Читать книгу Kelly Vana's Nursing Leadership and Management - Группа авторов - Страница 69

 Nurses are leaders and make a difference through their contributions of expert knowledge and leadership to patients and to health care organizations.

 Leadership development is a necessary component of preparation as a health care provider.

 All nurses are leaders because they have expert knowledge that they contribute to coordinate and provide patient care.

 Leadership is a process of influence that involves the leader, the follower, and their interaction. Followers can be individuals, groups of people, communities, and members of society in general.

 Leadership can be formal or informal. It can occur by being in a position of leadership and authority in an organization, such as a manager. Leadership can also occur outside the scope of a formal leadership role, such as when an individual or member of a group moves to assume leadership.

 Nurses are leaders. They lead nursing practice. Nurses lead other nurses, and they lead patients and communities toward improved health.

 Leadership styles are described as autocratic, democratic, and laissez‐faire. They have been studied by examining job‐centered or task‐oriented leadership approaches versus employee‐centered or relationship‐oriented leadership approaches.

 Contingency theories of leadership acknowledge that other factors in the environment, in addition to the leader's behavior, affect the effectiveness of the leader. Variables that substitute for leadership eliminate the need for leadership or nullify the effect of the leader's behavior. Charismatic Leadership Theory describes leader behavior that displays self‐confidence, passion, and communication of high expectations and confidence in others. These types of leaders often emerge in a crisis with a vision, have an appeal based on their personal power, and often use unconventional strategies and their emotional connections to succeed.

 Transformational leadership theory involves two styles of leadership: the transactional leader and the transformational leader. Transactional leaders focus on organizational operations and short‐term goals. Transformational leaders inspire and motivate others to excel and participate in a vision that goes beyond self‐interests. Transformational leadership is believed to empower followers and contribute to their commitment to action and change.

 Management is a process used to achieve organizational goals. Management roles are classified as the information‐processing role, the interpersonal role, and the decision‐making role. Managers use these roles to manage the work and to manage relationships with people to accomplish the work.

 The management process involves planning, coordinating, organizing, and controlling. The RN uses this process to manage patient care.

 Scientific Management, based on the work of Taylor and others, viewed industrial organizations as machines where work was to be carried out in the most scientifically exact and efficient way to increase production.

 Bureaucratic Theory discusses the idea of organizations as bureaucracies with a formal organizational structure, impersonal relations, a hierarchy based on positional authority, and a clear chain of command.

 Motivation is an internal process that contributes to behavior in an effort to satisfy needs. Maslow's Hierarchy of Needs reflects the belief that the needs that motivate individuals have a priority order. Lower‐level needs have to be satisfied first or individuals will not be motivated to address higher‐level needs.

 Herzberg's Two‐Factor Theory of Motivation identifies hygiene maintenance factors, such as security and salary, that are needed to prevent job dissatisfaction, and motivator factors, such as job development and opportunities to advance, that contribute to job satisfaction.

 Vroom's Expectancy Theory focuses very simply yet specifically on the assessment of the desires of what people desire/expect and their prospect of getting it.

 Organizations need to be viewed as living, self‐organizing systems where what initially looks like chaos and uncertainty is indeed part of a larger coherence and a natural order.

 Future directions for nurses in organizations will continue to be influenced by technology and by the notions of mobility, virtuality, and user‐driven practices.

 Knowledge Workers, with specialized knowledge and expertise, are more self‐directed. Future leadership practices need to adapt to knowledge workers and to changing work environments and circumstances.

 Nursing has transitioned to the knowledge age where nursing research advances nursing science, and nursing science is translated into evidence‐based nursing practice.