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Leadership involves persuading others to work towards common objectives. Good leaders motivate groups to accomplish goals by placing themselves at the front of the group and facilitating progress. Key qualities of effective leaders include intelligence, vision, empathy, communication skills, and accountability. Leaders direct groups through assignments and guidance, supervise work, and coordinate group efforts. Effective nursing leadership requires knowledge of self, technical expertise, teaching abilities, and the ability to build human relations. Key aspects of leadership are listening, encouraging risk-taking, gathering facts before deciding, demanding accountability, respecting others, solving problems, keeping commitments, and involving others.
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Leader.docx.ppt
- 2. Definition ■ Leadership is the ability to persuade others to seek defined objectives enthusiastically. It is human factor that binds a group together and motivated it toward goal. (Keith Davis)
- 3. Leader ■ Leaders act to help a group attain objectives through the maximum application of its capabilities.They don‘t stand behind a group to push and prod; they place themselves before the group as they facilitate progress and inspire the group to accomplish organizational goals. ■ A good example is an orchestra leader, whose function is to produce coordinated sound and correct tempo through the integrated effort of the musicians. Depending upon the quality of the director‘s leadership, the orchestra will respond.
- 5. Functions of leader ■ Development of team work One of the primary functions of leader is to develop and combine his followers as a team. Given the followers‘ competence, potential and needs, the leader needs to create a congenial and healthy working environment for his work team. ■ Representing the team The leader serves as a linking pin between his/her team members and grievance of his subordinates to the management and also helps to solve problems by participating in problem solving process. ■ Counselling the work men When team member face problems in doing their work, they seek guidance and advice from their leader. Problems may be technical or emotional in nature.
- 6. ■ Managing time One of the functions of the leader is to ensure the timely completion of activities undertaken by his/her members. He has to appreciate the trite saying a ―stitch in time saves nine‖. ■ Using proper power Leader has to exercise his power and authority over his subordinates as per the demand of the situation exercise response from the subordinates. ■ Securing group effectiveness Leader needs to provide for a reward system to improve the efficacy of capable workman, delegate authority and invite participation of employees in decision-making.Availability of necessary and adequate resources and communicating necessary information to the employees also help leader to secure effectiveness of group effort.
- 8. Qualities of a good leader ■ 1. Intelligence ■ 2. Physical features ■ 3. Maturity ■ 4.Vision and foresight ■ 5. Inner motivation ■ 6. Sense of responsibility ■ 7. Empathy ■ 8. Human relations attitude ■ 9. Emotional balance
- 9. Classification of leader 1. Formal leader ■ Formal leadership is institutional ■ Formal leader is enabling to identify him with the aspiration of group ■ Formal leader fail to achieve voluntary cooperation of subordinates due to different work groups has different leaders for different purposes. ■ Formal leaders find it difficult to build better industrial relations.
- 10. 2. Informal leaders ■ Informal leadership is personal ■ Informal leaders are more acceptable and influential to other employees. ■ Informal leader can achieve voluntary co- operation of the members in different work groups due to their social and cultural understanding environment. ■ Informal leaders can build better industrial relations due to their influence on group members.
- 26. LEADERSHIP SKILLS Skills of personal behavior: ■ Is sensitive to feelings of the group. ■ Identifies self with the needs of the group. ■ Does not ridicule or criticize another’s suggestions. ■ Helps others feel important and needed. ■ Does not argue.
- 27. Skills of communication ■ Listen attentively ■ Make sure everyone understands what is needed and the reason why? – Establishes positive communication with the group as a routine part of that job. – Recognizes that everyone’s contributions are important.
- 28. Skills of organization: ■ The effective leader helps the group to: ■ Develop long and short range objectives. ■ Break big problems into small ones. ■ Share responsibilities and opportunities. ■ Plan, act, follow up and evaluate. ■ Be attentive to details.
- 29. 4. Skills of self-examination: ■ Is aware of personal motivations ■ Is aware of the group members; level of hospitals for taking appropriate countermeasures. ■ Helps the group to be aware of their attitudes and values. ■ S = Self reliant ■ E = Enthusiastic ■ L = Loyal ■ F = Factual
- 30. LEADERSHIPACTIVITIES ■ Directing : It is the process by which actual performance of staff and people, is guided towards common goals.A leader uses assignments, orders, policies, procedures, rules, regulations, standards, opinions, suggestions and questions to direct subordinates behaviour ■ Supervising : Supervision is a continuous administrative and educative process which enables the supervisor through the medium of his relationship with the supervisors to contribute towards the continuous growth of the supervision which includes inspecting another’s work, evaluating her or his performance, and approving or correcting performances. ■ Co-ordinating: Co-ordination includes all the activities that enable work group members to work together harmoniously
- 31. EFFECTIVE LEADERSHIP IN NURSING:Qualities of Nurse Leaders ■ Knowledge of self, i.e. self awareness ■ Personal qualities like integrity, honesty, ability to cooperate, ability to attract, motivate enthusiastic and so on. ■ Technical qualities like mastery over the subject, expert knowledge and expertise to work. ■ Teaching abilities, i.e. ability to communicate ■ Administrative abilities, i.e. managing, organizing, coordinating etc.
- 32. ■ Intellectual skills ■ Enthusiasm ■ Tactful; ability to win the loyalty and support of others. ■ Emotional control. ■ Awareness of responsibilities and accountability ■ Conscientiousness ■ Quality of building human relations.
- 33. KEYSTO EFFECTIVE LEADERSHIP ■ Listen twice as much as you speak. ■ Encourage people to take risks ■ Assess the facts before making a decision ■ Demand accountability of yourself and others ■ Expect people to do their best. ■ Respect those "under" and "above" you... ■ Solve problems with action ■ Honour your word. ■ Include others in the process. ■ Praise publicly, criticize and correct privately.
- 34. ■ Listen twice as much as you speak. A leader recognizes that it is as important to listen as it is to speak. A good leader affirms, empathizes, and then guides a person to discover their own solution - but that comes only after truly listening to both what is said and what is unsaid ■ Encourage people to take risks.When you respond to mistakes as learning opportunities instead of finding fault and blame, you encourage people to find better solutions. Fear does not motivate, it inhibits. If people are afraid to make a mistake for fear of retribution, they will not stretch themselves to seize all opportunities ■ Assess the facts before making a decision. It is important for a leader to be decisive but it is equally important to gather all of the known facts first. In the areas of performance, always; get both sides to the story before taking action. Never, ever take the word of one person and never "investigate" a situation solely through third parties.Third party testimonies should collaborate or refute what you learned directly from the people involved.When making decisions regarding process, get information directly from those responsible for the job and don't settle for just the opinions of others. AssessALL the known facts, and then make the best decision based on that data.
- 35. ■ Demand accountability of yourself and others. Leadership isn't easy, if it was, everyone would be doing it. Leaders must uphold a higher standard for themselves than they do for others. Accept total responsibility for all actions taken and decisions made - regardless of the personal consequences - and demand the same of your staff. Leaders pay a high price emotionally, relationally, and spiritually ■ Expect the best of your staff. When your first response is "if they knew better, they'd do better," your first reaction will be "have I fully equipped them to do their job?" or "Have I clearly articulated my expectations? When they expect that you'll castigate or blame them for mistakes, they most likely won't do anything - good or bad. ■ Respect those "under" and "above" you.There are many that say that respect must be earned and to some degree that is correct. However, every person must be afforded some level of respect because they are God's creation whom He loves
- 36. ■ Solve problems and you increase your value in the eyes of those you follow and those who follow you. Some people focus on the problem. Some focus on finding solutions. A leader focuses on turning solutions into action because only then is a problem solved ■ Honor your word. There is nothing that instills greater loyalty than knowing that a person is a person of honor - and that begins with honoring your word even to your own hurt. What we say should not change simply because the audience changes. If we commit to something (even if circumstances change which makes that commitment a challenge or inconvenient) we must follow through ■ Include others in the process. No one sees everything from all angles; we need the experience, expertise and gift of others to make our decisions more effective. Include others in the process, gather their input, allow them to offer their solutions; by involving others you help them to own the outcome.
- 37. ■ Praise publicly, criticize privately A leader knows that "you catch more flies with honey than you do with vinegar."When you praise publicly, you elevate the employee in the eyes of her peers and that is often a great motivator
- 38. Attributes of effective leader ■ 1. Awareness ■ 2. Assertiveness ■ 3. Accountability ■ 4. Advocacy
- 39. 1. Awareness ■ Leader must be aware of themselves and of all their personal characteristics.Therefore, they are able to assess the effects on the group. Leader should analyse several specific areas of self- awareness. Maturity ■ Maturity is defined as the willingness and ability to do a task. Being a leader is a task; it involves the willingness and ability to a leader to accept responsibility, not only for his or her own action but also for action of the group. Power ■ Ability to obtain, retain and move resources, awareness of power, how it is achieved and used, power is achieved by virtue of position. Personal power is the extent of to which leader believes that he/she can influence action with his effort that can be directed towards goal achievement.The interaction of leader and members help to establish a group power base that can be directed towards goals achievement.
- 40. Leader personality ■ Leaders should be aware of the extent of their self- confidence, enthusiasm, flexibility, creativity, honestly, fact and friendliness, since this awareness will lead to clear understanding of how affect others. Good interpersonal relationship ■ Leader uses communication skills and attempts to convey a clear straightforward message to the group. An awareness of both the leader and groups‘ verbal and nonverbal communication behavior is important. Self-awareness ■ For leader to analyze his or her endurance, communication among group members is essential for any productive work to occur.
- 41. 2. Assertiveness ■ Leader behavior includes expression ones feeling, needs, ideas and standing up for one‘s right while considering the right of others. Assertive person generally feel good about themselves and others. There are five ways for the leader to act assertively: ■ 1. Assertive behavior ■ 2. Empathic assertion ■ 3. Escalating assertion ■ 4. Confrontive assertion ■ 5. Language assertion
- 42. Assertive behavior ■ It is using basic assertion, which is to simple statement of one‘s feeling, needs or ideas. Basic assertion could be simpleYes or No. Empathic assertion ■ When using empathic assertion, the leader first gives recognition to the other feeling or situation and then makes a statement about his or her own position. Eg:“I understand you are busy, and me too, but it is difficult for me to finish this project on my own. So, I want you to help me complete this project.”
- 43. Escalating Assertion ■ Escalation is used when the other person fails to respond. It involves making successive assertive statements that gradually became more and more firm. Sentences may also become shorter and more blunt. ■ “I really want to finish this point before you start yours.” ■ Confrontive assertion ■ Leader makes a four part statements that includes you do the effect of means 1 feel… Purpose pf this type of assertion is for the person to state his or her own feeling and expectations. It is often used when the leader feels hurt or irritated. ■ “We agreed that you would take out the trash every Tuesday in order to earn your allowance. It isWednesday and you didn’t take out the trash yesterday. Consequently, I won’t be giving you your allowance this week.”
- 44. ■ Language assertion ■ It involves the first person “I” and is useful for expressing negative feelings. Nevertheless it constructively lays emphasize on a persons feeling such as : Eg: “When you speak harshly, I cannot work with you because I feel annoyed.Therefore, I want you to speak nicely and then assign me a task. ■ Non-Assertiveness: it can be described as denying ones own felling needs and ideas, ignoring ones own right or permitting others to infringe on ones right Non-assertive persons tend to put themselves down and let other make choices and decision for them. People who are non-assertive usually behave this way to avoid conflict; they usually end up being angry with others and with themselves.
- 45. 3. Accountability ■ It is the obligation to carryout responsibility and exercise authority in terms of established standards of performance. Basic features of accountability ■ 1. It is the obligation to carryout responsibility and exercise authority in terms of established standards of performance. ■ 2. It is always moves upwards from a subordinate to superior. ■ 3. It cannot be delegated. A superior remains accountable for the lapses of his subordinates. ■ 4. It requires a formal report by subordinate to his superior.
- 46. ■ 5. Accountability is different from responsibility. Responsibility is work to be done while accountability is the obligation to do it is satisfactorily. ■ 6. Accountability is necessary because, a superior must know if he was justified as in delegation of authority or not. ■ 7. Just as responsibility is a derivative of authority, accountability is a derivative responsibility. ■ 8. Accountability to ones profession includes a willingness to judge ones professional peers and a conscientious development of ability to judge.
- 47. 4. Advocacy Advocacy helping others to grow and self-actualize is leadership role. ■ Actions of advocacy are to inform client of their right and to as certain that clients have sufficient information on which to be their decision. ■ With regard to distribution of resource and use of technology. First and middle level managers are in the best position to advocate for clients problem. ■ Newer interpretation of advocates is promoting the self-determination of the client; leader-advocate works to change the power structure, so that the situation of his/her group or client where social, political deprivation is improves.
- 48. TO DEVELOP A GREAT LEADER ■ Uncompromising integrity ■ Absence of pettiness ■ Work on things by priority ■ Courageous ■ Committed ■ Goal oriented ■ Unorthodox
- 49. Factors influencing dynamic leaders in nursing Nursing education Nursing practice Nursing Administration Appropriate selection of candidates Developing potential human resources and investing in the future. Delegation and decentralization Promoting competence, efficiently and a personal value system Furthering education, mastery of interdependence high students of integrity Providing challenges to meet unique abilities. Research and literature based Critical thinking and problem solving. Reversing negative situations.