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 LEAD - TO GO

 LEADERSHIP IS THE PROCESS


OF INFLUENCING PEOPLE TO
ACCOMPLISH GOALS
 NIGHTINGALE’S SCHOOL OF
NURSING
 EARLY US HOSPITALS
 1930-1940 THE BUREAUCRACY
 1940-1950 TEAM NURSING
 1960 PRIMARY NURSING
 1970 DECENTRALIZATION
 1980 SHARED GOVERNANCE
 1990 PATIENT CENTERED CARE
 SHE CONSIDERED FIRST NURSE
EXECUTIVE.
 SHE INTEGRATED THE FUNCTION
OF MODERN NURSING AS CARE
PROVISION, MANAGEMENT
INTERDISCIPLINARY EDUCATION
AND SCIENTIFIC RESEARCH
 THE BETTER NURSING SCHOOLS
WANTED SUPERINTENDENTS,
TEACHERS AND HEAD NURSES WHO
WERE CULTIVATED WOMEN AND
EDUCATORS AS WELL AS GOOD
PRACTITIONERS.
 NURSES EXPERIENCED
DIFFICULTY IN RETURNING
BUREAUCRAT HOSPITAL
SETTING AFTER FUNCTIONING
INDEPENDENTLY.
 HEAD NURSES MADE
INCHARGES OVER STAFF
NURSES.
AS A MECHANISM
FOR OTHER
NURSES TO SHARE
THE SUPERVISION
RESPONSIBILITIES.
TEAM LEADER-
SENIOR NURSE
PRIMARY NURSING
DELEGATES
DECISION MAKING
TO BEDSIDE NURSES.
TO MOVE A WAY
FROM VERTICAL
ORGANIZATION
WITH AUTHORITY
AND DECISION
MAKING TASK AT
THE TOP LEVEL.
IT RECOGNIZE
THE
INTERDEPENDE
NCE OF EVERY
DEPARTMENTS
IN ACHIEVING
QUALITY
PRODUCT.
 LEADERSHIP IS THE ART OF GETTING
OTHERS TO DO SOMETHING YOU ARE
CONVINCED SHOULD BE DONE
LEADERSHIP
THE PROCESS OF INFLUENCING THE
ACTIVITIES OF AN ORGANIZED GROUP IN
ITS EFFORTS TOWARD GOAL-SETTING
AND GOAL ACHIEVEMENT.
-STOGDILL
LEADERSHIP
THE ABILITY TO CREATE NEW SYSTEMS
AND METHODS TO ACCOMPLISH A
DESIRED VISION
- Hyett (2003)
POWER
POWER IMPLIES THE ABILITY TO
CHANGE THE ATTITUDES AND
BEHAVIORS OF INDIVIDUAL
PEOPLE AND GROUPS
POWER
THE CAPACITY TO ACT OR THE
STRENTH AND POTENCY TO
ACCOMPLISH SOMETHING.
POLITICS
POLITICS IS THE ART OF USING
LEGITIMATE POWER WISELY AND
REQUIRES BEHAVIORS THAT MAY NOT
BE WELL PRACTICED BY PEOPLE.
1.TRANSACTIONAL LEADERSHIP

2. TRANSFORMATIONAL LEADERSHIP
 THE SKILLS REQUIRED IN THE
EFFECTIVE DAY TO DAY RUNNING OF A
TEAM
 MOST CONCERNED WITH MANAGING
PREDICTABILITY AND ORDER
 IT INVOLVES HOW
AN INTEGRATED
TEAM WORKS
TOGETHER AND
THE
INNOVATIVENESS
OF THEIR
APPROACH TO THE
WORK
 Recognize the importance of
challenging the status
 Focuses on the interpersonal
processes between leaders and
followers and is encouraged by
empowerment
1. STYLES THEORY
2. HUMAN RELATIONS THEORY
3. FAYOL THEORY
4. MCGREGOR THEORY
5. THEORY Z
6. TRAIT THEORY
7. BEHAVIOURAL THEORY
8. SITUATIONAL THEORY
 FREDERICK
TAYLOR (1856-
1915)
HE INTRODUCED TIME
AND MOTION STUDIES
TO ANALYSE TASKS
BASED ON THE BELIEF
THAT IMPROVING THE
PERFORMANCE OF
TASKS WOULD
IMPROVE THE
EFFICIENCY OF THE
ORGANISATION.
 ELTON MAYO AND FRITZ (1924 -1932)
 THEY BELIEVE THAT REAL POWER
CENTRES WITHIN THE ORGANISATION
ARE THE INTERPERSONAL
RELATIONSHIP ESTABLISHED WITHIN
THE WORK ORGANISATION.
FOR Eg. REST PERIOD AND LUNCH BREAKS
HENRI FAYOL (1841-
1925)DEFINED
MANAGEMENT PROCESS
WHICH INCLUDES
PLANNING,
ORGANISING,
DIRECTING AND
CONTROLLING.
 DIVISION OF WORK
 AUTHORITY AND RESPONSIBILITY
 DISCIPLINE
 UNITY OF COMMAND
 UNITY OF DIRECTION
 CENTRALISATION OF AUTHORITY
 SCALAR CHAIN
 ORDER
 REMUNERATION
 INITIATIVE
 EQUITY
 ESPIRIT DE-CORPS
DOUGLAS
MCGREGOR (1960)
CATEGORISED
MANAGEMENT
THEORIES INTO TWO
i.e.
THEORY X AND
THEORY Y
 PEOPLE DISLIKE
WORK AND
WANTS TO AVOID
RESPONSIBILITY
AND THEY ARE
MORE INTERESTED
IN FINANCIAL
INCENTIVES THAN
PERSONAL
ACHIEVEMENT.
PEOPLE ARE
CAPABLE OF SELF-
MOTIVATION AND
JOB SATISFACTION.
THIS THEORY EMPHASISES
GROUP DECISION MAKING,
LIFETIME JOB SECURITY, AND
STRONG COMMITMENT TO THE
GOALS OF THE
ORGANISATION.THE RESULTS
ARE A GREATER SENSE OF JOB
COMMITMENT,HIGHER
PRODUCTIVITY
AND LOWER TURNOVER.
KELLY(1974)
LEADERS WERE BORN NOT MADE,
THE LEADERS NEED INNATE
ABILITIES, PERSONALITY TRAITS IN
ORDER TO BE A LEADER .
 PHYSICAL CHARACTERISTICS -
AGE, HEIGHT, WEIGHT
 BACKGROUND –EDUCATION,
SOCIAL STATUS,MOBILITY
AND EXPERIENCE
 INTELLIGENCE-ABILITY,
JUDGEMENT,KNOWLEDGE
 PERSONALITY, DECISIVENESS,
ALERTNESS, ENTHUSIASM, SELF-
CONFIDENCE, INDEPENDENCE
 TASK ORIENTED CHARACTERISTICS
RESPONSIBILITY,INITIATIVE
 SOCIAL CHARACTERISTICS –
SUPERVISORY ABILITY,CO-
OPERATIVENESS,TACT,POPULARITY
A LEADER BEHAVES ACCORDING TO THE
ROLE EXPECTATIONS OF THE GROUP
AND SITUATIONS.
FOUR STYLES OF LEADERSHIP
1. AUTOCRATIC STYLE
2. DEMOCRATIC STYLE
3. LAISSEZ FAIRE STYLE
4. PARTICIPATION STYLE
Strong control is
maintained over the groups
Others motivated by
coercion
Communication flows
downwards
Emphasis on difference and
status
Criticism is punitive
 Less control is maintained
 Economic and ego awards
are used to motivate
 Directive through
suggestions
 Communication flows up
to down
 group is involved in
decision making
 “WE” not ‘I’ AND YOU
 Criticism is constructive
 Little or no control
 Little or no
direction
 Communication is
between members
of group
 Decision making is
dispersed
throughout he
group
 Criticism not given
 THIS
COMPROMISE
BETWEEN
AUTOCRATIC AND
DEMOCRATIC.
 LEADER ALLOWS
SUBORDINATES
TO PARTICIPATE
IN DECISION
MAKING, SO THEY
HAVE FEELING OF
SATISFACTION
AND FREEDOM.
 THIS CONTINUES THE STYLE OF THE
LEADER , THE SKILLS NEEDED IN THE
SITUATION AND THE MATURITY OF THE
EMPLOYEES.
 KINDS OF LEADER
 NATURAL LEADER : A LEADER IN SPITE
OF HIMSELF e.g. M. GANDHI
 CHARISMATIC LEADER: AN AUTHENTIC
HERO IN THE EYES OF HIS FOLLOWERS
FOR HE CAN DO NO WRONG.
e.g. ASHOK, AKBAR, S. BOSE,J. NEHRU.
 RATIONAL LEADER : LEADER IS
CONSISTENT AND PERSISTENT . e.g.
KARL MARX,LENIN
 CONCENSUS LEADER: HE IS PERCEIVED
AS ACCEPTABLE TO ALL. e.g. PRESIDENT
OF INDIA
 LEADER BY FORCE: HE DOMINATES
OTHERS THROUGH FEAR. e.g.
NAPOLEAN, HITLER
1. DIRECTING
2. COACHING
3. SUPPORTING
4. DELEGATING
1. SKILLS OF PERSONAL BEHAVIOR
 IS SENSITIVE TO FEELINGS OF THE
GROUP
 IDENTIFIES SELF WITH NEEDS OF THE
GROUP
 DOES NOT CRITICIZE OTHERS
DECISION
 HELPS OTHERS FEEL IMPORTANT AND
NEEDED
 DOES NOT ARGUE
2. SKILLS OF COMMUNICATION
 LISTEN ACTIVELY
 MAKE SURE EVERYONE UNDERSTAND
 ESTABLISHES POSITIVE
COMMUNICATION
 RECOGNISES EVERYONE’S
CONTRIBUTION
3. SKILLS OF ORGANIZATION
 DEVELOP LONG AND SHORT RANGE
OBJECTIVES
 BE ATTENTIVES TO DETAILS
 PLAN, ACT, FOLLOW UP AND EVALUATE
 SHARE RESPONSIBILITIES
 BREAK BIG PROBLEMS INTO SMALL
4. SKILLS OF SELF EXAMINATION
 IS AWARE OF PERSONAL
MOTIVATIONS, GROUP MEMBERS,
THEIR ATTITUDES AND VALUES
S= SELF RELIANT
E= ENTHUSIASTIC
L= LOYAL
F= FACTUAL
 DIRECTING

 SUPERVISING

 CO-ORDINATING
DIRECTING (D) CONTINUOUS TASK
OF MAKING DECISIONS AND
EMBODYING THEM IN SPECIFIC
AND GENERAL ORDERS AND
INSTRUCTIONS, AND SERVING AS
THE LEADER OF THE ENTERPRISE.
e.g. ORDERS, POLICIES, PROCEDURES,
RULES ,REGULATIONS,
STANDERDS, OPINIONS,
SUGGESTIONS, QUESTIONS
SUPERVISION IS
CONTINUOUS
FOR INSPECTING
ANOTHER’S
WORK,
CORRECTING
PERFORMANCES.
CO-ORDINATING (CO) ALL
IMPORTANT ACTIVITIES THAT
ENABLE
WORK GROUP MEMBERS TO WORK
TOGETHER HARMONIOUSLY
 KNOWLEDGE OF
SELF  INTELLECTUAL SKILLS
 PERSONAL  ENTHUSIASM
QUALITIES
 TACTFUL
 INITIATIVE
QUALITIES  EMOTIONAL CONTROL
 TECHNICAL
QUALITIES AWARENESS OF
 TEACHING RESPONSIBILITIES
QUALITIES
 ADMINISTRATIVE  QUALITY OF BUILDING
QUALITIES  HUMAN RELATIONS
 PLANNING AND IDENTIFYING
ORGANIZING TALENTED
WORK SUBORDINATES
 ASSIGNING WORK
 TEACHING AND DEMOCRATIC
GUIDANCE SUPERVISION
 GOOD
COMMUNICATION EVALUATION OF
 CO-OPERATION PERFORMANCE OF
AND CO- SUB-ORDINATES
ORDINATION AND SELF
 PROBLEM SOLVING
 RESULTS
 ANALYSIS OF FAILURE
 TASKS
 CONTROL
 DECISION MAKING
 DECISION ANALYSIS
 FOCUSES ON CREATING SPIRIT AND
COMMITMENT
 SEEKING ADVICE AND FEEDBACK
 EMPOWERING CONSTITUENTS
 MODELING APPROPRIATE BEHAVIOR AS
SYMBOLS OF VALUES AND NORMS
 GROUP PROCESS
1. FORMING STAGE – A PROCESS OF
MEETING EACH OTHER.
2. STORMING STAGE- THERE IS
COMPETITION AND ATTEMPTS AT THE
ESTABLISHMENT OF INDIVIDUAL
IDENTITIES.
3.NORMING STAGE- THE
GROUP BEGINS TO
ESTABLISH RULES AND
DESIGN ITS WORK.

4.PERFORMING STAGE-
THE WORK ACTUALLY
GETS DONE.
TASK ROLES OF
GROUPS
GROUP BUILDING
AND MAINTENANCE
ROLES
INDIVIDUAL ROLES
OF GROUP MEMBERS
 INITIATOR : SUGGESTS GROUP GOALS,
REDEFINES THE PROBLEM
 INFORMATION SEEKER : SEARCHES FOR
A FACTUAL BASIS
 INFORMATION GIVER: OFFERS AN
OPINION
 OPINION SEEKER: SEEKS OPINIONS
THAT CLARIFY OR REFLECT OTHERS
SUGGESTIONS
 ELABORATOR : EXTENDS MEANING OF
SUGGESTIONS
 COORDINATOR: COORDINATES IDEAS,
SUGGESTIONS, ACTIVITIES
 ENCOURAGER : ACCEPTS AND PRAISES
IDEAS, VIEWPOINTS
 HARMONIZER: MEDIATES, RESOLVES
CONFLICT
 COMPROMISER: CONFLICT MANAGEMENT
 GATEKEEPER: PROMOTES OPEN
COMMUNICATION
 STANDARD SETTER: EVALUATES THE
STANDARDS
 GROUP COMMENTATOR: RECORDS GROUP
PROCESS AND FEEDBACK
 FOLLOWER: ACCEPTS GROUP IDEAS AND
LISTENS TO DISCUSSION AND DECISIONS
 AGGRESSOR: EXPRESSES DISAPPROVAL
OF OTHERS VALUES
 BLOCKER: EXPRESSING NEGATIVE
POINTS OF VIEW
 RECOGNITION SEEKER: WORKS TO
FOCUS POSITIVE ATTENTION
 SELF CONFESSOR: USES THE GROUP
SETTING AS A FORUM FOR PERSONAL
EXPRESSION
 POWER IMPLIES THE ABILITY TO
CHANGE THE ATTITUDES AND
BEHAVIORS OF INDIVIDUAL
PEOPLE AND GROUPS.
 POWER HAS
BOTH A
POSITIVE AND
A NEGATIVE
FACE.
 REWARD POWER
 COERCIVE POWER
 LEGITIMATE POWER
 EXPERT POWER
 REFERENT POWER
 CHARISMATIC POWER
 INFORMATION POWER
 FEMINIST POWER OR SELF POWER
 POLITICS EXIST IN
EVERY
ORGANIZATION,
SO NURSES WASTE
ENERGY AND
REMAIN
POWERLESS WHEN
THEY REFUSE TO
LEARN THE ART
AND SKILL OF
POLITICAL
MANEUVERS.
 EXPERT IN COMMUNICATION AND
INFORMATION
 GOOD DECISION MAKER
 DEVELOPING PERSONAL RESOURCES
 DEVELOPING POLITICAL ALLIANCES
 SENSITIVE TO TIMING
 PROMOTING SUBORDINATE
IDENTIFICATION
 VIEWING PERSONAL AND UNIT GOALS
 MEETING
ROOM,
DISCUSSION
ROOM OR
WAITING
ROOM,
CONFERENCE
HALL
1. INFORMED CURRENT ISSUES
2. KNOW YOUR FRIENDS IN CONGRESS
3. BECOME FAMILIAR WITH COMMITTEES
4. KNOW YOUR OWN LOCAL
REPRESENTATIVES
5. INCREASE YOUR INFLUENCE BY
SUPPORTING CANDIDATES
6. REMIND CANDIDATES ABOUT
REGISTERED WOMEN VOTERS
Challenges of Nurse Administrator:
 Setting the organization agenda for the future
 Understanding the interrelationship and
pattern in problem solving
 Creating an empowered work environment-
making and implementing decisions through
orders
 Work as arbitrator in an organization
 Facilitating and supporting research to
maximize human potential and fiscal
resources
 Adapting leadership style and image setter
role with the changing situation in nursing
 Basawanthappa BT, Nursing administration, Jaypee
brothers medical publishers (p) ltd 2004, edition 1st ,
Pp:43- 49, 258-259
 Bernhard LA, Walsh M: Leadership the key to the
professionalization of nursing. 3rd edition. Missouri:
Mosby publishers 1995, Pp:36- 47
 Marquis L.Bessiel, Leadership roles and management
functions in Nursing theory and application,
Lippincott Williams and Wilkins publications 2000 ,
edition 3rd , Pp:67-73
 Marriner Ann, Guide to nursing management, Mosby
publishers 1988, edition 4th Pp: 29-31, 273- 274, 287.
 Swansburg. C. Russell, Swansburg J. Richard,
Introduction to management and leadership for nurse
managers, Jones and Barlett publishers 2002, edition
3rd , Pp:68- 70
 Journal of Clinical Nursing 2000, 9(4) Pp:545-
548
 Journal of Holistic Nursing 1999, 30(6),
Pp:1375-82
 www.biomedcentral. Com
 www. leadership.com
 www. power. com
THANK YOU

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