CONCEPT OF

LEADERSHIP
&
MANAGEMENT
OBJECTIVES
 Define what leadership and management is
 Explain the nurse’s role as a leader
 Define what is meant by positive practice
environment
 Discuss the elements and characteristics of
positive practice environment
 LEADERSHIP
 Skill or ability to encourage people to work together and
do their best to achieve common goals
 Leads or guides others, is in charge or in command of
others
 It is a myth that leaders are born. Actually leaders
develop by their own effort
 LEADERSHIP
Characteristics of Leaders:
1. Respects rights, dignity, opinions and abilities of others
2. Understands the principles of democracy
3. Works with a group to guide the group toward a goal
4. Understands their own strengths, weaknesses
5. Displays self confidence and willingness to take a stand
 LEADERSHIP
Characteristics of Leaders:
5. Communicates effectively & verbalizes ideas clearly
6. Shows self initiative, a willingness to work, and
completes tasks
7. Shows optimism, is open minded and can compromise
8. Praises others and gives credit to others
9. Dedicated to meeting high standards
– P r o f e s s i o n a l n u r s e a s s u m e s t h e r ol es o f l e a d e r &
– mana ge r. T hese 2 r ol es a r e l i n ke d b u t diff er.
– Manager must have leadership
– ab i l i t i e s L e a d e r s m a n a g e

Manager – i s a n e m p l o y e e o f a n o r g a n i z a t i o n w h o
i s g i v e n au tho rity, p o w e r &
r e s p o n s i b i l i t y for p l a n n i n g , o r g a n i z i n g ,
coordinating & directing , evaluating
 Cow notrols
rks m o fan o tphoew r se.r, fi n a n cia l, & ma teria l
resources
 S e t g o a l s , m a ke d e c i s i o n s & s o l v e
 p r o b l e m s Initiate & i m p l e m e nt
change
Nurse s – a s s u m e s t h e p o s i ti o n w i t h i n t h e
as: o r g a n i z a ti o n
 Unit
 manager
 Supervisor
 Ex ec uti ve
1. a s m
Effi a n a g ea
ciently r,c tchoemn pu l irsshei nig
s the goals
roef stphoen soi b
r gl e
a nf or:
i z a ti o n
2. Effi ciently u s i n g o r g a n i z a t i o n ’ s r e s o u r c e s
3. E n s u r i n g e ff e c t i v e c l i e n t ’ s c a r e
4. E n s u r i n g c o m p l i a n c e w i th i n sti tu ti on a l,
professional regulatory & governmental
standard
5. D e v el o p m e n t o f l i c e n s e d & u n l i c e n s e d
 MANAGEMENT FUNCTIONS

1. Planning – o n - g o i n g p r o c e s s t ha t
involves:
1. a s s e s s i n g sit uat io n
2. establishing goals & objectives
3.  d e v e l ifi
I dent o pess, priorities
p l a n o f action
- WHAT
 D e l i ne a t e s w h o i s r e s p o n s i b l e
 - WHO Determine d e a d l i n e -
 WHEN w ill b e
De s cribe s h o w th e inte n d e d
ou tcome s a c h i e v e d & e v a l u a t e d -
HOW
 MANAGEMENT FUNCTIONS

2. Organizing – o n - g o i n g p r o c e s s o f
c oordinat ing work
- in v olv e s d e te rmin in g res p o n s i b ilitie s
(job descript ion)
- com m un ica ting e xp e cta tion s (n u rs in g
e s , procedure)
- e s t a b l i s h i n g t h e c h a i n o f c o mma n d for
authority
MANAGEMENT FUNCTIONS

3. Directing – is th e p roces s of g e ttin g

the o r g a n i z a t i o n ’ s work a c c o m p l i s h e d .
 I n v o l v e s a s s i g n i n g t a s k s to b e
 c o m p l et e d P r o v i d i n g instruction &
 guidance
Nurses
4. Coordinating – p roces s o f e n s u r in g th a t
p la n s a re carried out & e v a l u a t i n g
o u t c o m e s.
- m e a s u r e s re sult / a ct i ons a g a i n s t
standard
 POSITIVE PRACTICE ENVIRONMENT
 Are settings that support excellence and decent work.
 Strive to ensure:
health, safety and personal well-being of staff
support quality patient care and ;
improve the motivation, productivity and
performance of individuals and organizations
 POSITIVE PRACTICE ENVIRONMENT
 An environment that is safe, empowering, and
satisfying (ANA, 2016)
 Environment that optimally promotes the “physical,
mental and social well-being” of the nurses (WHO)
 Work environment focus: job satisfaction and intent to
stay (Al- Hamdan, 2017)
 ELEMENTS OF POSITIVE PRACTICE
ENVIRONMENT
 Occupational health, safety and wellness policies that address
workplace hazards, discrimination, physical and psychological violence
and issues pertaining to personal security
 Fair and manageable workloads and job demands/stress
 Organizational climate reflective of effective management and
leadership practices, good peer support, worker participation in
decision-making, shared values
 Healthy work-life balance
 Equal opportunity and treatment
 Opportunities for professional development and career advancement
 ELEMENTS OF POSITIVE PRACTICE
ENVIRONMENT (ICN, 2007)
 Professional identity, autonomy and control over practice
 Job security
 Decent pay and benefit
 Safe staffing levels
 Support and supervision
 Open communication and transparency
 Recognition programmes
 Access to adequate equipment, supplies and support staff
 CHARACTERISTICS OF POSITIVE PRACTICE
ENVIRONMENT (Kristensen,1999)
  Demands that fit the resources of the person  A high level of
predictability  Good social support from colleagues and managers and
access to education and professional development opportunities 
Meaningful work  A high level of influence  A balance between effort
and reward First level
 Second level
 Third level
 Fourth level
 Fifth level
 PRINCIPLES OF MANAGEMENT:
A ma n a g er h a s a u th o rity, a ccou n ta b ility
& responsibility.
1. Authority – i s t h e legitimate right to direct t h e
work o f others
 It i s c o n v e y e d t h r o u g h l e a d e r s h i p a c t i o n s
 It is a lw ay s a s s o cia t e d w i th
re s p o n s ibi lity & ac c ountabi li t y
2. Accountability – th e a b ility & w illing n e s s to
a s s u me o w n e r s h i p
for on e ’ s a ction & to
accep t th e con s e q u e n c e
 It i s v i eof
wedo naes’ s behavior.
a . hierarchy
Startin g a t in d iv i d u a l le v e l –
a ccou n ta b ility is refl ected in t he n u r s e ’ s
 b. Insti tuti onal or p ro fe s s i o n a l l e ve l
 Ins titu tion refle c t e d in th e
s ta te me n t of p h ilos op h y &
ob
d ep jeacrtiv
t meesn of
t. t h e n u r s in g
Professional level – refl ected in t h e
standard o f practice d e v e l o p e d by
the national nursing association.
c. Societal l e v e l – refl ect ed i n l e g i s l a t e d
n u r s e practice a c t s .
3. Responsibility – a n o b l i g a t i o n to p erf orm a
task  Manag ers a re
r e s p o n s ib le
utilization f or o f erfefe
socu
tiv
r cee s ,
c o m m u n i c a ti o n to subordinates
and implementation of
 Skills & Competencies of
Manager:
1. Think critically – creative c o g n i t i v e
p r o c e s s that i n c l u d e s problem s o l v i n g
& decision making.
2. Communicating w el l – u s e s b o t h v e r b a l &
written communication.
 Assertive, e x p r e s s i n g i d e a s clearly,
accurately, & hone s t ly.
 Uses networking – establish professional
links
3. M a n a g i n g r e s o u r c e s – b u d g e t i n g &
determ in ing v a r i a n c e s b e t w e e n t h e a c t u a l
& budgeted expenses.
  Coaching or s e r v e a s a preceptor or mentor
M e ntor – is a w is e r & experienc
m ore p e r s o n w h o g u i d e s , ed
s u p p o r t s & n u r tu r e s
Prepce eo ple.
ptor – e xp e rie n ce d
nurse who a s s is t
t h e n e w n u r s e in
im p rov in g n u r s i n g s k i l l s .
5. B u i l di n g & m a n a g i n g t e a m – t h e t e am
consists of health providers, nurse
u n l i c e n s e d p e r s o n n e l , t h e r a p i s t , etc.
e a c h member m u s t f e e l t h at
e v e r y b o d y i s r ec o g n i ze &
 3 Outcomes m e a s u r e s t h at a re u s e d i n h e a l t h c a re :
1. Effi ciency – m e a s u r e o f t h e r e s o u r c e s
u s e d in the provision of nursing
services.
2. Eff ectiveness – t h e m e a s u r e s o f t h e
quantity & quality of services
provided.
3. Productivity – t h e p e r f o r m a n c e m e a s u r e
b o t h e ff e c t i v e n e s s & e ffi c i en c y o f
nursing care, measured b y the amount
o f r e s o u r c e s u s e d p er client ( e . g .
r e q u i r ed v s . h o u r s o f c a r e p r o v i d e d )
6. M a n a g i n g Confl ict
 Confl ict a r i s e from d i ff e ri n g v a l u e s ,
philosophies, or p e r s o n a l i t i e s .
  B a s i c p r i n c i p l e s for all t y p e o f confl ict i n c l u d i n g :
 De mon stratin g r e s p e c t
 for all Avoiding b l a m e
 Allowing full d i s c u s s i o n
 Us in g g r o u n d rule d u r i n g
 m e e t i n g Exploring
a lt
6. Man ag ern i native
g solutions

time In order to u s e time w ell, s e t g o a l s &
 priorities Usi n g reg u lar s c h e d u l e s th at
 a v o i d interruption Set time limits o n
 activities
Delegating
 DELEGATING
 The a c t o f t r a n s f e r r i n g to a c o m p e t e n t
i n d i v i d u a l , t h e a u th o ri ty to perform a
selected nursing tasks in a selected
 situation.
Delegate a s s u m e s responsibility
 for a c t u a l p e r f o r m a n c e s .
Del egato r r e t a i n s a c c o u n t a b i l i t y
for
 t h eneotuhtc
Defi e om e
 task Seek
 agreement
 Monitoring
feedback
Prin cip le s Us e d b y th e Nu rs e to Det e rmin e De le g at ion
to U nlicen s ed A s s i sti ve Pe rs o n n e l
1. Th e n u rs e mu s t a s s e s s t h e in d iv id u a l c lie n t p rior
to d e l e g a t i n g t a s k s .
2. Th e c lie n t mu s t be me d ic a lly s ta b le
or in a c h r o n ic c o n d ition a n d n o t f r a g i l e .
3. The t a s k m u s t b e c o n s i d e r e d r outi ne for t h i s client.
4. Th e ta s k mu s t n o t req u ire a s u b s ta n tia l
a mo u n t of s c ie n t ific k n o w l e d g e or t e c h n i c a l
s ki l l .
5. The t a s k m u s t b e c o n s i d e r e d s a f e for t h i s cli ent.
6. The t a s k m u s t h a v e a p r e d i c t a b l e o u t c o m e .
7. Learn t h e a g e n c y ’ s p r o c e d u r e s a n d p o l i c i e s a b o u t
delegation.
8. K n o w t h e s c o p e o f p r acti ce a n d t h e c u s t o m a r y
knowledge, s k i l l s , a n d j o b d e s c r i p t i o n for e a c h
9 . Be a w a r e o f i n d i v i d u a l v a r i a t i o n s in work
abilities. Each individual caregiver has
diff erent e x p e r i e n c e s a n d m ay not b e c a p a b l e
o f p erf ormi ng e v e r y t a s k cited i n t h e job
description.
10W. h e n u n s u r e a b o u t a n a s s i s t a n t ’ s ab i l i ti e s to
perform a task, observe while the person
pe rform s it, or d e m o n s t r a t e it to t h e p e r s o n
and get a return d e m o n s t r at i o n b e f o r e
allowing the person to perform it
i n d e p e n d e n t l y.
11C. l ari fy reporting e x p e c t a t i o n s to e n s u r e t h e
task is accomplished.
12C. rea te an atmosphere that fosters
communication, t e a c h i n g , a n d l e a r n i n g . For
Ta s k s t h a t ma y b e d e le g a t e d to u n lice n s e d a s s is tiv e
personnel
1. Taking o f v it a l s i g n s
2. M e a s u r i n g a n d r e c o r d i n g i n t a ke a n d
output
3. Client t r a n s f e r s a n d a m b u l a t i o n
4. Postmortem c a r e
5. B a t h i n g
6. Fe e d i n g
7. G a s t r o s t o m y f e e d i n g s in e s t a b l i s h e d
systems
8. A t t e n d i n g to s a f e t y
9. Wei gh in g
10.P e rf o r m in g s i m p l e d r e s s i n g
Ta s k s th a t ma y n ot b e d e le g a te d to
a s s i s ti v e p e r s o n n e l u n lice n s e d
1. A s s e s s m e n t
2. Interpretation o f d a t a
3. M a k i n g a n u r s i n g d i a g n o s i s
4. Creation o f a n u r s i n g c a r e
plan
5. Evaluation of care
e ff e c t i v e n e s s
6. Care o f i n v a s i v e l i n e s
7. Ad m i n i s t e r in g p a r e n t a l
medications
8. I n s e r t i on o f n a s o g a s t r i c t u b e s