Lect 2 Managers as Leaders (N3113)
Terms
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- Transformational Leaders:
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1. Individual considerations: understanding that everyone is different and have different perspectives on life; try to understand the reasons why people act the way they do; there are individual reasons for behaviours; avoid being judgemental
2. Charisma: inspiring others; promote confidence; staff should feel comfortable in approaching the leader; help staff to develop skills; provide a safe environment
3. Intellectual stimulation: encourage people to think differently; embrace new ideas - do not laugh at opinions; create opportunities for intellectual development; accept critical thinkers & constructive criticism
*Contrasts with TRANSACTIONAL LEADER (look up in textbook)
- Leadership Strategies:
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1. DELEGATING
- getting work done through others
2. SELLING
- convincing others it is a good idea
3. PARTICIPATING
- involving others in decision making BUT you make the final decision
4. TELLING
- authoritative - QUALITIES OF NURSE MANAGERS AS LEADERS:
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1. Communication skills
2. Creativity
3. Risk taker [critical thinkers are risk takers; able to say no; expressing yourself; being able to ask for things]
4. Interpersonal skills
5. Credibility
6. Vision
7. Empowerment
8. Intelligence
9. Self-confidence
10. Drive - SOURCES OF POWER:
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1. Reward
2. Punishment
3. Information - [if a person has information]
4. Legitimate - ["I can do this because it is part of my role"; it is expected of them]
5. Expert - [perceived as the expert]
6. Referent - [looking at whether people admire or respect them]
7. Connection - [power because of connections with people who have power] -
FIELD OF POSSIBILITIES:
[starts with the PAST, influenced by how we grew up - did we take risks & were successful or did we have failures that also influenced our choices? People who succeed expect to succeed, and people who fail expect to fail] [don't -
1. PAST:
- FAMILY OF ORIGIN
- gender roles
- patterns of risk taking
- success/failures
- BEING
OVERLAPS WITH:
2. PRESENT:
- CHOICES
- actions
- language
- DOING
OVERLAPS WITH:
3. FUTURE:
- VISION & CREATIVITY
- initiative
- aspirations
- BECOMING
*what are your aspirations? what is important to you in life? The choices you make today, make you the person that you become. - SITUATIONAL LEADERSHIP
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[*FOUR basic leadership styles - see grid in notes]
- there is no one style of leadership that will be effective in every situation
- first thing you need to ask is what kind of relationship do you have with the staff and what kind of relationship would you like to have
- Support: use encouragement, communicate, show interest, relationships, brining in new equipment and being concerned that the staff is pleased with it and know how to use it
- Tasks/Guidance: complex nursing interventions; do they need education or minimal guidance. Telling people to leave a room (not caring if people like you or not because of your request) - LOW TASK & LOW RELATIONSHIP
- LOW GUIDANCE: is low task on the grid and based on education or complexity
**Example of exam question: may need to plot on grid how you assess the case (there is no right or wrong answer as long as you can justify it) - FOUR TYPES OF CONTROL:
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**See grid with "FOUR TYPES OF CONTROL":
- vital signs (LOW RELATIONSHIP & LOW TASK) - low task because it is not complex and does not need guidance
- New task - needs more guidance and support. Therefore, more control (ex. setting up in-services) HIGH RELATIONSHIP & HIGH TASK
- Learning how to interpret EKGs - relationship is not as important as having them learn how to use the machine. LOW RELATIONSHIP & HIGH TASK
***See grid with Relationships, Guidance and MATURITY:
- Are the followers WILLING to take part (maturity also means KNOWLEDGE base)
- LOW MATURITY can mean they are not willing to participate in the task or LACK OF EDUCATION
- Delegate (does not mean you are looking over their shoulder) LOW GUIDANCE and HIGH MATURITY (because they are WILLING to do it and NOT CONCERNED about RELATIONSHIP (ex. delegating vital signs)
*MORE EXAMPLES:
- New EKG machine. Want a lasting change and a supportive RELATIONSHIP. Need GUIDANCE. LOW MATURITY because they lack EDUCATION on how to use equipment. (SELLING is a good approach)
- Nurses who need to know how to use EKG and are UNWILLING: RELATIONSHIPS are NOT important. LOW MATURITY because they are not educated on the equipment. Need a lot of GUIDANCE & are NOT WILLING (TELLING is a good approach - taking total control)
- Brand new IV pump - HIGH supportive behaviour, HIGH task, LOW MATURITY (SELLING is a good approach) - encourage them in learning how to use it and guide them
*MATURITY includes their knowledge, experience, confidence and willingness
*Leadership is not about acting the same way all the time, it depends on the situation and elements (there are times when you have to tell people what to do, allow for participation and delegation) - RESPONSE TO AUTHORITY:
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**See diagram in notes
- response to authority depends on your position, how people perceive your power
- past experiences can affect how you respond to authority
- if someone is yelling at authority, it may not have to do with the leader but it may be an issue they have with themselves because of past experience
***LEGITIMATE AUTHORITY of the position + PERCEIVED POWER of the manager + SOCIALIZATION of individuals to power/authority figures = RESPONSE to authority