EMPOWERING THE YOUNG

NURSING LEADERS OF
TODAY
ROSELLE MARIE D.
AZUCENA,RN,MAN,MBA

LEADERSHIP AND
MANAGEMENT ???????

WHAT ARE YOUR

PERCEPTIONS?

Managers
have
subordina
Authoritarian,
tes!
transactional style
Work focus
Seek comfort

Leaders
have
followers
Charismatic,
transformational
style
!
People focus
Seek risk

"There is a profound
difference between
management and
leadership, and both
are important.
To manage means to
bring about, to
accomplish, to have
charge of or
responsibility for, to
conduct.
Leading is influencing,
guiding in a direction,

COMPARISON

Change
Leading people
Long-term
Vision
Personal charisma
Passion
Striving
Achievement
Takes risks
Seeks truth
What is right

Stability
Managing work
Short-term
Objectives
Formal authority
Control
Action
Results
Minimizes risks
Establishes truth
Being right

As young leaders what

should you become?
A Manager or A leader?

NURSING LEADERSHIP &

MANAGEMENT:
PREPARING THE YOUNG LEADERS
TO
EMPOWERMENT

Empowering Young Leader

How?

Introductions

A manager's style is determined by the situation,

the needs and personalities of his or her
employees, and by the culture of the organization.
Organizational restructuring and the
accompanying cultural change has caused
management styles to come in and go out of
fashion.
There has been a move away from an
authoritarian style of management in which
control is a key concept, to one that favors
teamwork and empowerment.

Introductions

Managerial styles that focus on managers

as technical experts who direct,
coordinate and control the work of others
have been replaced by those that focus on
managers as coaches, counselors,
facilitators, and team leaders

Let us look at some of the IN Management

Style in Todays World of Administration:

What is your organizations most

valuable asset?

An Answer...

Our existing staff and volunteers within our

organization

The Challenge

Facing Rapid Globalization & Emerging

Technologies

Is your organization positioned to accept and

develop emerging leadersor will they leave and
go somewhere else?

The Goal

Increasing Organizational Capacity &

Performance

Doing more with less

Getting the most out of what youve got

Management Style
PARTICIPATIVE MANAGEMENT

Participative management involves sharing information

with employees and involving them in decision-making.

Employees are encouraged to run their own departments

and make decisions regarding policies and processes.

It has often been promoted as the quick cure for poor

morale and low productivity. It is not, however, appropriate
in every organization and at every level.

Employees must have the skills and abilities to participate.

Employees must have the technical background,
communication skills, and intelligence to make decisions
and communicate those decisions effectively

Management Style
THEORY X AND THEORY Y
Douglas McGregor's Theory X assumes that people are
lazy, they don't want to work, and it is the job of the
manager to force or coerce them to work. McGregor's
Theory X makes three basic assumptions:
(1) The average human being dislikes work and will do
anything to get out of it
(2) most people must be coerced, controlled, directed, and
threatened or punished to get them to work toward
organizational objectives; and
(3) the average human being prefers to be directed,
wishes to avoid responsibility, has relatively little
ambition, and places job security above ambition.

Management Style
THEORY X AND THEORY Y
According to this theory, responsibility for demonstrating
initiative and motivation lies with the employee and
failure to perform is his or her fault.
Employees are motivated by extrinsic rewards such as
money, promotions, and tenure.

Management Style
Theory Y suggests employees would behave differently if treated differently
by managers.
Theory Y assumes that higher-order needs dominate individuals. The set of
assumptions for Theory Y is :
(1) the average human does not dislike work and it is as natural as play;
(2) people will exercise self-direction and self-control in order to achieve
objectives
(3) rewards of satisfaction and self-actualization are obtained from effort
put forth to achieve organizational objectives
(4) the average human being not only accepts but also seeks responsibility
(5) human beings are creative and imaginative in solving organizational
problems
(6) the intellectual potential of the average human is only partially realized.
If productivity is low and employees are not motivated, then it is considered
failure on the manager's part.

Management Style
THEORY Z

William Ouchi studied management practices in the United States

and Japan and developed Theory Z.

Theory Z combines elements of both U.S. and Japanese

management styles and is sometimes called Japanese
Management.

It assumes that the best management style involves employees

at all levels of the organization.

Specific characteristics included in Theory Z are long-term

employment, less specialized career paths, informal control,
group decision making, and concern for the individual rises above
work-related issues.

This theory satisfies both lower order and higher order needs.

Management Style
THEORY Z

Looking out for employees' well being satisfies the lower-level

needs.

Incorporating group processes in decision making satisfy middlelevel needs and encouraging employees to take responsibility for
their work and decisions satisfy higher-level needs.

Many firms are increasing productivity by placing more emphasis

on group decision-making and teams.

Firms are also showing more concern for family-related issues like
childcare, flexible work schedules, and telecommuting.

Management Style
TOTAL QUALITY MANAGEMENT

Total Quality Management (TQM) is a management style that

integrates of all functions of a business to achieve a high quality of
product.

The major hall-marks are customer satisfaction, quality as the

responsibility of all employees, and teamwork. As an integrated
method, it involves every aspect of the company.

The entire workforce, from the CEO to the line worker, must be
involved in a shared commitment to improving quality.

TQM encourages employees to grow and learn and to participate in

improvements, so it exemplifies a participative management style.

TQM also encourages an ever-changing or continuous process, and

emphasizes the ideas of working constantly toward improved
quality.

Management Style
MANAGEMENT BY WALKING AROUND

Management by Walking Around (MBWA) is a classic technique

used by good managers who are proactive listeners.

Managers using this style gather as much information as

possible so that a challenging situation doesn't turn into a
bigger problem.

Listening carefully to employees' suggestions and concerns will

help evade potential crises.

MBWA benefits managers by providing unfiltered, real-time

information about processes and policies that is often left out of
formal communication channels.

By walking around, management gets an idea of the level of

morale in the organization and can offer help if there is trouble.

Management Style

MANAGEMENT BY OBJECTIVES

Management by Objectives (MBO) is a company-wide process in which

employees actively participate in setting goals that are tangible, verifiable,
and measurable. Management theorist Peter Drucker pioneered this style in his
1954 book, The Practice of Management.

MBO provides a systematic method of assuring that all employees and work
groups set goals that are in alignment with achieving the organization's goals.

Overall organizational objectives are converted into specific objectives for

employees. Objectives at each level of the organization are linked together
through a "bottom up" approach as well as a "top down" approach.

In this manner, if each individual achieves his/her goals, then the department
will achieve its goals and the organization objectives will in turn be met.

There are four steps involved in the MBO process: setting goals, participative
decision-making, implementing plans, and performance feedback.

Management Style

EMPLOYEE EMPOWERMENT

Employee empowerment is a style of management that puts

managers in the role of coach, adviser, sponsor, or facilitator.

Decision-making is being pushed down to the lowest levels of

the organization. The way work is designed and the way
organizations are structured are changing.

Empowerment involves delegating the decision-making authority

regarding the action to be taken on a task that is considered to
be important to both the manager and employee.

The main reasons for implementing an empowerment program

are to provide fast solutions to business problems; to provide
growth opportunities for employees and; to lower organizational
costs while allowing the manager to work on multiple projects.

Management Style

SELF-MANAGED WORK TEAMS

Employee empowerment led to the development of selfmanaged work teams. This management style delegates
the authority to make decisions such as how to spend
money, whom to hire, and what projects to undertake. Selfmanaged work teams are generally composed of 10 to 15
people and require minimal supervision

Ladder of Empowerment

LEADERSHIP STYLES
AND BASES OF POWER

Let us Look at the Concepts

leadership style can be defined broadly as the manner and
approach of providing direction, implementing plans, and
motivating people.
Bases of power refer to the methods that managers and
leaders utilize to influence their employees.
Are There No Limits To Authority?", David Knights and
Darren McCabe explain that "power should be
understood to be a condition of social relations.

STYLES OF LEADERSHIP
Three different styles of leadership were
identified by Kurt Lewin, renowned social
scientist, in 1939: authoritarian,
democratic, and laissez-faire.
His results indicated that the democratic
style is superior to the other two styles

STYLES OF LEADERSHIP
Three different styles of leadership were
identified by Kurt Lewin, renowned social
scientist, in 1939: authoritarian,
democratic, and laissez-faire.
His results indicated that the democratic
style is superior to the other two styles

Authoritarian
The authoritarian makes all decisions, independent of member's input.
The authority figure dictates direction, leaving members in the dark about future
plans.
The authority figure selects which members will work collaboratively and
determines solely the work tasks for the teams.
This leader type is very personal in his praise and criticisms of each member, but
does not actively participate with the group, unless demonstrating to the group.
The authority figure is friendly and/or impersonal, but not openly hostile.

Democratic
The democratic leader welcomes team input and facilitates group discussion
and decision making.
This leader type shares plans with the group and offers multiple options for
group consideration.
Encourages members to work freely with each other and leaves division of
tasks to the group.
This leader is objective in praise and criticism, and joins group activities
without over-participating.

Laissez Faire
The laissez-faire leader allows the group complete freedom for decisionmaking, without participating himself.
This leader type provides materials and offers to assist only by request.
The laissez-faire leader does not participate in work discussions or
group tasks.
This leader does not offer commentary on members' performance
unless asked directly, and does not participate or intervene in activities.

Which is Which?
The laissez-faire leader allows the group complete freedom
for decision-making, without participating himself. This leader
type provides materials and offers to assist only by request.
The laissez-faire leader does not participate in work
discussions or group tasks. This leader does not offer
commentary on members' performance unless asked directly,
and does not participate or intervene in activities.

Which is Which?
An authoritarian leadership style can be
effective when a situation calls for expedited
action or decision-making. Group members
who are not self-motivated, who prefer
structure, and appreciate significant direction
and monitoring may thrive under this style.

Which is Which?
A democratic leadership style allows for multiple viewpoints,
inputs, and participation, while still maintaining control and the
leadership role. A quality democratic leader recognizes each
member's strengths and effectively elicits the best performance
from each member, all the while guiding and leading effectively. A
challenge for the democratic leader is to recognize that not all
tasks need to be handled by the group; that the leader should
appropriately address some issues alone

BASES OF POWER
Five bases of power were identified by French and
Raven in 1960, which laid the groundwork for
most discussions of power and authority in the
latter half of the twentieth century. These five
types of power are coercive, legitimate, reward,
referent, and expert. Power can be manifested
through one or more of these bases

COERCIVE POWER
Coercive power rests in the ability of a manager to force an
employee to comply with an order through the threat of
punishment.
Coercive power typically leads to short-term compliance, but
in the long-run produces dysfunctional behavior.
Coercion reduces employees' satisfaction with their jobs,
leading to lack of commitment and general employee
withdrawal

LEGITIMATE
POWER.
Legitimate power rests in the belief
among employees that their manager
has the right to give orders based on
his or her position

. REWARD
POWER
Reward power, as the name implies, rests on the ability
of a manager to give some sort of reward to employees.
These rewards can range from monetary compensation
to improved work schedules.
Reward power often does not need monetary or other
tangible compensation to work when managers can
convey various intangible benefits as rewards

REFERENT POWER

Referent power derives from employees' respect for a manager

and their desire to identify with or emulate him or her.
In referent power, the manager leads by example.
Referent power rests heavily on trust. It often influences
employees who may not be particularly aware that they are
modeling their behavior on that of the manager and using what
they presume he or she would do in such a situation as a point
of reference

EXPERT POWER
Expert power rests on the belief of employees that an
individual has a particularly high level of knowledge or highly
specialized skill set.
Managers may be accorded authority based on the
perception of their greater knowledge of the tasks at hand
than their employees.
Interestingly, in expert power, the superior may not rank
higher than the other persons in a formal sense

MULTIDIMENSIO
NAL POWER
several experts have more recently begun to reconfigure how power
is viewed to a more multidimensional interweaving of relations or
conflicting needs.
Consequently, no single dimension of authority and power is likely to
hold equally for all managers and employees in a multicultural
domestic setting or in the multicultural milieu of the multinational
corporation.

Ready to move on without

you
How can you truly be
empowered.?

The Issue of the Present

Society

The sentiment of this generation across

the globe:

WHO WILL LEAD ME?

Breaking Self-Destructive
Traditions

Calling Out the Old System

Fear
Loyalty base

Where were you twenty years ago?

RMA

New Leadership Styles

We Need You To Lead Us

Change almost never

fails because its too
early. It almost
always fails because
its too late.
Credit is not the
point. Change is.

Tribes (cont.)

The top isnt the top anymore because the

streets are where the action is.
be the leaders who are doing things
differently and making change, and
amplify work, have a platform and find
followers and things get better. They
always get better.
The organizations of the future are filled
with smart, fast, flexible, people who are
on a mission.

Starfish and the Spider

The phrase you should

doesnt even exist in the
apache language. Coercion is
a foreign concept. Pg. 20
In a command-and-control
environment, you can closely
track what everyone is doing,
but being watched and
monitored makes employees
less likely to take risks and be
innovative pg. 128

The Apprentice Model

Early Leadership Lessons

Tandem Training

Succession Confirmation
Permission

To succeed or fail

Provision

Emerging Leaders

Cultivates humility

Changes ones methods

Energizes

Starting the Emerging Leader

Conversation

How do I do this?
Who or what is that?
Why is that?
Can you tell me a story?
What kind of relationship
do we have?

BUT First Above All

Empowering Young Leader

THANK YOU!!!