1. Nursing Leadership
&
Management
Dr. Ram Sharan Mehta
Medical-Surgical Nursing Department
R S Mehta, MSND, CON, BPKIHS 1

2. R S Mehta, MSND, CON, BPKIHS 2

3. Concepts:
Coordinate the individual efforts to
common goal: e.g.: Dharhara,
Singhdarbar, Tajmahal, Great wall of
china etc.
Approach of management:
productivity, process, decision
making, human relation, and
system approach.
R S MEHTA, MSND 3

4. Leadership

5. What is leadership?
Leading people
Influencing people
Commanding people
Guiding people

6. Types of Leaders
Leader by the position achieved
Leader by personality, charisma
Leader by moral example
Leader by power held
Intellectual leader
Leader because of ability to accomplish
things

7. Nursing Management
This is defined as the coordination
and integration of nursing resources by
applying the management process
to accomplish nursing care and
service goals and objectives
R S Mehta, MSND, CON, BPKIHS 7

8. FOUNDATIONS &
RESOURCES OF
MANAGEMENT
R S Mehta, MSND, CON, BPKIHS 8

9. 1.MEN
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10. 2.MONEY
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11. 3. MATERIALS
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12. 4.MACHINES
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13. 5. Time Management
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14. What is the Difference
between a MANAGEMENT
AND LEADERSHIP?
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15. LEADERSHIP
To Guide, to go before and
show the way
Leadership is the art of
developing people
R S Mehta, MSND, CON, BPKIHS 15

16. MANAGEMENT
Is a process by which cooperative
group directs actions towards
common goals.
It involves techniques by which
distinguished group of people
coordinates the services of people
R S Mehta, MSND, CON, BPKIHS 16

17. 17
R S Mehta, MSND, CON, BPKIHS

18. Managers vs. Leaders
Managers Leaders
Focus on things Focus on people
Do things right Do the right things
Plan Inspire
Organize Influence
Direct Motivate
Control Build
Follows the rules Shape entities

19. Common Activities
Planning
Organizing
Directing
Controlling

20. Planning
Manager Leader
Planning Devises strategy
Budgeting Sets direction
Sets targets Creates vision
Establishes
detailed steps
Allocates resources

21. Organizing
Manager Leader
Creates structure Gets people on board
Job descriptions for strategy
Staffing Communication
Hierarchy Networks
Delegates
Training

22. Directing Work
Manager Leader
Solves problems Empowers
people
Negotiates
Cheerleader
Brings to
consensus

23. Controlling
Manager Leader
Implements control Motivate
systems
Inspire
Performance
Gives sense of
measures
accomplishment
Identifies variances
Fixes variances

24. Why do we have to study MANAGEMENT AND
LEADERSHIP?
nurses must realize that
they have to keep up with
the many changes in the
health care system and its
delivery of services to the
people
Nurses believe that leaders
are made and not born!!!!
R S Mehta, MSND, CON, BPKIHS 24

25. ROLE OF MANAGERS
The basic roles performed by
managers as
1. INTERPERSONAL,
2. INFORMATIONAL,
3. DECISIONAL
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26. 1.INTERPERSONAL ROLE
As a leader who:
Hires
Trains
Encourages
Fires
Remunerates
Judges
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27. As a LIASON officer between
outside contracts such as the
community, suppliers and the
organization
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28. 2.INFORMATIONAL ROLE
One who monitors information
Disseminates information from both
external and internal sources
As a spokesperson or representative
of the organization.
She represents the subordinates to
superiors and the upper management
to the subordinates
R S Mehta, MSND, CON, BPKIHS 28

29. 3.DECISIONAL ROLE
Problem discoverer, a designer to
improve projects that direct and
control change in the organization
As a Negotiator when conflicts arise
1. PROBLEM SOLVER
2. TROUBLE SHOOTER
3. NEGOTIATOR
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30. DEVELOPING FUTURE MANAGERS
Managerial development programs are very
useful means of getting qualified managers.
The necessary fundamental skills of a
manager are:
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31. a. TECHNICAL SKILLS
Relate to the proficiency in performing an
activity in the correct manner with the right
technique
b. HUMAN RELATIONSHIP SKILLS
Pertains to dealing with people and how to “Get
Along with them”
c. CONCEPTUAL SKILLS
Deal with the ability to see individual matters as
they relate to the total picture and to develop
creative ways of identifying pertinent factors,
responding to the big problems, and discarding
irrelevant facts
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32. Approach in developing managers
emphasizes:
1.ATTITUDE FACTORS
2. KNOWLEDGE FACTORS
3. ABILITY FACTORS
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33. a. ATTITUDE FACTORS
Interest in one’s work
Confidence in one’s mental competence
Desire to accept one’s responsibility
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34. b. KNOWLEDGE FACTORS
> Refers to ideas, concepts or principles
that can be expressed and are accepted
because they have logical proofs
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35. c. ABILITY FACTORS
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36. Include skills, art, judgment and
wisdom
Nursing Service Administrators are
required to be academically prepared
Prior to promotion or holding of
managerial positions, nurses who have
the potential to become administrators
are asked to participate in managerial
staff development programs
(e.g. Singapore CGH, 2 weeks training)
R S Mehta, MSND, CON, BPKIHS 36

37. LEVELS OF MANAGEMENT
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38. 1. TOP MANAGEMENT
Overall operations of nursing
services, establishes goals,
objectives, policies and
strategies
Chief nurse, Director, Matron
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39. 2. MIDDLE MANAGEMENT
Coordinator of nursing activities of
several units
Supervisor, Coordinator
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40. 3. FIRST LEVEL MANAGEMENT
Responsible for production of
nursing services; act as links
between higher level managers
and non-managers
Ward Incharge, Head nurse,
Team leader
R S Mehta, MSND, CON, BPKIHS 40

41. LEADERSHIP ROLES
TOP --------------------------------ADMINISTRATOR
MIDDLE---------------------------SUPERVISORS
FIRST LINE-----------------------HEADNURSES/SENIOR
NURSES
OPERATIONAL LEVEL----------STAFF NURSES/ ANMs
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42. Three basic competences
Level of I
management
II
III
Technical skills Interpersonal skills Conceptual skills

43. TYPE OF ORGANIZATIONAL STRUCTURES
1. Bureaucratic
Commonly called line structures or staff
organizations seen in large healthcare facilities
Advantage:
Clearly defines authority and responsibility
Disadvantages:
Transfer workers
Produces monotony
Restricts upward communication
R S Mehta, MSND, CON, BPKIHS 43

44. 2. Ad hoc
Used on a temporary basis to complete a
particular project (e.g. Kala-azar Project)
Usually disbanded after a project is completed
Advantage:
Serves as a way for professionals to handle
the situations
Disadvantages:
1. Decreases strength in the formal chain of command
2. Decreases employees' loyalty to the parent
organization
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45. 3. Matrix
Focuses on both product and function, with
emphasis on the required task and the end-
result of the function (e.g. Car Factory)
Advantages:
1. Centralizes expertise
2. Less formal rules
3. Fewer levels of hierarchy
Disadvantage:
Slow decision-making can produce confusion
and frustration R S Mehta, MSND, CON, BPKIHS 45

46. Role of Leader:
Risk taker
Influencer
Change agent
Good communicator
Mentor
Critical thinker
Good listener
Forecaster
Energizer
Visionary
Problem solver and
Role model.
R S Mehta, MSND, CON, BPKIHS 46

47. Nothing is more dangerous
than an idea when it’s the
only one you have.
– Emile
R S Mehta, MSND, CON, BPKIHS 47

48. Manage Oneself
Be self-aware Types of help
Define your Technical
leadership style Political
Get advice and Personal
counsel Advisor traits
Advice is from Competent
expert to leader Trustworthy
Counsel is insight Enhance your status

49. How Far Can You Go?

50. Thank You
R S Mehta, MSND, CON, BPKIHS 50