGEMENT
The leader strives to open up a pipeline that • Take responsibility for yourself
connects him or her to the team. • Make sound and timely decisions
• This style is all about encouraging harmony and • Set the example
forming collaborative relationships with teams. • Know your people and look out for their well-
It's particularly useful, for example, in smoothing being
conflicts among team members or reassuring • Keep your workers informed
people during times of stress. • Develop a sense of responsibility in your
workers
LAISSEZ-FAIRE STYLE • Ensure that tasks are understood, supervised, and
• This leadership styles involves the least amount accomplished
of oversight. On one end, the autocratic style
leader stands as firm as a rock on issues, while the TRAITS OF AN EFFECTIVE LEADER
laissez-faire leader lets people swim with the • Inspire action
current. • Is optimistic
• On the surface, a laissez-faire leader may appear • Has integrity
to trust people to know what to do, but taken to • Supports and facilitates the team
the extreme, an uninvolved leader may end up • Has confidence
appearing aloof. While it's beneficial to give • Uses effective communication
people opportunities to spread their wings, with a • Is decisive
total lack of direction, people may unwittingly
drift in the wrong direction—away from the MANAGEMENT
critical goals of the organization. Management is the process of controlling things
• This style can work if you're leading highly and people.
skilled, experienced employees who are self-
starters and motivated. To be most effective with CONCERNS OF MANAGERS
this style, it is necessary to • Human productivity
monitor team performance and provide regular • Budgets
feedback. • Legal issues
• Work environment
DEMOCRATIC STYLE – Risk management
• "What do you think?" • Customer service
• Democratic leaders share information with • Quality control
employees about anything that affects their work
responsibilities and also seek employees' opinions
before approving a final decision.
• There are numerous benefits to this participative
leadership style. It can engender trust and promote
team spirit and cooperation from employees. It
allows for creativity and helps employees grow
and develop. A democratic leadership style gets
people to do what you want to be done but in a
way that they want to do it.

LEADERS ARE LEARNERS (from)

– Success
– Failure MOTIVATION
– Assignments The desire to continue with an activity
– Books
– Classes IMPORTANCE OF MOTIVATION
– People • Motivation is essential in both leaders and
– Life managers
• The manager or leader’s style will affect other’s
PRINCIPLES OF LEADERSHIP motivation
• Know yourself and seek self-improvement
• Be technically proficient
• Seek responsibility
LEADERSHIP AND MANAGEMENT
CORPORATE GOVERNANCE
• Corporate governance is the system of rules,
practices and processes by which a company is
directed and
controlled.
• essentially involves balancing the interests of a
company's many stakeholders, such as
shareholders, management, customers, suppliers,
financiers, government and the
community.
COST BENEFIT ANALYSIS
• This is the relationship of the effort required for THE SOCIAL CONTRACT34
the benefit • People follow leaders becausethey want to
received follow.
• If costs out weigh benefits, motivation suffers
MASLOW'S HIERARCHY OF NEEDS
• A psychological theory of motivation based on
an
ascending scale of needs
• Higher needs cannot be met unless lower ones
are met

LOVE AND SPIRITUALITY IN

MANAGEMENT AND BUSINESS
CULTURE AND CLIMATE • Incorporates the quality of human existence,
• Each organization has its own culture personal values and beliefs, our relationships with
• Long term-the roots others, our connection to the natural world, and
• Values and beliefs beyond
• History
• Past and present leadership CHANGE AGENT
• “The way we do things” • Anyone who helps an organization transform by
• Climate is the feel of the organization improving business processes and interpersonal
• Short term-the leaves interactions.
• Individual and shared perspectives
• Mood—happy, contented, fearful Leader or manager
• “The feel of the organization” 1. Does Coaching - both
2. Does Guiding - leader
3. Does Delegation - leader
4. Does Evaluating – manager
5. Does Training Employees- manager

Employees are not productive…

1. Increase wages
2. Throw a party
3. Increase your presence in the work area
4. Set an employee committee to explore the
problem
MANAGEMENT AND LEADERSHIP
5. Do a systems analysis
THEORIES & MODELS
• Corporate Governance
SUMMARY
• The Social Contract
• Leaders and managers have different goals
• Maslow's Hierarchy of Needs
• Good leaders do not always make good
• Love and Spirituality in Management and
managers and vice
Business
versa
• Change Agent
• Leaders and managers need the buy in from
those they lead or manage
LEADERSHIP AND MANAGEMENT
• Motivation is one tool to encourage buy-in ⚫It can be used to protect the nurse who isfalsely
accused of doing something wrong.
⚫It helps teachers to know what must betaught in
the education of the nurse.
⚫It can also be used as a guide for directionwhen
a legal action must be taken in a lawsuit.

THE ICN CODE OF ETHICS FOR

NURSES
⚫ An international code of ethics for nurses
wasfirst
adopted by theInternational Council of Nurses
(ICN) in 1953.
⚫It has been revised and reaffirmed at
varioustimes since, most recently with this
reviewand revision completed in2005

CODE OF ETHICS Nurses have four fundamental responsibilities:

⚫Code of ethics is a set of ethical principles that ⚫ to promote health,
are accepted by all members of a profession. ⚫ to prevent illness,
⚫ A profession’s ethical code is a collective ⚫ to restore health
statement about the group’s expectations and ⚫ to alleviate suffering
standards of behaviour .
The need for nursing is universal.
NURSING CODE OF ETHICS Inherent in nursing is respect for humanrights,
⚫Nursing ethics state the duties and obligation of including cultural rights, the right to lifeand
nurses to their clients, other health professionals, choice, to dignity and to be treated withrespect.
the
profession and thecommunity. ⚫Nursing care is respectful of and unrestricted by
⚫Nursing ethics provide the standards for considerations of age, colour, creed,culture,
professional disability or illness, gender, sexualorientation,
behaviour and is the study of principles of right nationality, politics, race or socialstatus.
and ⚫Nurses render health services to theindividual,
wrong conduct for nurses. the
family and the community andco-ordinate their
EVOLUTION OF ICN CODE OF ETHICS services with those of related groups.
⚫Nursing profession uses codes for
Nurses:Ethical concepts Applied to Nursing as its THE ICN CODE
guide for professional conduct. This code is ⚫ THE ICN CODE
adopted and published by the ICN. ⚫ The
⚫The first such Code of Ethics, called ⚫ ICN Code of Ethics for Nurses has four
theInternational Code of Nursing Ethics, principal elements that outline the standardsof
wasadopted by the Grand council of the ethical conduct..
International Council of Nurses at Sao Paulo,
Brazil in 1953 ⚫ ELEMENTS OF THE CODE
⚫ 1. NURSES AND PEOPLE
PURPOSES
⚫ 2. NURSES AND PRACTICE
⚫Code of Ethics serve as a means of self-
regulation and a source of guidelines for ⚫ 3. NURSES AND THE PROFESSION
individual behaviour and responsibility. ⚫ 4. NURSES AND CO-WORKERS
⚫It can be used to prevent a nurse frompracticing
if her/his conduct is poor andclearly below the ⚫ NURSES AND PEOPLE
standards set by the Code. ⚫ The nurse’s primary professional
LEADERSHIP AND MANAGEMENT

⚫ responsibility is to people requiring NURSES AND THE PROFESSION

nursingcare. ⚫The nurse assumes the major role indetermining
⚫ In providing care, the nurse promotes and
anenvironment in implementing acceptablestandards of clinical
which the human rights,values, customs and nursing practice,management, research and
spiritual beliefs education.
of theindividual, family and community ⚫The nurse is active in developing a core of
arerespected. researchbased
⚫ The nurse ensures that the individualreceives professional knowledge.
sufficient
information on which tobase consent for care and 4. NURSES AND CO-WORKERS
related ⚫The nurse sustains a co-operativerelationship
treatment. with co-workers in nursing andother fields.
⚫The nurse holds in confidence ⚫The nurse takes appropriate action to safeguard
personalinformation and individuals, families and communities when
uses judgement in sharingthis information. theirhealth is endangered by a coworker or any
⚫The nurse shares with society theresponsibility other person.
for
initiating and supportingaction to meet the health BASIC ETHICAL PRINCIPLES
and ⚫International Council of Nurses proposedsome
social needs of the public, in particular those basic
of vulnerablepopulations. ethical principles. They are to be followed by each
⚫The nurse also shares responsibility tosustain members of our profession.
and ⚫Ethical principles actually
protect the natural environmentfrom depletion, controlprofessionalism nursing practice much
pollution, degradationanddestruction. more than to ethical theories.

NURSES AND PRACTICE RESPECT FOR PERSONS

⚫ The nurse carries personal responsibility and ⚫It directs individuals to treat themselves and
accountability for nursing practice, and for other, with a respect inherent to man’s humanness.
maintaining competence by continuallearning. ⚫It requires recognition on a sense that allshare a
⚫ The nurse maintains a standard of common human destiny.
personalhealth such that the ability to provide care
isnot compromised. ACCOUNTABILITY
⚫ The nurse uses judgement regardingindividual ⚫ Accountability refers to the ability to answer
competence when accepting anddelegating for one’s own actions. The nurse balances
responsibility. accountability to the client, the profession,
theemployer and society.
⚫The nurse at all times maintains standards of ⚫ Accountability means being answerable for acts
personal conduct which reflect well on carried out in the performance of one’s
theprofession and enhance public confidence. professional role.
⚫The nurse, in providing care, ensures that use of
technology and scientific advances arecompatible Domains of accountability
with the safety, dignity andrightsof people. z ⚫Professional accountability
RESPECT FOR FREEDOM ⚫Organizational accountability
⚫Nurses as a group believe that patient ⚫Legal accountability
shouldhave ⚫Individual accountability.
greater freedom of choice within thenations health
care system. RESPECT FOR AUTONOMY
⚫This principle should be observed by staff ⚫ Autonomy is defined as the freedom to
nurses makeprudent and binding decisions consistent
when planning patient care; by nursemanger when with the scope of one’s practice.
leading subordinates ⚫It is also freedom to implement thosedecisions.
LEADERSHIP AND MANAGEMENT
Respect for another’s autonomy is fundamental to
the practice of health care. CONFEDENTIALITY
⚫It serves to justify the inclusion of clients in all ⚫Confidentiality is the duty to respect privileged
aspects information.
of decision making regarding their health care. ⚫The principle of confidentiality provides
thatcare givers should respect a patient need for
BENEFICENCE privacy and use personal information abouthim or
⚫Beneficence refers to taking positivereactions to her only to improve care.
help others. The practice of beneficence
encourages the urge to do goodfor others. It
dictates that a person is obligedto help others to
advance their legitimate andimportant interests.
⚫Commitment to beneficence helps to
guidedifficult decisions where in the benefits of
atreatment may be challenged by risks to
theclient’s well-being or dignity.

NON-MALEFICENCE
⚫Non- maleficence is the avoidance of harm or
hurt. In health care ethics it is important
toremember that ethical practice involves notonly
the will to do good, but also the equalcommitment
to do no harm.
⚫The standards of non-maleficence promotesa
continuing effort to consider the potentialfor harm
even when it may be necessary topromote health.

VERACITY
⚫ Veracity concerns truth telling and incorporates
the concept that individuals should always tell the
truth.
⚫ It requires professional care-givers to provide
with accurate, reality based information about
their health status and care or treatment
prospection.
⚫ Truth telling is an ethical concern for
nurses,because truth is the basis for mutual trust
between patient and nurse, and trust is the basis
for patient’s hope of benefit from nursing services

JUSTICE
⚫ Justice concerns the issue that personsshould be
treated equally and fairly.
⚫ This principle of justice requires treatingothers
fairly and giving persons their due.

FIDELITY
⚫Fidelity is keeping one’s promises or
commitments. The principle of fidelity holdsthat a
person should faithfully fulfill his dutiesand
obligations.
⚫Fidelity is important in a nurse because a
patient’s hope for relief and recovery rests on
evidence care givers conscientiousness..