1. Musa Abu Sbeih
Head of Nursing Affairs Department
Ibn Sina Hospital
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3. Do you know them?
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Definition of Leadership
Leadership is commonly
defined as a process of
influence whereby the leader
influences others toward goal
achievement
Some researchers – people
endowed with authority are
leaders

7. Definition of Leadership
 Leadership is a force that
creates a capacity among a
group of people to do
something that is different or
better
 Leadership – what leaders
do; the process of
influencing a group to
achieve goals
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8. Leader
 Is the one who practices leadership, that
is as an individual who influences another
individual or group to achieve particular
objectives.
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9. LEADER
May or may not have official
appointment to the position
Have power and authority to enforce
decisions only as long as followers
are willing to be led
May or may not be successful as
managers
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Characteristics of LEADERS
Integrity Think critically
Courage Solve problems
Initiative Respect person
Energy Listen
Optimism Skillful Communication
Perseverance Set goals
Balance Envision future
Ability to handle stress Develop oneself
Self-awareness Coach others
Any more ?!!!!!!

11. Characteristics of LEADERS
 Intelligence
 Knowledge
 Judgment
 Decisiveness
 Oral fluency
 Emotional intelligence
 Independence
 Personable
 Adaptability
 Creativeness
 cooperativeness
 Alertness
 Confidence
 Personal integrity
 Emotional balance and
control
 Ability
 Able to enlist cooperator
 Interpersonal skills
 Tact
 Diplomacy
 Prestige
 Social participation
 Nonconformity

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What leadership qualities do you
possess??
Use the previous
slides to consider
your own attributes
as a preceptor!!!!

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Leadership Styles
Authoritarian
 Strong control, directive
 Downward and directive
Democratic
 Subordinates involved in decision-making
 Lengthy process
Laissez-Faire
 Little or no direction
 Maximum freedom for individuals
Multicratic

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Consider: Salma is a nurse manager for a 50
bed Acute ward. She is focused on people and
relationship. Salam promotes and facilitates
group discussion and decision making.
Teamwork is the focus for any project and she
provides the necessary resources. She wants
everyone to have a role on the unit and input
into decisions.
 What leadership style is exhibited?
 Is this style effective in all situations?
 What leadership style do you prefer?
Democratic
No, not in situations where
immediate action needed.

15. Followership
The interpersonal process of
participation
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16. Types of Followers:
1. Passive
2. Sheepish
3. Unconcerned.
4. Effective Followers
Engage in enthusiastic, intelligent
and self-reliant in pursuing
organizational or group goals.
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The Effective Follower!
What is the effective follower?
Perceives the relationship between
institutional goals and personal goals
Views leader as working toward both
Need to both a leader and a follower
(interchangeable!)

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Qualities of a Good Follower!
Know these characteristics!
 Invest self in the organization and its goals
 Know your responsibilities as a follower
Job description
Report to whom?
Evaluated by whom?
 What is the leader’s role?
 Support leader and the group
 Follow channels of communication
 Stimulate leader and the group!

19. Management
 Definition:
The coordination and integration of resources
through planning, organizing, coordinating or
directing and controlling to accomplish specific
Institutional goals and objectives.
The process by which organizational goals are met
through the application of skills and the use of
resources.
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20. A manager
Definition
Manager comes from the “headship" (power
from position) category. He/she holds an
appointive or directive position in formal
organizations. Can be appointed for both
leadership and technical competencies.
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21. NURSING MANAGEMENT
Nursing management is the process
of working through nursing staff
members to provide care, cure and
comfort to Patients.
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22. Top managers- Who are responsible
for overall operations
Middle managers- Who coordinate
nursing activities of several units.
First line managers- Who are directly
responsible for actual production of
nursing services
TYPES OF MANAGERS
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Leadership vs Management
 “There is only one manager, but anyone can be a
leader if they act on their good ideas!”
 Leadership:
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 Influence based to reach a goal
 Informal designation: independent of
management
 Achieved positions; special skills
 Examples!

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Leadership vs Management
 Management:
Authority based: appointed
Formally designated
Assigned position
Replaced if poor manager; good
leadership skills help!

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The End

26. DELEGATION
“Preceptorship Point of View”

27. Definitions
Delegation- A critical skill in Nursing
Practice. Involves the transfer of
responsibility for the performance of an
activity from one individual to another while
retaining accountability for the outcome.
Supervision- Providing guidance for the
accomplishment of a task or activity, with
initial direction and periodic inspection of
the actual accomplishment of the task.
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28. Principles of Delegation
1. Know yourself and team members well.
2. Assess strengths, weaknesses, job
description, the situation and skills of
yourself and the team members.
3. Understand the practice limitations and
job description.
4. Know job requirements:
 Assess the assignment
 Diagnose the situation
 Plan appropriate strategies.
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29. Principles of Delegation:
5. Keep communication clear, complete
and constant:
 Communicate expectations
 Validate understanding.
 Provide ongoing communication.
6. Evaluate:
 Review what happen.
 Measure the results.
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30. Steps involved in Delegation
Select a capable person.
Explain the task and outcome to
occur.
Give necessary authority and means
for doing the job.
Arrange to keep in contact and give
feedback.
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31. Factors to consider when making a
Decision to Delegate
Potential for harm.
Complexity of the nursing activity.
Required problem solving and
innovation.
Predictability of outcome.
Extent of client interaction.
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32. Delegation
What factors influence decisions on what is
delegated ?
 Number and type of patients
 Number and type of staff
available
 Job description and
proficiency of staff
 “ You can delegate tasks and
authority, but not
responsibility”
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33. Rights of Delegation
1. Right Task
2. Right Circumstances
3. Right Person.
4. Right Direction/Communication.
5. Right Supervision.
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34. Pitfalls for Delegation
“I can do it better myself”!
Lack of ability to direct.
Lack of confidence in subordinates.
Lack of confidence in self
As aversion to taking a risk.
Need to feel indispensable and difficult
letting go.
Fear of losing authority/personal
satisfaction.
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35. What not to delegate
Personal Responsibility
Discipline of Employee
Recognition and Praise
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36. What Did You Learn Today?

37. The task of an effective manager is to
work toward bringing all forces that
influence the situation as close together as
possible.
To accomplish the management process,
the manager must know self, followers
and the character of the work situation and
be flexible enough to make necessary
adoptions or changes.
Leadership and Management
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38. Leadership is present in any group of
people regardless of age or setting, in
normal times or in times of crisis.
The leader’s behavior is crucial, because
the degree to which group activities are
understood and accepted strongly affects
the quality and quantity of work
performance.
Leadership and Management
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39. Managers develop through the work of
others.
Leaders depend on inner qualities for
personal growth.
Managers are interested in maintaining
routine and order in a controlled and
rational structure.
Leadership and Management
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40. Delegation
To direct, set a timeframe and
have a periodical review.
Delegation is for responsibility
not accountability.
Delegation incorporates the
right task delegated to the right
person with right
communication and right
feedback. 40

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