1. An occupation is a job a career. 2. A profession is a learned vocation or occupation that has status of superiority and precedence within a

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3 1. An occupation is a job a career. 2. A profession is a learned vocation or occupation that has status of superiority and precedence within a division of work. It needs widely varying levels of training or education, skills and variable knowledge base. 3. All professions are occupations but not all occupations are professions (Logan,Franzen, Butcher,2004;Schwiran, 1998)

4 1) Utilizes in its practice a well-defined and well organized body of specialized knowledge on the intellectual level of the higher learning. 2) Constantly enlarges the body of knowledge it uses and improves its techniques of education and service by the use of scientific method.

5 3) Entrusts the education of its practitioners to institutions of higher education. 4) Applies its body of knowledge in practical services that are vital to human and social welfare. 5) Functions autonomously in the formulation of professional policy and in the control of professional activity.

6 6) Attracts individuals of intellectual and personal qualities who exalt service above personal gain and who recognize their chosen occupation as a life work. 7) Strives to compensate its practitioners by providing freedom of action, opportunity for continuous professional growth and economic security.

7 So, is nursing a profession or an occupation?

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9 Leadership may be viewed as the process of guiding. Teaching, motivating, and directing the activities of others toward attaining goals. It Involves having the ability to influence others. Leadership often involves moving into a position because of special abilities, skills or attributes and may be formal or informal within the organization.

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11 Management :Involves the coordination and integration of resources through the activities of planning. organizing. directing. and controlling in order to accomplish specific goals and objectives within an organization. Management positions tend to be ones to which an individual is appointed. Typically a manager has responsibility and accountability for tasks that must be accomplished, and to fulfill those responsibilities plans, hires, coordinates, directs, organizes, evaluates, and budgets. If an individual functions poorly in the management role, the tendency within organizations is to replace that person with someone who can carry out the responsibilities in a more effective manner.

12 Ideally, a good manager should also possess leadership ability, but this does not always occur. On the other hand, a good leader may not possess management skills. However, both can be learned and improved by experience and the desire to increase your abilities and skil1s in both areas. Nurses must understand leadership and management as an important part of their responsibilities and must prepare themselves to participate at all levels.

13 Great Man and Trait Theories: some people are born to lead and others are born to be led. Set forth the premise that certain people are born to be leaders, having inherited a set of innate characteristics that endow them with the unique ability to lead others. This theory grew because the ability to lead others was often seen within royal and prominent families. Others were not allowed to become leaders, a fact that also helps explain its premise. Currently most people do not accept the idea that an individual is born to lead.

14 The Trait /or Attribute Theory: It evolved from the Great Man Theory of leadership when social and economic barriers no longer prevented members of the general public from occupying leadership roles. Behavioral scientists began to identify the common traits of great leaders throughout the ages.

15 These traits frequently included assertiveness, ambition, Charisma (charismatic theory), creativity, حاسم decisiveness, enthusiasm, intelligence, initiative,

16 persistence, integrity, physical characteristics (especially above-average height), sense of self, technical mastery, verbal ability, and similar skills.

17 Leaders in one situation may function as followers in another. leaders who are effective in some circumstances calling for sociability, popularity and dependability are ineffective in others that require prompt and decisive actions.

18 Behavioral Theories: At times also referred to as the humanist approach. They were so named because they looked at the behaviors in which leaders engaged. Barnard, who was very influential in introducing the need to look at behavioral, intuitive, and emotional aspects of leadership, looked at both the formal and informal structures that exist in any organization and identified additional components, such as the cooperative system that must be a part of any organizational assessment. He suggested that authority is delegated upward and is granted by one's subordinates.

19 Leaders who were uninvolved, did little planning, and showed little concern for team members earned the lowest ratings. The most effective leadership approach was identified as one involving both a high-task and a high-relationship orientation in which the leader promotes open communication sets goals, intervenes in conflicts, and involves team members in decision making.

20 Focus is the context or the situation in which the leader functions Based on the premise that the leadership style that is successful in one set of circumstances may not be effective in another The situational determines the approach to be followed -Hierarchical structure of the organization -Atmosphere of the organization -Characteristics of the leader role and follower role

21 The leader must remain sensitive to the followers readiness (Hersey and Blanchard Leadership has four basic style: Telling Selling Participation And delegation

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23 Looked at leadership as it related to group interaction Transformational leadership theory: - define a leader as one who motivates follower to perform at their full potential - by influencing change in perception and providing a sense of direction in a group - group members are empowered and motivated and provide input to decision making - and leaders and followers raise one another to higher levels of performance

24 Relational model of leadership leader is empowering, process oriented, moving the group toward the goal Servant leadership theory Successful leaders are able to influence others as a result of dedicating their lives to serving others Social change model of leadership Individuals and groups work toward a common goal

25 women have been viewed as less effective In leadership positions than men. Some suggest that the lower prestige and desirability of nursing as a profession is related to the fact that it is primarily female oriented. Bass (1990. p. 737) concluded that the role of women in leadership is changing so rapidly that earlier research may need to be discounted, but encourages continued consideration be directed to the underlying dynamics and dimensions of importance to success and effectiveness of women leaders.

26 Some studies have found that stereotypes have identified women as less competent, less aggressive, less task oriented more dependent, and more emotional than males. He also noted that women were found to be more effective communicators and more attentive to upward communications from their subordinates and more relations oriented than their male counterparts.

27 Authoritarian or Autocratic leadership Democratic or Participative Leadership Style Laissez-faire Leadership Multicratic Leadership

28 Authoritarian or Autocratic leadership: The authoritarian or autocratic leadership style is characterized by strong control by the manager over the workgroup and also may be referred to as the directive approach. The activities of the group are primarily directive with activities determined by the leader and dictated to the followers with no input from the followers on decisions. Communication flows downward and emphasis is on accomplishing the task.

29 Managers who exercise this style of leadership are characteristically found in bureaucratic organizations that reinforce the centrality of authority and reliance on formal rules such as seen in the military. Their authority is generally derived from position power that is tied to their official job title within the organization. An authoritarian leadership style is appropriate when there is a need for immediate action and the manager is the individual with the best understanding of the situation. An example of this type of leadership might occur in an emergency department setting.

30 An advantage of this style of leadership is that decisions can be made expeditiously without the lengthy time required for consultation to arrive at a collaboratively agreed-on course of action. Disadvantages of this type of leadership style are clear. When subordinates feel that they are not listened to or supported, they are less likely to have a personal stake in the achievement of management goals. In addition. this style of leadership can create hostility and dependency among followers.

31 Democratic or Participative Leadership Style: This style of leadership focuses on involving subordinates in decision making. Democratic leaders see themselves as coworkers rather than as superiors and stress the importance of communication, consensus and teamwork. Although this authority is not exercised in a coercive manner and the leader leads by providing information suggesting direction, and being supportive of coworkers.

32 Generally, the democratic leader functions best In an organization in which power is less centralized and there is less reliance on formal rules and policies. Disadvantages of this style of leadership are that decision making can become a lengthy process. In addition, if coworkers are not confident about their own abilities to participate in planning and decision making they may feel that the manager is not doing his or her job and is foisting difficult decisions off onto others who are not being paid to manage. I 11 I

33 Advantages of the democratic style are that workers who are consulted and who have input into decisions are more motivated to support such decision. Involving subordinates in data gathering, analysis, planning, implementation, and evaluation of task ensures the widest possible scope and may provide information to which the manager alone would not have had access.

34 Laissez-faire Leadership: Also called permissive leadership. laissez-faire leadership provides the least structure and control and is also referred to as the delegating approach. Little or no direction is provided: coworkers develop their own goals, make their own decisions and take responsibility for their own management. Managers concentrate on providing maximum support and freedom for coworkers, and decision making is dispersed throughout the group.

35 Advantages of this style of leadership include providing maximum freedom for individuals and, presumably increased motivation of subordinates to perform at high levels because of this independence. An example of laissez-faire leadership might occur in an inpatient psychiatric unit. Disadvantages of this style, because of the multidisciplinary nature of patient care, there usually must be more centralized decision making and agreement in following generally accepted policies and procedures.

36 Multicratic Leadership: Multicratic style combines the best of all styles mediated by the requirements of the situation at hand. The Multicratic leader provides a maximum of structure when the situation requires it, a maximum of group participation when needed, and support and encouragement for subordinates in all instances.

37 The term Power evokes many different feelings such as fear, mistrust, control over others, and domination. It also has a wide variety of synonyms, such as force, strength, potency, stamina, vigor, control, and command. power has many different meanings: is the ability to do, act or produce: the ability to control others; authority; sway; influence.

38 Power is not a static phenomenon: it can change and shift, increase or decrease. Bass (1990) points out that differences in power in a group, organization, or society influence the kind of leadership that can be effective. When there are great differences in power among individuals or groups, a more directive leadership is likely:

39 when the differences in power are small, a more participative leadership is likely. Within an individual. power may vary from one time to another or from one situation to another. For example, the unit manager may have a great deal of power when it comes to the operation of a particular unit but very little in meetings chaired by the hospital administrator.

40 Legitimate power Referent power Reward power Coercive power (punishment power) Expert power Connection power

41 Legitimate power, often termed authority, is most frequently thought of as the power granted by an official position who ever holds the position has the same amount of authority which may include making decisions on behalf of the organization. Acquiring or controlling information. having access to people of higher status or power, and controlling the human and material resources of the organization. Most often. the individual holding legitimate power is given a title to indicate the authority that has been delegated such as unit manager, vice president of patient care services, or administrator

42 Referent power :refers to the potential influence one has because of the strength of the relationship between the leader and followers. For example; when people admire leaders and see them as someone to model, leaders are said to have referent power. The term charisma has been used to describe this type of referent power and is sometimes referred to separately as another basis of power Charisma is the power that attracts one person to another and relates to the way leaders act, talk; walk; the organizations to which they belong; and personal associations.

43 Reward power: is achieved by having the potential to influence others because of one's control over desired resources. These may include the power to give raises, bonuses, and promotions; select individuals for special projects or assignments, or distribute valued resources.

44 Coercive power: also referred to as punishment power, is the opposite of reward power. It ranges from negative sanctions to verbal threats of punishments and is based on the fear of punishment if the manager's expectations are not met. It implies the ability to impose penalties for noncompliance. The manager can control through the fear of loss of job or of punishment, such as undesirable assignments or shifts. Although we tend to view coercive power negatively, some situations may require coercion.

45 Expert power: is gained through the possession of special knowledge, wisdom, sound judgment, good decisions, skill, or ability. Experts wield power and are able to accomplish their purposes because others recognize their abilities and turn to them for guidance. Typically. this type of power is limited to a specialized area. As nursing becomes evermore specialized, we see an increase in expert power among professionals.

46 Connection power: may be described as power based on having connections (or associations) with others who are powerful. One often sees politicians exercising connection power when being seen with a powerful political figure may infer a higher personal status. Connection power may also involve working with others to accomplish a common goal.

47 Definition: the process by which a leader shares power with others or enables them to act. It is the basis of transformational leadership, Delegates a great deal of authority for decision making Allows employee to share in the satisfaction derived from goal achievement It results in employees having a strong sense of self

48 Direction: sufficient to give confidence Challenge: bring out creativity and satisfaction on completion Autonomy/support: confidence, help

49 The opposite of empower is powerless: in which the individual feels: 1- demotivated, 2- unable or incapable of accomplishing desired activities 3- Frustrated with the work environment Powerlessness lead to dependent behavior

50 Empowerment can begin with modeling personal behaviors that will encourage others to be active participants---- be patient with others. Encourage others to make choices for themselves To have input in decisions delegate the power to make decision to subordinates thus fostering greater initiative and responsibility for task Ex. Rather than direct the nursing assistant to do bathe to the pt. permit the nursing assistant to decide which is the best which is the best way to proceed in this way you help the nursing assistant to build self confidence in her/his own ability, a hallmark empowerment

51 Empower others by developing the habits of asking questions rather than giving directions Share your pleasure and pride with subordinates and share the successes of individuals with the group----- this help in build confidence and self-esteem Offer helpful suggestions to improve the situation and give recognition to the improvement Be supportive and encouraging.specially when an individual is feeling stress and anxiety All recognition and praise must be provided in a sincere manner and not to excess

52 The Reciprocal (shared/ mutual) Role The effectiveness of an organization can be determined on the basis of how well followers follow We often find ourselves occupying two roles----one of leader, another as follower.-----when we have subordinates, we also have bosses. The importance of recognizing this interchanging of roles in today s health care setting is great. Some individuals choose to stay in follower roles and serve as team players who gain satisfaction from helping accomplishing the goals of the organization in that role.

53 Role of the Follower The distinguish between an effective followers from an ineffective one: Enthusiastic Intelligent And self-reliant participation

54 The quality of the followers 1- they manage themselves well 2- they are committed to the organization and to the purpose, principle, or person outside themselves 3- they build their competence and focus their efforts for maximum impact 4- they are courageous, honest, and credible

55 Being a good follower 1-Invest yourselves---- you must begin to see how your own goal fit into the goal of the organization as a whole maintaining your competence by expand your skills through n education and workshop and seminars related to you area of practice 2- clearly identify your responsibilities as follower. 1. what is expected of you? 2. what does your job description involve? 3. to whom do you repot? 4. how is your performance evaluated and by whom? - Usual resources include your job description - Make sure you identify resource person to whom you can go for continued clarification and assistance

56 3- clearly identify your expectation of the leader: - the leader s role and relationship to you - you need to understand what realistically to expect from your leader in relation to you and other 4- support your leader and your group - understanding your role as follower and manager s role as a leader - learning to work productively with others 5- provide stimulation for your leader and your group - provide stimulate discussion - provide a fresh look at problems - propose other potential solution - carried out in constructive manner 6- follow channels of communication and responsibility - include channels of authority and routs of communication

57 Increase your personal competence and knowledge. Develop and maintain flexibility. Develop self-confidence. decisiveness and integrity in decision making. Walk, talk and look poised and confident (well groomed and appearance as well as being assertive and gentle. Develop and maintain alliances( Focus beyond yourself and listen, support, provide feedback and coach). Develop your personal physical resources (relax. rest. and have fun).

58 Other factors influencing your leadership style The size of the group The abilities, educational abilities of the group The structure of the organization The task to be accomplished The degree of stress in the situation or environment

59 Assessing Your Effectiveness As A leader Self assessment---assessment of your own leadership and followership characteristics Environment assessment Identifying Role Models Trying out Leadership Styles---experimentation with different styles Evaluating Effectiveness---are part of the ongoing process of developing a good management style

60 All registered nurses, regardless of position, must be prepared to function as leaders and managers. Nurses must be prepared to function as a leaders, because: They are responsible for coordinating and managing care of patients Delegating task to subordinates And supervising the subordinates