DIRECTING

OR
LEADING

DEFINITION

4th stage of management

process
Coordinating or activating
In this doing phase of mgt,
managers direct/lead work
of subordinates

COMPARISON
LEADERS
Influences & guides direction,

opinion and course of action

MANAGERS
Brings things about; the one

who accomplishes, has the

responsibility, and conducts

CHARACTER OF A LEADER
Do not have delegated authority but influence thru

power

Have wider variety of roles

May/may not be part of formal org.
Focus on group process, info gathering, feedback &

empowering others

Emphasize IPR
Direct willing followers
Have goals that may/may not reflect those of the

org.

LEADERSHIP THEORIES
Great Man Theory (Aristotle)
Some people are born to lead

and others to be led

Trait Theory
Some people have certain

characteristics that make them

better leaders than others

LEADERSHIP THEORIES
Leadership Styles Theory (Lewin &

White)

Authoritarian
Character
Strong control
Motivation by coercion
Co: downward
DM: other not involved
E: on difference of status (I & You)
Cr: punitive

I: predictability, frustration reduction & security

Pros: useful in crisis; increase productivity

LEADERSHIP THEORIES
Democratic
Character
Less control
M: economic and ego awards
Directed thru suggestion & guidance
Co: up & down
DM: involvement of others
E: We
Cr: constructive

I: grp working for extended period; cooperation

and coordination
Pros: promotes autonomy & growth among

individual workers

LEADERSHIP THEORIES
Laissez-faire
Character
Little/no control
M: when requested by group
Little/no direction
Co: up & down
DM: dispersed throughout group
E: group
Cr: withheld

I: poorly defined probs & when brainstorming is needed

Pros: increase creativity & productivity (IF)
Cons: frustrating (apathy & disinterest)

LEADERSHIP THEORIES
Law of the Situation (Follett)
Situation should determine directives after

allowing everyone to know the problem

Contingency Leadership Theory

(Fiedler)

No one leadership style is ideal for every

situation

Task vs Relationship in determining

leadership style (Blake & Mouton)

There are various combinations of concern

LEADERSHIP THEORIES
Situational Leadership Theory (Hersey &

Blanchard)

As people mature, leadership style becomes

less focused & more relationship-oriented

Situational Leadership Theory

(Tannenbaum & Schmidt)

Primary determinants of leadership style should

include nature of situation, skills of manager &

abilities of members

Formal & Informal Organizational

Structures Influence Leaders

LEADERSHIP THEORIES
Servant Leadership Theory (Greenleaf)
Put serving others as first priority

Transactional & Transformational

Leadership (Burns)

Traditional; concerned with day-to-day

operations
Committed, has vision & enables other to be

empowered by vision

Visioning in Transformational Leadership

(Tyrrell)

LEADERSHIP SKILLS (DECISION

MAKING)
Complex, cognitive process as choosing a part.

course of action

Critical elements
Define objectives clearly
Gather data carefully
Generate many alternatives
Think logically
Choose & act decisively

Individual variations
Values
Life experience
Individual preference

BASE OF POWER
POWER that w/c enables us to

accomplish goals

Types
Reward power
Coercive power
Legitimate
Expert
Referent
Informational

STRATEGIES FOR BUILDING

PERSONAL POWER BASE
Maintain personal

energy

Increase prof K&S

Present powerful pix

to others

Maintain broad vision

Use experts & seek counsel

Pay entry fee

Determine powerful

in org.

Learn language &

symbols of org.

Learn how to use

org.s priorities

Be flexible

Develop visibility & voice in org.

Learn to toot own horn

Maintain sense of humor

Empower others

PRINCIPLES OF DELEGATION
Rights of Delegation
the right task
the right circumstance
the right person
the right

direction/communication
the right supervision.

PRINCIPLES OF DELEGATION
Four guidelines for effective delegation by Koloroutis

(2004, p. 136)

Delegation requires RNs to make decisions based on patient

needs, complexity of the work, competency of the individual

accepting the delegation, and the time that the work is done.
Delegation requires that timely information regarding the

individual patient be shared, defines specific expectations,

clarifies any adaptation of the work in the context of the individual
patient situation, and provides needed guidance and support by
the RN.
Ultimate accountability for process and outcomes of care even

those he or she has delegated - is retained by the RN.

RNs make assignments and the care provider accepts

responsibility, authority, and accountability for the work assigned.

SPECIFIC ACCOUNTABILITIES OF RNS, OTHER

HCPS, AND EMPLOYERS/HC FACILITIES

RNs (delegators) are accountable to:

a) their regulatory body, aegs, and

employers for the competent

performance of nsg services they
provide.
b) have a sound rationale for a decision

to delegate.
c) assess whether the outcome of a

delegated task/function will be reasonably

predictable.

 e) determine that the HCP (delegatee) has

the necessary ability and knowledge to

perform the task/function safely and
competently.
f) know the educational preparation and

competencies of other HCPs involved in

client care.
g) provide the necessary communication,

support and supervision for a delegated

task/ function to a delegatee.

 i) document a decision to delegate,

with rationale and outcomes.

j) ensure that the facility/organization

has adequate resources to support a

decision to delegate and to support
the healthcare providers involved
(e.g., policies, educational
preparation).

DELEGATING TO THIRD-PARTIES
On occasion, registered nurses may be required to

teach S.O.s how to perform a nursing task/function.

In such situations, the registered nurse would be

accountable to:

a) assess that the family member or third-party has

the ability to perform the task/function safely and

competently.

b) competently provide the teaching based on

evidence-based knowledge.

c) assess the effectiveness of the teaching, and

communicate available resources to family members

or third-parties.

DELEGATION
RNs accountable for overall

devt & coordination of NCP

LPNs & UCPs contribute only

Knowledge used to

determine care (assessment,

evaluation & judgment of
RN) is not delegated

COMMUNICATION
MODES
Written
Know what you want to say before writing
Put people into writing
Use action words
Write plainly
Use as few words as possible
Use simple, direct sentences
Give reader direction
Arrange material logically
Use paragraphs for lead
Connect thoughts
Be clear
Express thoughts in similar ways

COMMUNICATION
VERBAL

NON-VERBAL

Space

Environment

Appearance

Eye contact

Repeat assertive msg

Posture

Point out implicit assumptions

Gesture

Reflect

Restate msg w/ assertion

Facial expression

Timing

Vocal clues

Question

MOTIVATION THEORIES
1. Maslows Hierarchy of Needs
2. Skinners Operant Conditioning & Behavior

Modification
3. Herzbergs Motivation-Hygiene Theory
4. Vrooms Expectancy Model
5. McClellands Three Basic Needs in Motivation

Achievement, Affiliation & Power

6. Gellermans Humanistic Motivational Theory

Stretching & participation; managers tend to overmanage

7. McGregors Theory X & Theory Y

TIME MANAGEMENT
Making optimal use of time
3 basic steps
1.

Allow time for planning & establish priorities

2.

Complete highest priority and finish one at a time

3.

Reprioritize based on remaining task & new info received

5 Priority-setting Traps
. Whatever hits first
. Path of least resistance
. Squeaky wheel
. Managing by default
. Waiting for inspiration

CONFLICT MANAGEMENT
Too little conflict

CONFLICT MANAGEMENT

Categories
Intraperson

al
Interperson

al
Intergroup

Process
Latent
Perceived
Felt
Manifest

CONFLICT MANAGEMENT
Compromising
Competing
Cooperating
Smoothing
Avoiding
Collaborating

CONFLICT MANAGEMENT
NEGOTIATION

collaboration/competition

Before
Be prepared mentally by having done

homework
Determine starting point, trade-offs, &

bottom line
Look for agendas, both own and that

of the party

CONFLICT MANAGEMENT
During
Maintain composure
Role model good communication skills,

assertiveness & flexibility

Avoid using destructive techniques but be ready

to counter

After
Restate what has been agreed upon, verbal and

written
Recognize & thank all participants

THANK
YOU!