Concept 41 Leadership – Flashcards
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Leadership
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An interactive process that provides needed guidance and direction.
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Leadership involves three dynamic elements:
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A leader, a follower, and a situation
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Informal leadership
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Individuals who do not occupy a designated administrative or management position also occurs in organizations. Individuals are perceived as informal leaders by their supervisors and peers because of their capabilities and actions.
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Six attributes must be present for effective leadership to occur:
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Followers, vision, communication, decision making, change, and social power.
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Vision
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A leader's ideological statement of a desired, long-term future for an organization. It is the future that a leader wants to create; thus it is something to be worked toward over a period of time.
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Change
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The transition process from an old state to a new state.
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Social power
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The potential influence of one individual over another.
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Types of Power
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Coercive, legitimate, referent, reward, expert, informational
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Coercive power
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Uses threat of punishment to get followers to respond. Followers expect to be punished by their leader if they fail to conform to leader's influence. Leader must monitor followers' work in order to allocate punishment. Followers who like their leader are more likely to respond to leader's threats than are followers who do not like their leader. Research also has shown that women are more responsive to coercive power than men.
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Legitimate power
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Recognition that formal leaders have power over their followers because of the position they hold. A legitimate power relationship between two individuals can also be based on reciprocity (i.e., "You did 'X' for me, so I should do 'Y' for you"), equity (i.e., "I have done 'X' for you, so I have a right to ask you to do 'Y' for me"), and dependence (i.e., "I have an obligation to help others who cannot help themselves"). Internalized values dictate the extent to which individuals will respond to legitimate power.
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Referent power
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Results when followers identify with or aspire to be like their leader. It does not require a direct relationship between leader and followers, or action on the part of the leader. Referent power is positive when followers voluntarily mold themselves to the leader. Referent power is negative when followers do not like or want to be like their leader.
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Reward power
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Ability of one person to reward another for compliance with expectations. Leader must monitor the follower in order to give the reward. Like coercive power, reward power is stronger when followers like their leader, and women are more responsive to reward power than men.
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Expert power
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Results when followers respond to their leader's directions because they perceive that the leader knows best. The range of expert power is limited to the leader's area of expertise. For example, one may have expert power as a registered nurse but not as an engineer. Like referent power, there is a negative variation on expert power. In this case, followers recognize the expertise of the leader but assume the leader will act in his or her own best interests rather than the followers' interests.
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Informational power
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Based on the leader's ability to influence followers to act by using clear logic, rational argument, and information. Leader may present the information to followers directly or indirectly (e.g., through hints and suggestions). Use of indirect informational power is more effective than direct informational power when followers are trying to influence their leader.
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Great Man/ Trait Theory
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Based on the assumption that leaders are born, not made. These theories hypothesize that when a situation demands leadership, a leader emerges to assume control; prior education or special preparation for leadership does not occur. Another key assumption of these theories is that traits can be used as criteria to select effective leaders.
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Behavioral Leadership
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The core assumption of this wave is that effective leaders use different behaviors than ineffective leaders. Research using behavioral leadership theories has shown that effective leaders demonstrate high concern for employee needs, feelings, and morale (i.e., consideration) and also address task accomplishment and organizational productivity (i.e., initiating structure).
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Situational and Contingency Theory
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Aims to explain why some leadership approaches are effective in one situation and not in another. This wave takes into consideration the subtle and complex ways in which a leader's traits and behaviors, followers' needs and values, and situational parameters interact. It challenges the assumption that there is "one best way" to lead. Education and training to enhance leader effectiveness gained importance during this wave.
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Charismatic and Transformational Leadership
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The underlying assumption is that leaders inspire, intellectually stimulate, and recognize the contributions of their followers. Charismatic leaders influence followers through their personality and charm; they develop an emotional relationship that inspires and motivates followers. Transformational leaders possess similar characteristics and, in addition, convey high expectations to their followers, challenging their assumptions about what can be attained and building their commitment to an organizational vision. Transformational leaders rouse followers to achieve something of significance.
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Complexity Leadership
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Derived from complexity science, a relatively new theory that reflects the dynamism and knowledge-based nature of the world in the 21st century. Using complexity science as a framework produces markedly different approaches to leadership than the theories presented previously. Complexity science assumes interconnectedness among the parts of a system and between the system and its external environment. Interaction among the interconnected parts can affect the entire system, often in substantial ways. Another assumption of complexity science is nonlinearity.
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Recommended Competencies for Nursing Leaders
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• Personal qualities • Interpersonal skills • Thinking skills • Setting the vision • Communicating • Initiating change • Developing people • Health care knowledge (clinical, technical, as a business) • Management skills (e.g., planning, organizing) • Business skills (e.g., finance, marketing)
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Clinical Leadership
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Staff nurse behaviors that provide direction and support to clients and the health care team in the delivery of patient care. A clinical leader is a registered nurse who influences and coordinates patients, families, and health care team colleagues for the purpose of integrating the care they provide to achieve positive patient outcomes
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Characteristics of Clinical Leaders
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The first category is clinical characteristics: practice skills (e.g., advanced nursing care and coordination); expert knowledge (clinical, leadership, and management); use of evidence-based rationale; and systematic, critical circumspect, and rapid thinking skills. The second category is follower/team: effective communication skills, role modeling, behaviors that support colleagues, and team empowerment. The final category is personal qualities: positive attitudes toward the nursing profession; reflective practice; leadership of change; and individual attributes such as dynamism, integrity, and consistency
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Interprofessional Leadership
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Leadership that goes beyond a specific discipline or health profession
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Health Care Organizations
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The setting in which most nurse leaders work
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Care Coordination
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The process of connecting health care services and resources to patients and is one of the distinctive contributions that clinical nurse leaders make in patient care.
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Communication
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An attribute of effective leaders, it is a key interrelated concept. Clear communication is central to effective leadership. Leaders who communicate unambiguous and consistent messages in a timely manner help followers understand the organization's direction, decision-making processes, and changes that may be underway
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Collaboration
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Exists within and among organizations, and within and across disciplines, is essential to efficient organizations.
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Health Care Quality
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Nurse leaders help ensure that the actions of the organization, unit, and individuals contribute
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Evidence
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Important for effective leadership. Formal leaders use evidence about different leadership and management approaches to create organizational processes and work environments that contribute to satisfaction, productivity, and retention of nursing staff.
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Ethics
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Important for effective leadership. Ethical integrity is a core element of all types of leadership.
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Leadership roles
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Formal Nurse Leader, Clinical Nurse Leader, Interprofessional Leader
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Formal Nurse Leader Exemplars
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• Chief nursing officer • Nursing director/assistant director • Nurse manager • Charge nurse/team leader • Dean • Associate dean • State board of nursing executive director
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Clinical Nurse Leader Exemplars
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• Experienced staff nurse • Clinical nurse educator • Experienced advanced practice nurse Interprofessional Leader • Director of clinical service line (e.g., primary care services) • Associate director of infection control department • Chairperson, quality improvement committee (e.g., ER) • Chairperson, reaccreditation steering committee
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Interprofessional Leader Exemplars
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• Director of clinical service line (e.g., primary care services) • Associate director of infection control department • Chairperson, quality improvement committee (e.g., ER) • Chairperson, reaccreditation steering committee
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Leadership Styles
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• Autocratic • Democratic • Laissez-faire • Transactional • Transformational • Authentic • Shared
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Autocratic leaders
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Make all decisions and are generally most concerned with the tasks to be accomplished. They maintain distance from their followers, motivating them through the threat of punishment and offer of rewards as incentives. Traditionally, autocratic leadership was thought to be effective for leading new employees and large groups and for controlling work that needs to be coordinated among many departments. It is often used when a decision needs to be made quickly, such as in emergencies.
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Democratic Leaders
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Involve followers in the decision-making process by using a participatory leadership style. They show more concern about followers than do autocratic leaders. Democratic leadership is useful when the followers are experienced workers, particularly when they have professional education and socialization. It is effective when organizational success requires that followers are committed to the goal. Democratic leaders help followers develop technical and emotional maturity.
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Laissez-Faire Leaders
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Do not interfere with employees and their work. They stand at a distance, giving followers freedom to make decisions and accomplish their work. They provide minimal information to followers and have little communication with them about their work. Typically, laissez-faire leaders wait until a crisis develops to make decisions. This leadership style works best when followers are highly experienced in their work, but it often results in employee apathy, inefficiency, and chaos.
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Transactional Leaders
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Focus on the daily operations of an organization and develop an exchange relationship with their followers. The transaction entails rewarding followers when they perform and correcting them when necessary. Transactional leaders focus on getting things done and satisfying their own and their followers' self-interests.
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Transformational Leaders
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Use approaches that change or transform individuals. They inspire and intellectually stimulate followers and recognize their contributions. Expectations are high and often challenge followers' assumptions about what can be attained. They communicate an organizational vision to their followers, moving them to accomplish more than expected. Their focus is long term and involves developing people and organizations.
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Authentic Leaders
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Are transparent and ethical in their dealings with followers. They are genuine, empathic, reliable, and believable. They are perceived by others to be open, optimistic, warm, and respectful. They focus on establishing relationships that embody trust and show commitment to the development of their followers.
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Shared Leadership
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An approach in which employees are empowered to distribute leadership responsibilities broadly within a group. They lead one another to achieve a goal. Shared leadership is effective with professionals and with project-focused workgroups. It is highly interactive and enables employees to develop their skills and professionalism.
