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Dr.. Raj'a Zyoud
Classical Views of Classical Views of Leadership & Leadership & ManagementManagement
BYBY
Dr. Raj’a Nayef ZyoudDr. Raj’a Nayef Zyoud
Nursing has always held a human care and caring stance with respect to people and their health-illness-healing concerns.
(Human Caring Science: A Theory of Nursing, page 43)
Dr. Jean Watson
Dr.. Raj'a Zyoud
Dr.. Raj'a Zyoud
Leadership VS. Leadership VS. ManagementManagement
ManagementManagement is is the attainment of the attainment of organizational goals in an effective organizational goals in an effective & efficient manner through & efficient manner through planningplanning, , organizingorganizing, , staffingstaffing, , leadingleading, & , & controllingcontrolling organizational resources. organizational resources.
Is the process of leading & directing Is the process of leading & directing all or part of an organization all or part of an organization through manipulation of resources.through manipulation of resources.
Dr.. Raj'a Zyoud
ManagementManagementGetting things done Getting things done through others.”through others.”
“All of the activities and tasks All of the activities and tasks undertaken by one or more undertaken by one or more persons for the purpose of persons for the purpose of planning and controlling the planning and controlling the activities of others in order to activities of others in order to achieve an objective or achieve an objective or complete an activity that complete an activity that could not be achieved by the could not be achieved by the others acting independently.”others acting independently.”
Dr.. Raj'a Zyoud
Nursing ManagementNursing ManagementIs the process of working Is the process of working through nursing members to through nursing members to achieve organizational achieve organizational objectivesobjectives..
It is the coordination and It is the coordination and integration of nursing resources by integration of nursing resources by applying the management process in applying the management process in order to accomplish care and service, order to accomplish care and service, goals and objectives. Successful goals and objectives. Successful nursing management must use nursing management must use managerial functions; planning, managerial functions; planning, organizing, directing and controlling organizing, directing and controlling in an interrelated form to solve the in an interrelated form to solve the problem .problem .
Dr.. Raj'a Zyoud
ManagerManager
A manager is A manager is someone who plans, someone who plans, organizes, leads, and organizes, leads, and controls the people controls the people and the work of the and the work of the organization in such a organization in such a way that the way that the organization achieve organization achieve its objectivesits objectives
Dr.. Raj'a Zyoud
The Nurse ManagerThe Nurse Manager
The nurse manager is The nurse manager is neither genuine, nor neither genuine, nor hero, but rather he is hero, but rather he is persistent, tough-minded, persistent, tough-minded, hard worker, intelligent hard worker, intelligent and have analytical and have analytical ability. He is the key ability. He is the key person who coordinate person who coordinate the work through the work through management levelsmanagement levels..
Dr.. Raj'a Zyoud
Manager RolesManager Roles
InformationalMonitorDisseminatorSpokesperson
InterpersonalFigureheadLeaderLiaison
DecisionalEntrepreneurDisturbance HandlerResource AllocatorNegotiator
Dr.. Raj'a Zyoud
Management processManagement processIt is called a process because the work of attaining objectives through a series of interrelated and interdependent activities and these activities each one is considered a process in itself.
The management process always begins by planning and ends by controlling. Traditionally management process consisted of four elements: PlanningPlanning, OrganizingOrganizing, leading (Directing)leading (Directing), and controllingcontrolling.
Dr.. Raj'a Zyoud
Dr.. Raj'a Zyoud
Management FunctionsManagement FunctionsPlanningPlanning
The process of selecting and The process of selecting and developing the best course of developing the best course of action to accomplish an action to accomplish an objectiveobjective
Keystone of all other Keystone of all other management functionsmanagement functions
Dr.. Raj'a Zyoud
Organizing Follows planning and reflects how the organization tries to accomplish the plan.Involves the assignment of tasks, grouping of tasks into departments, and allocation of resources.
Dr.. Raj'a Zyoud
LeadingTThe use of influence to motivate he use of influence to motivate employees to achieve the employees to achieve the organization's goals.organization's goals.
Creating a shared culture and Creating a shared culture and values, communicating goals to values, communicating goals to employees throughout the employees throughout the organization, and infusing organization, and infusing employees to perform at a high employees to perform at a high level.level.
Dr.. Raj'a Zyoud
ControllingControlling
Monitoring employees' activities, Monitoring employees' activities, determining if the organization is determining if the organization is on target toward its goals, and on target toward its goals, and making corrections as necessary.making corrections as necessary.
Dr.. Raj'a Zyoud
Organizational Organizational HierarchyHierarchy
Dr.. Raj'a Zyoud
Management in the Management in the Organization HierarchyOrganization Hierarchy
Operative/Lower Operative/Lower managementmanagement
close to the actual close to the actual processesprocesses
short time range of short time range of planningplanning
Dr.. Raj'a Zyoud
-The lowest level of management comprising the management personnel, such as shop floor supervisors and foremen.
-They look after day-to-day
operations and develop short-range plans referred to as operational plans for controlling day-to-day operations.
Dr.. Raj'a Zyoud
This level of management ensures that the decisions and plans taken by the other two are carried out. Lower-level managers' decisions are generally short-term ones. They are responsible for operational decisions .
Dr.. Raj'a Zyoud
Middle management and expertsMiddle management and expertsdevelopment of their units and development of their units and coordination between other same level coordination between other same level unitsunits
plant managers, region managers, plant managers, region managers, business unit managersbusiness unit managers
middle time range of planningmiddle time range of planning
Dr.. Raj'a Zyoud
-It represents functional
managers ,such as production manager, finance manager, marketing manager, etc.
-These managers are responsible for implementing the policies of the top management pertaining to their areas of operation , by identifying , arranging and allocating resources needed.
Dr.. Raj'a Zyoud
-They formulate medium term plan covering a time span of about one year referred to as tactical or aggregate planning.
Mid-level managers have a specialized understanding of certain managerial tasks .
Dr.. Raj'a Zyoud
They are responsible for and carrying out the decisions made by top-level management.
They are responsible for tactical decisions.
Dr.. Raj'a Zyoud
Top managementTop management
strategic planningstrategic planning
overall development and overall development and coordination of organizationcoordination of organization
long time range of planninglong time range of planning
Dr.. Raj'a Zyoud
-The highest level of management comprising of the Board of Directors ,Chief Executive and Head of Divisions.
-The basic function of the top
management is to set overall organizational policies through long-term planning referred to as strategic or conceptual planning.
Dr.. Raj'a Zyoud
Top-level managers require an extensive knowledge of management roles and skills.
They have to be very aware of external factors such as markets.
Dr.. Raj'a Zyoud
Their decisions are generally of a long-term nature.
They are responsible for strategic decisions.
They have to chalk out the plan and see that plan may be effective in future
Dr.. Raj'a Zyoud
Management Management CompetenciesCompetencies
Conceptual Skill—the ability to see the organization as a whole and the relationship between its parts.
Human Skill—The ability to work with and through people.
Technical Skill—Mastery of specific functions and specialized knowledge.
Dr.. Raj'a Zyoud
Three basic Three basic competencescompetences,,
Level ofLevel ofmanagementmanagement
Technical skillsInterpersonal skillsConceptual skills
Dr.. Raj'a Zyoud
The Skill ApproachThe Skill Approachskills are learned, not inherited Diagnostic skills
to define problems correctly and find to define problems correctly and find correct solutionscorrect solutions
Decision making skillscompetence to understand the competence to understand the organizationorganizationcompetence to make decisions when all competence to make decisions when all information is not availableinformation is not available
Time management skills
Dr.. Raj'a Zyoud
Seven Habits of HighlySeven Habits of Highly Effective PeopleEffective People
Be proactiveBegin with the end in mindPut first things firstThink win-winSeek to understand and then to be understoodSynergizeSharpen the saw
Dr.. Raj'a Zyoud
LeadershipLeadership is an is an influence relationshipinfluence relationship among leaders and followers who intend among leaders and followers who intend real changes that reflect their shared real changes that reflect their shared purposes.purposes.
The art of motivating a group of people The art of motivating a group of people to act towards achieving a common goal. to act towards achieving a common goal.
What is leadership?
Leading people
Influencing people
Commanding people
Guiding people
Mrs. Raj'a Nayef Zyoud 32
Dr.. Raj'a Zyoud
LeaderLeader
Leaders are in the Leaders are in the front, moving front, moving forward, taking risks, forward, taking risks, and challenging the and challenging the status quo.status quo.
Transactional Leaders
Focus on tasks, and getting the work done.
Transformational Leaders
Focus on vision & empowerment.
Dr.. Raj'a Zyoud
Types of LeadersLeader by the position achievedLeader by personality, charisma Leader by moral exampleLeader by power heldIntellectual leaderLeader because of ability to accomplish things
Mrs. Raj'a Nayef Zyoud 35
The led: followers you are responsible for leading.
The leader: who you are, what you know, what
you can do.
The situation: all situations are different.
Communications: the exchange of information
and ideas between one another.
Mrs. Raj'a Nayef Zyoud 36
Leadership TraitsLeadership Traits
Interested in group's concerns while Interested in group's concerns while sensitive to individual needs.sensitive to individual needs.
Aware of current social and political Aware of current social and political situations.situations.
Good communicator and group Good communicator and group interaction skills. . interaction skills. .
Patient, creative and flexible.Patient, creative and flexible.
Decisive when necessary.Decisive when necessary.
Mrs. Raj'a Nayef Zyoud 37
Promotes consensus, compromise and Promotes consensus, compromise and trade -offs.trade -offs.
Integrates a variety of different Integrates a variety of different perspectives.perspectives.
Mrs. Raj'a Nayef Zyoud 38
What is needed to be a good LEADER?
1- Personnel skills
1- Personnel skills
2- Technical skills
2- Technical skills
3- Established Methodology
3- Established Methodology
Mrs. Raj'a Nayef Zyoud 39
1. Ability
Leaders must demonstrate superior ability, whether it is technical or organizational.
Skills for a successful leader:
Mrs. Raj'a Nayef Zyoud 40
2. Credibility
Leaders should know the “rules of the game”, the norms, expectations, and the values of the group to be supervised.
Knowing the norms means being able to communicate..
Mrs. Raj'a Nayef Zyoud 41
3. Representation and Buffering
Nothing substantiates the position of the leader more than his ability to handle external relations.
From the view of the subordinates, the leader is the link with the outside world, which directly relates to the management, salary increase and promotions.
Mrs. Raj'a Nayef Zyoud 42
4. Social Distance
New leaders must successfully manipulate the social distance, the gap that separates them from their followers. 5. Insulation from other
competing initiations The ideal position for leaders is one in
which subordinates have no other conflicting initiations.
Mrs. Raj'a Nayef Zyoud 43
6. PersistenceBy persistence we mean simply repetition, clarity of command, self-confident dominance –being able to keep asking, talking, explaining, and demonstrating your ideas.
7. PracticeLeaders gain their status and responsiveness by getting subordinates used to following their directions.
Mrs. Raj'a Nayef Zyoud 44
8.Momentum
Subordinates never want mindless or needless orders from managers who only want to demonstrate authority through commanding deference.
Employees want reasonable autonomy.
Mrs. Raj'a Nayef Zyoud 45
9.Charisma
Many of us have observed articulate, persuasive leaders, proverbial salesmen who can talk reluctant others into accepting their proposal. This is what we call Charisma, which is an ability to persuade the others with ones ideas without exerting lots of efforts.
Mrs. Raj'a Nayef Zyoud 46
Seek to establish through mutual give-and-take a common understanding of the nature of the problem and the surrounding constraints. Agreement on the problem is an absolute prerequisite to motivating the search for solution.
10.Persuasion
Mrs. Raj'a Nayef Zyoud 47
11- Coaching
Effective leaders keep urging on key subordinates to keep fighting, to keep pushing against time to pretend that every one else will be on time, to seek equally satisfactory alternatives when the original plans are no longer feasible.
Mrs. Raj'a Nayef Zyoud 48
12- Incentives and Motivation
Social scientists have found that employees are most responsive to incentives that don’t depend on a powerful boss’s bestowing them as upon dependent subordinates.
Mrs. Raj'a Nayef Zyoud 49
Define the task Plan Brief / communicate Control Evaluate Motivate Organize
A leader needs to:-
Mrs. Raj'a Nayef Zyoud 50
• Set an example• Set a direction • Align peoples’ efforts • Bring out the best in people • Act as a change agent• Handle uncertainty & crises
Mrs. Raj'a Nayef Zyoud 51
Seven Qualities of a Strategic Leader
Direction (purpose & aim of business) Strategic thinking (bridging the gap between now and future) Making it happen (details) Relating the whole to the parts Establishing allies & partners outside the business Releasing corporate energy Develop leadership in the othersMrs. Raj'a Nayef Zyoud 52
Why is leadership important in health care?
Health care professionals work in teams or groups as well as on an individual basisThe quality of team leaders is crucial to the well being of staff and patientsShowing the way by going firstNeed to be accountable to those you serveStaff need support, feedback about performance, clear job content and development
Mrs. Raj'a Nayef Zyoud 53
leaders or managersleaders or managers
Leadership qualities of individuals in middle Leadership qualities of individuals in middle and first line leadership position are and first line leadership position are required.required.Not appropriate to have all staff focusing on Not appropriate to have all staff focusing on ideas and changes – nor all staff focusing ideas and changes – nor all staff focusing on getting the day-to-day job done. on getting the day-to-day job done.
What is needed is:What is needed is:
A healthy A healthy MIXMIX of leaders and managersof leaders and managers
Mrs. Raj'a Nayef Zyoud 54
What do employees wantWhat do employees want??
First: First: To be treated fairlyTo be treated fairly.Second: A sense of achievement from A sense of achievement from work.work.
Third: Third: Camaraderie - working well Camaraderie - working well together as a team is a tremendous together as a team is a tremendous source of source of
satisfaction for people.satisfaction for people.
Mrs. Raj'a Nayef Zyoud 55
Key themes around embodying leadership in professional
practice
Articulating the visionMotivationDecision takingReleasing talentResponsiveness and flexibilityEmbodying valuesInnovation and creativityWorking across boundariesPersonal resources
Source: ‘Workforce and development’ Leadership Working Group (2000). Workforce and Development: Embodying leadership in the NHS. NHS Executive London. October 2000
Mrs. Raj'a Nayef Zyoud 56
Dr.. Raj'a Zyoud
Functions of Management Functions of Management Versus LeadershipVersus Leadership
Management produces Order and ConsistencyPlanning / Budgeting
Establish agendasSet time tablesAllocate resources
Organizing / StaffingProvide structureMake job placementsEstablish rules and procedures
Leadership produces Change and MovementEstablishing Direction
Create a visionClarify big pictureSet strategies
Aligning PeopleCommunicate goalsSeek commitmentBuild teams and coalitions
Dr.. Raj'a Zyoud
ManagementManagement
Controlling / Controlling / Problem SolvingProblem Solving
Develop Develop incentivesincentives
Generate Generate creative creative solutionssolutions
Take corrective Take corrective actionaction
LeadershipLeadership
Motivating and Motivating and InspiringInspiring
Inspire and Inspire and energizeenergize
Empower Empower subordinatessubordinates
Satisfy unmet Satisfy unmet needsneeds
How Far Can You Go?
Mrs. Raj'a Nayef Zyoud 59
Case
Leadership is needed to keep any situation from deteriorating further.Divide into groups. Develop a plan of action for solving this problem.First select desired objectives for solving the problem, and then proceed to determine what you would do that you would enable you to meet your objectives.
Dr.. Raj'a Zyoud
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