Manila Doctors College

LEADERSHIP & MANAGEMENT

Handouts
A. LEADERSHIP DEFINED

• It is the use of one’s skills to influence others to perform to the best of their ability toward
goal attainment.
• Involves one individual trying to change the behavior of other individuals
• It is the art of getting others to want to do what one deems important
• It may be formal or informal
• Leadership is not a fixed position, it is a process. The dynamics of leadership include the
leader’s and employees’ goals, leader/manager behaviors, the achievement of
organizational goals by the leader and followers in the situation.
• The exercise of influence and power.
• Effective leadership and management can be achieved by:

+ + +
Knowledge
Systematic
Understanding of Basic
Learning From Use of Self
of Individual Ingredients
Other People to Get the
Strengths, for
and Right
Weaknesses and Leadership
Experiences Things
Potentials and
Done at the
Management
Right Time

MANAGEMENT DEFINED

No single definition of management has been universally accepted. Some popular definitions
include the following :

• The process of working with and through others to achieve organizational objectives in a
changing environment
• The dynamic process of obtaining and organizing resources and of achieving objectives
through other people
• Management is planning, directing, coordinating and controlling, including leadership,
giving direction, developing staff, monitoring operations, giving rewards and representing
both staff members and administration as needed.
• The process of getting work done through others. Nursing management is the process of
working through nursing staff members to provide care, cure and comfort to patients.
• To manage is to forecast and plan, to organize, to command, to coordinate and to control.
To foresee and provide means examining the future and drawing up the plan of action. To
organize means building up the dual structure, both material and human, of the
undertaking. To command means binding together, unifying and harmonizing all activity
and effort. To control means seeing that everything occurs in conformity with established
rules and expressed demand.
 • The management process consists of working with human and physical resources and
organizational and psychological processes within a creative and innovative climate for the
realization of goals.

Leadership vs. Management

Although leadership and management are closely related, they are not identical. The following
table summarizes the differences between leaders and managers.

Leaders/Leadership
May or may not have official appointment
to the position
Have power and authority to enforce decisions
only as long as followers are willing to be led
Influence others toward goal setting, either
formally or informally by modeling the way
Are interested in risk taking and exploring new
ideas
Relate to people personally in an intuitive and
empathetic manner
Feel rewarded by personal achievements
May or may not be successful as managers
Managers/Management
Are appointed officially to the position
Have power and authority to enforce decisions
Carry out predetermined policies, rules and
regulations
Maintain an orderly, controlled, rational and
equitable structure
Relate to people according to their roles by
enabling others to act
Feel rewarded when fulfilling organizational
mission or goals by fostering collaboration
Are managers as long as the appointment holds

Power - the ability to obtain, retain and motivate people to organize informational and material
resources to accomplish a task.

Bases of Power:
1. Expert Power - some special ability, skill or knowledge demonstrated by the individual
2. Legitimate Power - manager’s position in the hierarchy
3. Referent Power - based on (a) attractiveness or appeal (charisma) or on (b) connection
or relationship with another powerful individual.
4. Reward Power - ability of the manager to control and administer rewards to others for
compliance with the leader’s orders/requests
5. Coercive Power - based on fear, depending on the manager’s ability to use punishment
of others for non - compliance with the manager’s orders.
6. Connection Power – based on connection with people around you who are influential.
7. Information Power – based on information dissemination. Communication as the best
way of sharing information.
8. Position Power – is the degree of formal authority and influence associated with the
leader. High position power is favorable for the leader and low position power is
unfavorable.
9. Personal Power – is based on one’s ability to overcome obstacles in life.

Authority
• an officially sanctioned responsibility
• the legitimate right to give commands and to act in the interest of an organization
 • may or may not get results

Relationship among Authority, Power and Ability

Authority but no power Authority plus power Power but no authority

The nurse has the right but not The nurse has the right and the The nurse has the ability but
the ability to get the job done ability to get the job done not the right to get the job
done

B. Leadership Theories

Many leaders believe that the critical factor needed to maximize human resources is leadership.
A more in-depth understanding of leadership can be gleaned from a review of leadership
theories. The major leadership theories can be classified according to the following approaches:
behavioral, contingency and contemporary.

1. Trait Theory
• Traits are inherited; traits could be obtained through learning and experience.
Leadership traits include – energy, drive, enthusiasm, ambition, aggressiveness,
decisiveness, self confidence, friendliness, fairness, honesty, integrity,
dependability, teaching skill.

a. Behavioral

Great Man Theory

• A few people are born with the necessary characteristics to be “great”.
• Leaders are well rounded and simultaneously display both instrumental and supportive
leadership behaviors.

Instrumental behaviors – planning, organizing, controlling activities of subordinates,

obtaining and allocating resources, among others.

Supportive behaviors - socially oriented, participation and consultation from

subordinates.
• People who use both instrumental and supportive leadership behaviors are “great men”
and supposedly are effective leaders in any situation.

b. Autocratic - involves centralized decision making, with the leader making decisions and using
power to command and control others.
- keeps power to self
- insists on making most or all decisions
- directs workers to implement their decisions
- discourages upward communication
- motivates through threats, punishments

c. Democratic - participatory, with authority delegated to others. To be influential, the

democratic leader uses expert power and the power base afforded by having close, personal
relationships.
- centralizes authority
 - involves workers in the decision-making process
- encourages upward communication
- allows workers freedom to work within constraints set for tasks

d. Laissez-Faire or Ultra Liberal - passive and permissive, and the leader defers decision-
making.
- abdicates the right to lead.
- provides little, if any, guidance or direction for workers to set goals, motivate
themselves and acquire the training or information necessary to make decisions.
- does not know or care much about what goes on in the work unit

2. Situational Theory (Hersey and Blanchard)

• The traits required of a leader differ according to varying situations. A person may be a
leader in one situation and a follower in another because the type of leadership needed
depends upon the situation.
• Variables include – time pressures, physical environment, organizational structure,
personality of the leader.
• Addresses follower characteristics in relation to effective leader behavior; considers
follower readiness as a factor in determining leadership style.

3. Charismatic Theory
• Based on valued personal characteristics and beliefs
• People may be leaders because they are charismatic (inspirational)
• The charismatic leader inspires others by obtaining emotional commitment from
followers and by arousing strong feelings of loyalty and enthusiasm.
• advocates a vision discrepant from the status quo
• emerges during a crisis
• accurately assesses the situation
• communicates self confidence
• uses personal power
• makes self sacrifices
• uses unconventional strategies

Followers of charismatic leaders-

• trust the leader’s beliefs
• have similar beliefs
• exhibit affection for, obedience to, and unquestioning acceptance of the
leader
• are emotionally involved in and believe they can contribute to the mission
4. The contingency theory acknowledges that other factors in the environment influence
outcomes as much as leadership styles and that leader effectiveness is contingent upon or
depends upon something other than the leader’s behavior. The premise is that different leader
behavior patterns will be effective in different situations.

Contingency Model of Leadership Effectiveness (Fiedler)

• Views the pattern of leader behavior as dependent upon the interaction of the personality
of the leader and the needs of the situation. The needs of the situation or how favorable
the situation is toward the leader is contingent or depends upon three variables: (1)
 leader-member relationships, (2) the degree of task structure and (3) the leader’s position
of power.

Leader-member relations - the feelings and attitudes of followers regarding acceptance,

trust and credibility of the leader. Good leader-member relations exist when followers
respect, trust and have confidence in the leader. Poor leader-member relations reflect
distrust, a lack of confidence and respect, and dissatisfaction with the leader by the
followers.

5. Transformational Theory (Burns)

• Focuses on effecting revolutionary change in organizations through a commitment to
the organization’s vision.
• A process in which leaders and followers raise one another to higher levels of
motivation and morality
• Is based on the idea of empowering others to engage in pursuing a collective
purpose by working together to achieve a vision of preferred future. This kind of
leadership can influence both the leader and the follower to a higher level of
conduct and achievement that transforms them both.

• Two types of leaders:

Traditional manager- concerned with day-to-day operations
Transformational leader- committed to a vision that empowers others
C. Leadership Styles

• Leadership studies by Kurt Lewin and colleagues at Iowa State University conveyed
information about 3 leadership styles- autocratic, democratic and laissez-faire.

o Style - the way in which something is said and done.

- a particular form of behavior directly associated with an individual.
- how a leader uses interpersonal influences to accomplish a goal.

Leadership Styles and Characteristics

Concepts Autocratic Bureaucratic Democratic Laissez-faire

Center authority- rule-centered group-centered no direction
centered
Image Autocrat Bureaucrat team leader non leader
Frame of “I” “They” “We” “You”
Reference
Role of Leader Critic regulator helper none
Sources of Leader Ruler group self
authority
Personal trial and error role and repetition Participative do your own thing
Approach involvement
Objectives develop self develop system develop group be a friend to all
Leader Needs Power stability acceptance friendship
Behavior Desired dependent consistent belonging friendly
Focus work demands organization management group none
Demands on obedience loyalty cooperation none
Employees
Climate Authoritarianis Official democratic permissive
m
Morale (over- all antagonistic apathetic team-oriented poor
feeling)
Weakness Independence Changeability crisis-proneness no cooperation
Strength decision & standards and group response none
action norms

• Servant Leadership
• Based on the premise that leadership originates from a desire to serve and that in
the course of serving, one may be called to lead.
• Occurs when other people’s needs take priority, when those being served “become
healthier, wiser, freer, more autonomous and more likely themselves to become
servants.”
• This concept may have some substantive appeal for nursing leadership because
nursing is founded in principles of caring, service and the growth and health of
others. Nursing leaders serve any constituencies, often quite selflessly, and
consequently bring about change in individuals, systems and organizations.

Filipino Style (E. Franco)

• “Sweats it out”, gives oneself to hard work

Manager by “kayod”
Manager by “Lusot”
Manager by “Libro”
Manager by “Oido”
Manager by “Ugnayan”
• action hungry
• highly dedicated
• manners rather formal
• an introvert
• a serious worker
• will not give in to bribery or any anomalous deals
• capitalizes on a loophole and will use them to
avoid too much work, or as an excuse for failure
• driven to make short cuts
• does unconventional or illegal ways to attain
objectives
• operates by the dictates of the book- what the
manuals and other formal documents say
• systematic, thorough, analytical
• usually has adequate formal training in
Management
• learns his managerial skills by ear
• has a vast field of practical experiences to
compensate for his lack of formal education in
management
• the opposite of the “libro” manager
• a hybrid of all types of managers
• a gifted reconciler of all philosophies and beliefs
held by various types of managers
• integrates various types of management,
depending on the needs and conditions of the
organization
 • participatory
• coordinative

D. Management Theories
The current theories of management practice have evolved from earlier theories. Management
practices were actually a part of the governance in ancient Samaria and Egypt as far back as 3000
B.C. Most of our current understanding of management, however is based on the classical
perspective of management or the classical theories of management that were introduced in the
1800s during the Industrial Age as factories developed.

1. Historical Background
• The scientific discoveries of the 17th century provided the basis for the Industrial
Revolution of the 18thC. The change from hand power to machine power moved
production of manufactured goods from workers’ homes to factories, where machines and
energy resources could be concentrated.
o Factory owners and managers learned to increase productivity and profit through
division of labor and task specialization. When a factory or business became too
large for the owner to direct all aspects of production, he appointed assistant
manages and delegated selected management responsibilities to them, while
retaining final authority for planning, policy making and control.
• In the 19th C American factory growth was stimulated by technological advances and an
influx of immigrants, who created an expanding market for manufactured goods.

2. Scholars and Theorists

A number of management scholars developed the theoretical base for current management
practice.

A.Principles of Scientific Management

1. Frederick Taylor (1856-1915)- developed his Theory of Scientific Management to increase

efficiency of industrial production methods.
• Recognized as the Father of Scientific Management. Through the use of stopwatch studies,
he applied the principles of observation, measurement and scientific comparison to
determine the most effective way to accomplish a task.
• Advocated that work be studied scientifically to determine the “one best way” to perform
each task, that is, the method of task performance that would yield maximum work
output for minimum energy input by the worker.
• Believed that:
o managers were chiefly interested in maximizing financial profile and
o workers were chiefly interested in maximizing pay
o that scientific management would stimulate both to increase productivity, and
profits would increase to the point that managers and workers would no longer
quarrel over division of spoils.
• His system for work improvement consisted of the following steps:
1. Observing the worker’s performance through time and motion studies to determine
the one best way to carry out each task.
2. Scientifically selecting the best worker to perform each job, the person with
characteristics and abilities needed to carry out job tasks in the most efficient
manner.
 3. Training the selected worker to perform tasks in the most efficient manner.
4. Paying the worker a differential piece rate to motivate him to perform the task in
prescribed, efficient fashion.
5. Appointing a few highly skilled workers to managerial positions and giving each
manager responsibility for planning tasks for subordinate workers.
6. Appointing a foreman for each aspect of the work and instructing the production
worker to report to a different functional foreman for each aspect of the job.

Bureaucratic Organizations
1. Max Weber (1864-1920)
• Advocated bureaucracy as the ideal form of organization for a complex institution.
• Characteristics of bureaucracy
1. well-defined hierarchy of authority
2. division of work based on specialization
3. highly specific rules governing workers’ rights and duties
4. detailed work procedures
5. impersonal interpersonal relationships
6. career service
7. salaried managers
8. promotion/reward based on merit and technical competence.
• Claimed that the bureaucracy was superior to other forms of organization because it
provides greater stability, precision and reliability in controlling employees.

Human Relations Management

Human Relations (replaced later with the term organizational behavior)

1. Elton Mayo (1933) and Fritz Roethlisburger (1939)
• Through studies conducted, they concluded that factors other than environmental
conditions have greater influence on worker productivity. These factors include: support
from peers, work group norms, participative decision making and recognition from
administration.
• The Hawthorne studies led to the belief that human relations between workers and
managers and among workers were main determinants of efficiency. The Hawthorne effect
refers to change in behavior as a result of being watched.

Participative Management

Participative style - the leader focuses on involving followers in the decision making
process.

Hawthorne Effect -

Employee Satisfaction Theory

Douglas McGregor (1906-1964)

a. Theory X : Leaders must direct and control and motivation results from reward and
punishment.
 The traditional manager in a bureaucracy operates on the ff. set of assumptions –
1. The average individual inherently dislikes work, and will avoid it when possible.
2. The average individual prefers to be directed, wants to avoid responsibility and is
more interested in financial incentives than personal achievement.
3. Because people dislike work, they must be controlled, threatened and coerced to
put forth enough effort to meet organizational objectives.
b. Theory Y : Leaders remove obstacles as workers have self control, self discipline; their reward
is their involvement in work.
A different set of assumptions provides a more accurate assessment of human nature
1. Expenditure of physical and mental effort in work is as natural as rest or play.
2. People will exercise self control and self direction when pursuing goals to which
they are personally committed.
3. Under proper conditions, the average person learns both to seek and accept
responsibility.
The capacity to apply creativity in solving organizational problems is widely, not narrowly,
distributed among workers.
c. William Ouchi
• Developed the Theory Z as a means of applying Japanese management principles to
American industry. This approach combines elements of Japanese and American
management practices in order to combine the strengths of both.
• Theory Z calls for the following:
1. long term employment
2. a combination of specialized and generalized training for career development
3. slow promotion based on non-threatening peer evaluation
4. group decision making based on both qualitative and quantitative data
5. decentralized control of performance quality
6. concern for both employee and agency welfare

Management Function Theories

1. Frank (1868-1924) and Lillian (1878-1972) Gilbreth

• Did pioneering work in time and motion studies.
• Emphasized the benefits of job simplification and the establishment of work standards, as
well as the effects of the incentive wage plans and fatigue on work performance.
• Analysis of elements of an operation include: Training of the worker, use of proper tools
and equipment, use of incentives, use of time and motion studies to make the work easier
2. Henry Gantt (1861-1919)
• Also concerned with problems of efficiency.
• Introduced the Gantt chart which depicts the relationship of the work planned or
completed on one axis to the amount of time needed or used on the other.
• Developed a task and bonus remuneration plan whereby workers received a guaranteed
day’s wage plus a bonus for production above the standard to stimulate higher
performance.
• Argued for a more humanitarian approach by management, placing emphasis on service
rather than profit objectives, recognizing useful non-monetary incentives such as job
security, and encouraging staff development.

3. Path-Goal Theory (Robert House)

• Is based on expectancy theory, which holds that people are motivated:
a. when they believe they are able to carry out the work
 b. when they think their contribution will lead to the expected outcomes
c. the rewards for their efforts are valued and meaningful
• The leadership style is matched to the situational characteristics of the followers, such as
the desire for authority, the extent to which the control of goal achievement is external or
internal, and the ability of the follower to be involved.
• The leadership style is also matched to the situational factors in the environment,
including the routine nature or complexity of the task, the power associated with the
leader’s position and the work group relationship. This alignment of leadership style with
the needs of the followers is motivating and believed to enhance performance and
satisfaction.
• By using the appropriate style of leadership for the situation (i.e. directive, supportive,
participative or achievement-oriented) the leader makes the path toward the goal easier
for the follower.
a. Directive style - provides structure through direction and authority, with the leader
focusing on the task and getting the job done
b. Supportive style - is relationship oriented, with the leader providing
encouragement, interest and attention.
c. Achievement oriented style - provides high structure and direction as well as high
support through consideration behavior.

4. Henri Fayol (1841-1925)

• Developed the following management principles-
1. There should be such a division of work and task specialization that different
workers consistently carry out different job responsibilities
2. Each worker should be given authority commensurate with the amount of his
responsibility.
3. Each employee should receive orders from only one superior.
4. One person should direct all activities that support a single objective.
5. The interests of the individual worker should be subordinated to interests of the
total work group.
6. There should be an unbroken scalar chain of authority extending from the top
executive to the lowest-level worker.
7. All employees should be treated with equity and justice
8. Managers should help workers to develop teamwork and esprit de corps.
Others :
9. Discipline
10.Remuneration
11.Centralization
12.Order
13.Stability of tenure of personnel
14.Initiative
• Management functions : planning, organizing, coordinating and controlling
• Recognized the tentative and flexible nature of these principles, stressing that effective
management results from basing each action on the appropriate principle.
5. Chester Barnard (1886-1961)
• Concerned with the optimal approach for administrators to achieve economic efficiency.
• Saw the manager’s responsibilities as defining objectives, acquiring resources and
coordinating activities. Stressing the importance of cooperation between management and
labor, he noted that the degree of cooperation depends on non-financial inducements,
which informal organization can help provide.
6. Luther Gulick and Lyndal Urwick (1937)
• Planning, organizing, supervising, directing, controlling, organizing, reviewing and
budgeting (POSDCORB)

7. James Mooney (1939)

• Believed management to be the technique of directing people and organizations and the
technique of relating factors. Organization is management’s responsibility.
• Enumerated four universal principles of organization: (1) coordination and synchronization
of activities for the accomplishment of a goal can be accomplished in part through (2)
functional effects, the performance of one’s job description, and (3) scalar process
organizes (4) authority into a hierarchy. Consequently people get their right to command
from their position in the organization.

E. Leadership and Management Skills

1. Time management

80% of Time
20% of
unfocus Managem
effort
ed effort ent

20% of 80% of
results Requires results
shift
The Pareto Principle 1800s

Time is a precious commodity. It must be used wisely and efficiently

- Clarify goals
- Set priorities among competing goals
- Identify the one or two most valued goals to achieve
- Obtain the personnel and materials needed for critical activities
- Schedule time for activity performance
- Discipline self to adhere to the plan until the goal is reached or the plan is
changed
Outcome Orientation
- Determine how one’s available time is spent
 Keep a daily log
 Identify the general categories of activity performed – planning, budgeting,
scheduling, etc.
 Determine percentage of total work time spent in each type of activity
- Correct the imbalance

 Time Analysis
Personality characteristics influence one’s use of time. Identify one’s personality traits
that support or detract from an effective use of time
 1. Goal-oriented
 regularly sets goals
 establishes priorities
 measures progress towards goals

2. Plan-oriented
 develops detailed plans
 rarely procrastinates
 follows up plan
3. Completion-focused
 defines what is needed to finish assignment
 persistent and self-demanding
4. Emphasis-oriented
 maintains a routine
 makes decision under pressure
 calmly handles demands
5. Limit-sensitive
 delegates easily
 separates work from personal life
 stays within personal energy time

Principles of Time Management

c. Prioritizing use of Time

1. Effective communication facilitates time management
 Correct information
 Clear messages
2. The ability to plan effectively is essential to the effective use of time
 Planning charts the course of action in order of importance
3. Delegate to ensure that work of the organization is completed on schedule

Efficiency – doing the right task (DOING THE RIGHT THING)

Effectivity – doing the right task correctly (DOING THINGS RIGHT)

Time Traps
1. Bust work – repetitive activity without attention to purpose

2. Procrastination – reluctance to begin for fear of failure or punishment

3. Telephone interruptions – inappropriate, unnecessary, run-on conversations

4. Unexpected office visitors – drop-in calls by supervisors, idle co-workers

5. Unproductive meetings – lack of planned agenda, inefficient discussion leader

6. Unnecessary work – inability to refuse participation in worthless projects

 Time Wasters and Time Savers
Time Wasters
External
 Interruptions by phone,
staff, visitors, etc.
 Doing work that could
be delegated
 Doing unnecessary
paper work
 Socializing
Internal
 Lack of objectives,
procrastination
 Failure to establish priorities
 Inability to make decisions
 Failure to plan and organize work
 Inability to delegate
d. Prioritizing Outcomes
• Critical tasks
• Intermediate tasks
• Non urgent tasks
Distractions
Casual visitors
Unplanned phone calls
Unwanted / low priority jobs
Requests for assistance
2. Conflict Management
Time Savers
 Set priorities and objectives
 Organize work
 Allow co-workers to perform duties listed
in job description
 Avoid wasted motions – learn to be
dextrous
 Evaluate paper works, procedures, etc.
and eliminate unnecessary ones
 Avoid procrastination
 Use computer, tape recorder, etc.
 Use the waste basket
Strategies
Make your environment less inviting. Remain
standing. Keep a pen in your hand
Use an answering machine or voice mail. Set a
time to return calls
Say no to jobs that have time value or in which
you have little interest. Leave low-priority
tasks undone
Encourage others to become more independent
Give them encouragement, but send them back
to complete the job
 Conflict
 The process that occurs when real or perceived differences exist in the ideas, feelings, and
a actions of two or more points (individuals or groups)
 In organizations, conflict arises because of:
o Rapid and unpredictable rates of change
o New technological advances
o Competition for scarce resources
o Differences in cultures and belief system
o Variety of human personalities
 Is inevitable
 May be personal or work-related
 May be short-lived or exist for months or even years
 Ay manifest itself in a variety of ways
o Glare at one another
o Exchange of angry words
o Withdraw
 Is a warning to management that something is amiss
 Can threaten the harmony or balance of an organization or can be desirable and useful in
improving organizational performance

Advantages of Conflict
1. Decreases the likelihood of “groupthink”
2. Prevents intellectual stagnation
3. Facilitates personal change and maturation
4. Provides impetus for problem solving
5. Stimulates curiosity

Stages of Conflict
1. Latent – antecedent conditions predict conflict behavior

2. Perceived – cognitive awareness of stressful situation exists

3. Felt – feelings and attitudes are present and affect the conflict

4. Manifest – exert behavior results from three earlier stages

Management of Conflict
1. Determine the basis of the conflict
 Intrapersonal Intergroup
 Interpersonal Organizational
 Group

2. Analyze the source of the conflict

 Cultural differences  Divergent view of power and
 Different facts authority
 Separate pieces of information  Role conflicts
 Different perceptions of the event  Number of organizational levels
 Defining the problem differently
  Degree of association  Need for consensus
 Parties dependent on others  Communication barriers
 Competition for scare resources  Separation in time and space
 Ambiguous jurisdiction  Accumulation of unresolved
conflict
3. Consider alternative approaches to conflict management
 Avoiding – unassertive and uncooperative
 Accommodating – cooperative BUT unassertive
 Compromising – assertive and cooperative
 Collaborating – assertive and cooperative
 Competing – assertive BUT uncooperative
4. Choose the most appropriate approach
5. Implement the conflict management strategy
6. Evaluate the results

Escalation-of-conflict Tactics

 Competition  Bickering
 Righteousness  Coalition formation
 Stop listening  Threats
 Labeling  Constricting others
 Dealing with personalities  Intentional hurt
 Issue expansion

Descalation-of-conflict Tactics
 Listening
 Showing tact and concern for others
 Appealing to descalation
 Goodwill gestures
 Airing feelings
 Negative inquiry
 Metacommunications
 Responding to all levels of
communication
 Fractionalization
 Position paper
 Problem solving
 Establishing outside criteria
 (Win / Win)
High (Lose/Win)
Nurse manager who
Nurse manager with a
high level of concern for combines high regard
9
people and human for people with deep
relationships with concern for
accomplishing work. In
Concern for staff

secondary concern for

work accomplishment. In conflict, uses the
conflict uses the confronting,
smoothing, collaborative,
accommodating approach problem-solving
approach
(Lose / Lose)
Nurse manager who
functions adequately,
balancing the necessity to
get the job done while
5 maintaining morale at a
satisfactory level,
maintains status quo. In
conflict, uses the
compromising, bargaining (Win / Lose)
approach. Nurse manager has
(Lose/Lose) primary concern for work
Nurse manager has low accomplishment in an
regard for both tasks authoritarian manner,
and relationships. Shows allowing minimal
lack of concern for clear interference from human
articulation of goals. In relationships. In conflict,
conflict, uses the uses the
1 avoidance, withdrawal,
power/competition
and indifferent approach
restriction and force
Low
1 5 9
Low Concern for work High
accomplishment
Leadership styles and
conflict resolution

3. Motivation
 1. Abraham Maslow (1908-1970)
• Hierarchy of satisfaction of physiological, safety, belongingness, esteem
and self actualization needs.

2. Frederick Herzberg (1968)

• Two-factor Theory
• Hygiene or maintenance factors - prevent job dissatisfaction:
provide adequate salary and supervision, safe and tolerable working
conditions.
• Motivators – job satisfaction: satisfying and meaningful work,
development opportunities, responsibility and recognition.

Theories of Motivation

1. A. Maslow: Human Motivation

 The human being is motivated by a number of basic needs
 The unsatisfied needs have the greatest influence on behavior

2. F. Herzberg: Motivation – Hygiene Theory (Job Satisfaction)

 Workers are motivated by hygienic and motivational factors
 Lack of hygiene factors (work conditions) causes job dissatisfaction
 Absence of motivation factors (work itself) causes lack of job satisfaction

MOTIVATORS HYGIENIC FACTORS

(higher-order needs) (lower-order needs)
Job Content Job Context
(can raise performance) (cannot motivate BUT can
become sources of dissatisfaction
Achievement and lower performance)
Recognition
Work itself
Responsibility
Advancement
Growth PERFORMA
NCE
ON THE JOB
Supervision
Company policy and
administration
Working conditions
Interpersonal relations
Status
Job security
Salary
Personal life
Ways to Increase Staff Motivation
1. Manage change properly implement change only for a good reason
- to solve some problems
- to make work procedures more efficient so that time will not be
wasted
- to reduce unnecessary work load
 introduce change gradually
 plan the change and the strategy for introducing it

2. Assign undesirable jobs on the rotation basis

3. Job redesign – create jobs

high degree of internal work motivation
high quality of work performance
high satisfaction with the work
low absenteeism and turnover
methods:
job rotation
job enlargement
job enrichment
4. Provide productive climate and high morale (group spirit).

Assignment:

Enumerate the Roles of the Nurse Leader and manager.

How does a good nurse manager should perform in the

ward? Cite situations where a nurse manager can exhibit
good behavior towards the following:
1. Patient
2. Supervisors
3. Staff nurses
4. Co-workers (nursing aides, midwives, etc.)