Leaders/Managers

Managers
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Terms in this set (18)
Managers
-manages transformation
-tenacity
-specifics
-concrete data
-interpret
-teach
-how work is accomplished in organization
-self-discipline
-blind commitment to finish task at hand
-accountable to the team

discipline, carrying it out
achieve organizational goals
Leaders
-inspire change
-vision
-imagination
-abstract thinking
-articulate
-sell
-external environment
-risk taking
-confidence in face of uncertainty
-accountable to entire organization

putting first things first
Management Theories (3)
-Scientific Management: Winslow Taylor; "fair day's pay for a fair day's work", measure work; cube farm

-Bureaucratic Management: Weber; "bottom up", annual appraisals, judged by organization not individuals; flu pandemic

-Human Relations/Hawthorne Effect: Mayo; if people are being watched, they are more motivated to perform better
Motivation Theories (4)
-Maslow's Hierarchy: humanist approach to motivation; self-actualization, importance, belonging (motivators) vs. security, survival (de-motivators)

-Hertzberg's Two Factor: improve motivator factors (achievement, recognition, responsibility, work itself, advancement, personal growth) increases job satisfaction; improve hygiene factors (working conditions, coworker relations, polices and rules, supervisor quality, base wage, salary) decreases job dissatisfaction

-McGregor's X & Y: X authoritarian, over-regulation; Y assume knowledge about job, more independence (ie. nursing)

-Adam's Equity Theory: "not fair", comparing with other's outcomes and input
Leadership Characteristics
(reason nurses are most respected profession)
-Strategic Thinking: long-term future
-Influence: passion for helping and assisting
-Relationship Building: common goal
Most desired leadership characteristics (4)
-Compassion: care about followers
-Stability: depend on
-Trustworthy
-Hope: positive about future
Leadership Theories (3)
-Behavioral: Lewin; Autocratic top-down, Democratic flow up and down, Laissez-Faire Y theory, laid-back, no guidance; "employee vs job centered" outcomes

-Contingency (4): "influence" Fiedler's contingency theory, Hersey-Blanchard Situational theory, path goal theory, substitutes for leadership

-Contemporary (4): Charismatic theory, Transformational theory, Servant Leadership, Knowledge Workers
Contingency Theories: Fiedler's Contingency Theory (leadership style and situational variables)
-Leader-member relations: more trust, more influence
-Task structure: more knowledge on task, more favorable
-Leader's position power: more power, more favorable
Contingency Theories: Hersey-Blanchard Situational Theory (leadership style and level of maturity of followers)
-Task behavior
-Relationship behavior
-Maturity
Contemporary Theories: Charismatic Theory (strong relationship)
-clear vision consistent with values, high performance expectations, confidence in follower's abilities

Ethical Charismatics: developmental opportunities, positive and negative feedback, share, group interests and contributions

Unethical Charismatics: control/manipulate, self-interest, selfish, positive feedback only
Contemporary Theories: *Transformational Theory* (change in individuals and social systems)-enhances *motivation, morale, and performance* of others -connecting to mission -role model -challenging followers to take ownership for their work -understand strength and weaknesses of followers to align tasksContemporary Theories: *Servant Leadership* (enriches lives of individuals, builds better organizations and ultimately creates a more just and caring world)-Greenleaf -"just because", caring at the highest level (ie. Mother Theresa) -*9 Qualities*: values diverse opinions, culture of trust, develops other leaders, helps people with life issues, encourages, sells instead of tells, "You", long-term, humilityContemporary Theories: *Knowledge Workers*-data and information is converted to knowledge -*Knowledge Work*: exercise of specialist knowledge and competencies -*RN*: consummate 21st century knowledge workers -*Atomic Level*: foundation for transforming processes by which knowledge work is accomplished; raw, uninterpreted facts with values and cannot be further subdivided*Lead, Manage, Follow*requires *interpersonal and technical skills*Margaret Wheatleyfree-flowing information, individual empowerment, relationship networks, and organizational change that evolves organicallyNurse Manager-develop realistic goals/motivating staff -positive work environment -culture of safety -research -mentor staff -balance demands -organizational culture -manage resources -maintain credibility -positive exampleFollowership-contribute to problem identification -complete tasks -provide feedback for evaluation -collaboration, complementary actions to support L/MGenerational Workforces in Nursing*Entrenched Workforce*: -*Veterans* (66+ years): Conservative, loyal to the organization and authority, reluctant to use technology -*Boomers* (47-65 years): Idealistic, hard-working, dedicated, value promotions, position & title; See Gen X as the "wild generation" without a sense of social commitment *Emerging Workforce*: -*Gen X* (32-48 years): Seek balance between work & family, realistic, team-oriented, advanced technology skills, work independently & seek work experiences where they apply their ability & expertise; See Boomers as domineering -*Gen Y* (16-31 years): Dynamic, confident, straight-forward & opinionated, "Linked" generation