1. Chapter 24 Leadership, Delegation, and Collaboration

2. 24-2 Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc. Definition of Nursing Leadership  Process of influence in which the nurse influences others toward goal achievement

3. 24-3 Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc. Nursing Leadership  Influence is an instrumental part of leadership.  Nursing leaders affect others by inspiring, enlivening, and engaging others to participate.

4. 24-4 Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc. Leadership Theory  Traits or characteristics that distinguish leaders  Relationship between the leaders and the followers  Leaders’ effectiveness within a culture specific to an organization or society

5. 24-5 Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc. History of Leadership Theory  Highlighted great individuals with great accomplishments  Belief that great leaders are produced by “great events”  Leadership opportunities based more upon birthright than ability

6. 24-6 Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc. Leadership Frameworks  Transformational Leadership  Servant Leadership  Emotional Intelligence Leadership  Collins Leadership Levels

7. 24-7 Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc. Transformational Leadership  Promotes the values of justice, equality, honesty, loyalty, and fairness.  Transformational leaders seek to help staff achieve extraordinary performance.

8. 24-8 Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc. Servant Leadership  Listening receptively to what is being said by others.  Understanding lessons from the past.  Conceptualization (out of the box thinking).  Healing one’s self and one’s relationship with others.

9. 24-9 Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc. Emotional Intelligence Framework for Leadership  Emotional considerations are a way of helping to explain leadership effectiveness.  Effective leaders have high degree of emotional intelligence.

10. 24-10 Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc. Collins Leadership Levels  Hierarchy of five levels  Each level is necessary to transform an organization from good to great.  At the highest level, leadership focuses on the contributions of team members.

11. 24-11 Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc. Nursing Management versus Nursing Leadership  Management is the accomplishment of tasks either by one’s self or by directing others.  Management is about power.

12. 24-12 Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc. Nursing Management versus Nursing Leadership  Leadership is the interpersonal process that involves motivating and guiding others to achieve goals.  Leadership inspires staff to contribute to the organization’s mission.

13. 24-13 Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc. Leadership Styles  No single style is superior to another.  The effective leader will use situational leadership. A blending of styles based on current circumstances and events

14. 24-14 Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc. Leadership Styles  Leadership styles exist along a continuum. Autocratic Consultative Democratic Laissez-faire

15. 24-15 Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc. Autocratic Leadership Style  Maintains strong control, makes all decisions, solves all problems.  Dominates the group by issuing commands rather than by making suggestions or seeking input.

16. 24-16 Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc. Consultative Leadership Style  Members are informed and allowed to ask questions.  Allows for greater understanding and acceptance of the decision.

17. 24-17 Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc. Democratic Leadership Style  Leader acts primarily as a facilitator and resource person.  Demonstrates concern for each group member as a unique individual.  Every person’s viewpoint has equal voice in making decisions.

18. 24-18 Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc. Laissez-faire Leadership Style  Leader assumes a passive, non- directive, and inactive approach.  All decision-making is left to the group.  Leader gives little, if any, guidance, support, or feedback.  Leader fails to set limits or state expectations.

19. 24-19 Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc. Leadership Characteristics  Effective Communication  Credibility  Collaboration  Delegation  Critical Thinking

20. 24-20 Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc. Effective Communication  Listening actively to others  Articulating thoughts in an intelligent, persuasive manner  Differentiating aggressive, passive, and assertive behaviors

21. 24-21 Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc. Credibility  A quality or power of inspiring beliefs.  Credibility is based on competence.  Individuals who are competent are able to influence others.

22. 24-22 Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc. Collaboration  A partnership in which all parties are valued for their contribution.  The team must agree on common goals.  Information and resources are continually shared.  Trust is at the heart of any meaningful collaboration.

23. 24-23 Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc. Delegation  Process of transferring a selected task in a situation to an individual who is competent to perform that specific task

24. 24-24 Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc. Delegation  A Multifaceted Process Communication, conflict resolution, feedback, and evaluation Knowledge of the person to whom a task is delegated  The nurse practice acts define which aspects of care may be delegated by the RN.

25. 24-25 Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc. Critical Thinking  The effective leader applies critical thinking skills on an ongoing basis.

26. 24-26 Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc. Conflict Management and Resolution  Conflict may work to dissolve a previously well-functioning group.  Unresolved issues may remain smoldering below the surface.  Conflict avoidance can negatively affect interactions between and among group members.

27. 24-27 Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc. Conflict Management and Resolution  Levels of Conflict Within the individual Between individuals/within groups Between groups

28. 24-28 Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc. Conflict Management and Resolution  The critical role of nursing leaders is to acknowledge that conflict exists and develop strategies to manage conflict.

29. 24-29 Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc. Managing Conflict  Accommodation  Pressing  Avoidance  Negotiation

30. 24-30 Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc. Resource Management for Nurse Leaders  Nurse managers develop strategic plans and objectives that are operationalized in the various operating budgets of hospital departments. Allocation and control of resources Management of people, equipment, time

31. 24-31 Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc. Resource Management for Nurse Leaders  Financial Control Method of Budgeting Realistic Meets the fiscal demands of the total health care environment Expenses categorized as direct or indirect expenses Developed in collaboration with staff from services involved in care

32. 24-32 Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc. Leadership Maxims for Nurses  Nursing Leadership is Based on Values Service to Others Self-Sacrifice Social Justice Truth Telling Honesty

33. 24-33 Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc. Leadership Maxims for Nurses  Nursing Leaders are Change Agents Anticipating change where possible Making something different from what it was Making sure the best systems are put into place Deciding what change is needed to propel the organization forward

34. 24-34 Copyright 2004 by Delmar Learning, a division of Thomson Learning, Inc. Leadership Maxims for Nurses  Nursing Leaders Must Be Self-Aware A high level of self-awareness is rooted in the need to be continually aware of the skills and attributes of the nurse.