Continue. • Connection power is based on a person’s relationship or affiliation with other people who are perceived as being powerful. Why is it important for the nursing staff to understand the mission and values of the organization to provide direct patient care? Behavioral theories emerged to explain aspects of management based on behaviors of managers, leaders, and followers. This chapter presents key leadership and management concepts that will guide the nurse to grow and develop in this important aspect of the professional practice role. position rather than related to the person who occupies that position. At the opposite extreme is the laissez-faire manager, who provides little direction or guidance and will forgo decision making. Early leadership theory centered on describing the qualities or traits of leaders and has been commonly referred to as trait theory (Stogdill, 1974). The interdependent nature of the parts of the organization suggests that anything that affects the functioning of one aspect of the organization will affect the other parts of the organization. Only gold members can continue reading. Regardless of in which position or area the nurse is employed, the health care organization will expect the professional nurse to have leadership and management skills, including the following: • Make good clinical decisions based on safety, quality, cost, legal, and ethical aspects of care. Leadership and management skills are complementary; both can be learned and developed through experience, and improving skills in one area will enhance abilities in the other. Burnout, dealing with absenteeism and reducing staff tensions takes careful skill. • Referent power comes from the followers’ identification with the leader. Leadership skills during recruitment. A visual picture of the organization that identifies lines of communication and authority. A good manager should also be a good leader, but this may not always be the case. At one extreme, the autocratic manager makes all decisions with no staff input and uses the authority of the position to accomplish goals. The student is encouraged to read more about transformational leadership and to seek out transformational leaders as mentors. • Referent power comes from the followers’ identification with the leader. However, by keeping in mind these traits associated with effective leadership, the new nurse can identify areas in which he or she should improve and develop. For example, autocratic management might be appropriate in a life-threatening situation, such as treating a patient in cardiac arrest. • May work well with professional people The primary sources of power are as follows (Hersey et al, 1979): • Reward power comes from the ability to reward others for complying and may include such rewards as money, desired assignments, or acknowledgment of accomplishments. The RN’s duties involve much more than the expected physical assessment, identifying nursing diagnoses, and developing and implementing care plans. AUTOCRATIC/AUTHORITATIVE 1. Classic theories of management suggest that the primary functions of managers are planning, organizing, and controlling (Stogdill, 1974). Leaders are able to motivate and inspire others, whereas managers have assigned responsibility for accomplishing the goals of an organization. Any business, company, institution, or facility (e.g., hospital, home health agency, ambulatory care clinic, health insurance company, nursing home) engaged in providing health care services or products. Make a commitment to support the mission, vision, and goals of the organization. Find out more about cookies The chaos theory is a more recently developed organizational theory that attempts to account for the complexity and randomness in organizations. • Wait until problems occur, and then deal with the problem The reader is encouraged to review Chapter 8 regarding legal issues and Chapter 9 regarding ethical issues. Mary, the nurse manager of the dialysis unit, has scheduled Nancy to attend the new-nurse orientation. Three major types of skills are required for effective leadership (Hersey and Blanchard, 1988): 1. Any business, company, institution, or facility (e.g., hospital, home health agency, ambulatory care clinic, health insurance company, nursing home) engaged in providing health care services or products. Until nurses understand that these variations are a normal, predictable state in the organization and should be planned for, they may continue to experience excessive anxiety with the daily events that occur in health care organizations (McGuire, 1999). An individual may also have informal power resulting from personal relationships, being in the right place at the right time, or unique personal characteristics, such as attractiveness, education, experience, drive, or decisiveness. Managers maintain control of the day-to-day operations of a defined area of responsibility to achieve established goals and objectives. Following are some strategies the nurse manager can use to work with informal leaders: She becomes overwhelmed as she listens to a description of her new responsibilities as an RN. Leaders in nursing management have added two more functions to this list and now recognize five major management functions (Figure 16-1) as necessary for the management of nursing organizations: (1) planning, (2) organizing, (3) staffing, (4) directing, and (5) controlling (Marquis and Huston, 2012). What leadership and management skills will assist Nancy as she begins her new role as a staff RN responsible for supervising a group of patient care technicians, managing assignments and supply use, and serving on a task force to implement a new training program? Managers plan and organize what is to be done, who is to do it, and how it is to be done. Despite the implications of the word chaos, the theory actually suggests that a degree of order can be attained by viewing complicated behaviors and situations as predictable. Maintain a confident, positive outlook—identify areas in which you are weak, and seek help to learn and grow. Leaders in nursing management have added two more functions to this list and now recognize five major management functions (, Collective Bargaining and Unions in Today’s Workplace, Staffing and Nursing Care Delivery Models. • Gives little feedback or recognition for work