Classical Views of Leadership Management BY Dr Raja

Classical Views of Leadership & Management BY Dr. Raj’a Nayef Zyoud Dr. . Raj'a Zyoud

Nursing has always held a human care and caring stance with respect to people and their health-illnesshealing concerns. (Human Caring Science: A Theory of Nursing, page 43) Dr. Jean Watson Dr. . Raj'a Zyoud

Leadership VS. Management is the attainment of organizational goals in an effective & efficient manner through planning, organizing, staffing, leading, & controlling organizational resources. Is the process of leading & directing all or part of an organization through manipulation of resources. Dr. . Raj'a Zyoud

Management Getting things done through others. ” “All of the activities and tasks undertaken by one or more persons for the purpose of planning and controlling the activities of others in order to achieve an objective or complete an activity that could not be achieved by the others acting independently. ” Dr. . Raj'a Zyoud

Nursing Management Is the process of working through nursing members to achieve organizational objectives. It is the coordination and integration of nursing resources by applying the management process in order to accomplish care and service, goals and objectives. Successful nursing management must use managerial functions; planning, organizing, directing and controlling in an interrelated form to solve the problem. Dr. . Raj'a Zyoud

Manager A manager is someone who plans, organizes, leads, and controls the people and the work of the organization in such a way that the organization achieve its objectives Dr. . Raj'a Zyoud

The Nurse Manager The nurse manager is neither genuine, nor hero, but rather he is persistent, tough-minded, hard worker, intelligent and have analytical ability. He is the key person who coordinate the work through management levels. Dr. . Raj'a Zyoud

Manager Roles Informational Monitor Disseminator Spokesperson Interpersonal Figurehead Leader Liaison Decisional Entrepreneur Disturbance Handler Resource Allocator Negotiator Dr. . Raj'a Zyoud

Management process It 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: Planning, Planning Organizing, Organizing leading (Directing), (Directing) and controlling Dr. . Raj'a Zyoud

Dr. . Raj'a Zyoud

Management Functions Planning The process of selecting and developing the best course of action to accomplish an objective Keystone of all other management 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

Leading The use of influence to motivate employees to achieve the organization's goals. Creating a shared culture and values, communicating goals to employees throughout the organization, and infusing employees to perform at a high level. Dr. . Raj'a Zyoud

Controlling Monitoring employees' activities, determining if the organization is on target toward its goals, and making corrections as necessary. Dr. . Raj'a Zyoud

Organizational Hierarchy Dr. . Raj'a Zyoud

Management in the Organization Hierarchy Operative/Lower management close to the actual processes short time range of planning 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 experts development of their units and coordination between other same level units plant managers, region managers, business unit managers middle 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 management strategic planning overall development and coordination of organization long 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 longterm 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 Competencies 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 competences, Level of management Technical skills Interpersonal skills Conceptual skills Dr. . Raj'a Zyoud

The Skill Approach skills are learned, not inherited Diagnostic skills to define problems correctly and find correct solutions Decision making skills competence to understand the organization competence to make decisions when all information is not available Time management skills Dr. . Raj'a Zyoud

Seven Habits of Highly Effective People Be proactive Begin with the end in mind Put first things first Think win-win Seek to understand then to be understood Synergize Sharpen the saw Dr. . Raj'a Zyoud

Leadership is an influence relationship among leaders and followers who intend real changes that reflect their shared purposes. The art of motivating a group of people to act towards achieving a common goal. Dr. . Raj'a Zyoud

What is leadership? Leading people Influencing people Commanding people Guiding people Mrs. Raj'a Nayef Zyoud 32

Leaders are in the front, moving forward, taking risks, and challenging the status quo. Dr. . Raj'a Zyoud

Transactional Leaders Focus on tasks, and getting the work done. Transformational Leaders Focus on vision & empowerment. Dr. . Raj'a Zyoud

Types of Leaders Leader by the position achieved Leader by personality, charisma Leader by moral example Leader by power held Intellectual leader Leader 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 Traits Interested in group's concerns while sensitive to individual needs. Aware of current social and political situations. Good communicator and group interaction skills. . Patient, creative and flexible. Decisive when necessary. Mrs. Raj'a Nayef Zyoud 37

Promotes consensus, compromise and trade offs. Integrates a variety of different perspectives. Mrs. Raj'a Nayef Zyoud 38

What is needed to be a good LEADER? 1 - Personnel skills 2 - Technical skills Mrs. Raj'a Nayef Zyoud 3 - Established Methodology 39

Skills for a successful leader: 1. Ability Leaders must demonstrate superior ability, whether it is technical or organizational. 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. Persistence By persistence we mean simply repetition, clarity of command, self-confident dominance –being able to keep asking, talking, explaining, and demonstrating your ideas. 7. Practice Leaders 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

10. Persuasion ¬ 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. 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

A leader needs to: Define the task Plan Brief / communicate Control Evaluate Motivate Organize 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 others Mrs. 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 basis The quality of team leaders is crucial to the well being of staff and patients Showing the way by going first Need to be accountable to those you serve Staff need support, feedback about performance, clear job content and development Mrs. Raj'a Nayef Zyoud 53

leaders or managers Leadership qualities of individuals in middle and first line leadership position are required. Not appropriate to have all staff focusing on ideas and changes – nor all staff focusing on getting the day-to-day job done. What is needed is: A healthy MIX of leaders and managers Mrs. Raj'a Nayef Zyoud 54

What do employees want? First: To be treated fairly Second: A sense of achievement from work. Third: Camaraderie - working well together as a team is a tremendous source of satisfaction for people. Mrs. Raj'a Nayef Zyoud 55

Key themes around embodying leadership in professional practice Articulating the vision Motivation Decision taking Releasing talent Responsiveness and flexibility Embodying values Innovation and creativity Working across boundaries Personal resources Source: ‘Workforce and development’ Leadership Working Group (2000). Workforce and Development: Embodying leadership in the NHS Executive London. October 2000 Mrs. Raj'a Nayef Zyoud 56

Functions of Management Versus Leadership Management produces Leadership produces Order and Consistency Change and Movement Planning / Budgeting Establishing Direction Establish agendas Create a vision Set time tables Clarify big picture Allocate resources Set strategies Organizing / Staffing Aligning People Provide structure Make job placements Communicate goals Establish rules and Seek commitment procedures Build teams and coalitions Dr. . Raj'a Zyoud

Management Controlling / Problem Solving Develop incentives Generate creative solutions Take corrective action Dr. . Raj'a Zyoud Leadership Motivating and Inspiring Inspire and energize Empower subordinates Satisfy unmet needs

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