Nursing Leadership and Management

Leaders - influence others to accomplish the goals that are consistent with the mission,
values and purpose of the organization. A predominant characteristic of leaders is the
vision and the ability to assertively motivate others to fulfill the group or organization's
objective, to inspire confidence, to facilitate change, and to mentor others. They typically
are skilled in dealing with people and exhibit good communication skills. The effective
leader is trusted and demonstrates competence and knowledge in the area of change.
ritical thinking skills in decision!making are evident. "eaders may or may not emerge
through an official appointment.
Managers - are employees to whom the organization has given authority, power and
responsibility for establishing standards, directing the work of others, and evaluating that
work. #anagers' tasks include implementing organizational policies$ controlling
resources$ setting goals$ making decisions$ and planning, prioritizing, and solving
problems. %n a managerial role, the nurse initiates and implements change. The
management role is supportive of the leadership function, sharing the vision and
affirming the goals of the organization. &ood managers must have leadership abilities
and leaders often develop managerial skills. "eadership is the key to effective
management.
Leadership Styles Typically Found in Organizations:

Autocratic (authoritarian, directie!: The leader makes the decisions for the group
and assumes people are externally motivated and incapable of independent decision!
making. This style of leadership is most effective in emergencies 'e.g. a fire on the unit(
"emocratic (participatie, consultatie!: The leader encourages group discussion
and collaborative decision!making. %ndividuals are internally motivated and able to make
decisions to support the leader.

Laissez-#aire (nondirectie, permissie, and ultra-li$eral!: The leader operates with
the premise that the group is internally motivated and needs autonomy and self!
regulation. The leader assumes a )hands!off) approach.
%ureaucratic: The leader presumes the group is externally motivated and does not trust
self or others to make decisions. %nstead, the leader relies on organizational rules and
policies, taking an inflexible approach.
&harismatic: The leader's personality evokes strong feelings of commitment. The
charismatic leader tends to form an emotional relationship with group members.
Transactional: The traditional manager is focused on the day!to!day tasks necessary to
achieve the organizational goals. The leader provides incentives to promote loyalty and
performance 'e.g. gives a nurse a weekend off in exchange for her working a night shift
Trans#ormational: The leader fosters creativity, risk!taking, commitment and
collaboration by empowering the group to share in the organization's vision. The leader
facilitates individual independence, growth, and change, and converts followers into
leaders through shared values, honesty, trust and continued learning.
&onnectie: The leader promotes collaboration and teamwork within the organization
and among the other organizations in the community.
*hared+ The leader assumes that a professional work force contains many leaders. ,o
one person is considered to have knowledge or ability more than others. %n effect, all are
leaders.