Nursing Leadership- Dr. Whelan

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NurseFaith
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Nursing Leadership- Dr. Whelan
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2015-02-11 21:45:50
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Nursing Leadership Dr Whelan
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Nursing Leadership Dr. Whelan
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  1. Use of skills to influence others to perform to the best of their ability
    Leadership
  2. Leaders engage others to pursue:
    the same goals! (reduce infection rates, cost savings ideas, etc)
  3. Management is:
    Coordination, Planning and Organizing
  4. First nursing leader that took action of infection rates during Crimean War
    Florence Nightingale
  5. Basic competencies of leadership as a nurse:
    Diagnose (assess/understand situation)

    Adapt (connect current situation to what you want to achieve)

    Communication Skills (have to have effective communication skills in order to achieve your goals!)
  6. Traits of a Leader:
    • Heart of Warrior
    • Mind of a Scholar
    • Eyes of an Eagle
    • Hide of Crocodile

    ...you must be able to fight for what you believe in...be smart and on top of the game because there are always others out there doing the same
  7. Main reason people leave their jobs is:
    because of their leader....

    If the leader doesn't show they care about staff and personal interest in them, or provide opportunities for growth and development the staff will leave
  8. Qualities of a Leader
    • Integrity-- honest/trustworthy
    • Courage-- takes risks
    • Initiative-- acting on ideas
    • Energy-- being energetic
    • Optimism-- not getting discouraged
    • Perseverance-- not giving up
    • Generosity-- freely sharing credit/interest
    • Balance-- work and family
    • Ability to handle stress-- saves energy
    • Self-Awareness-- before understandin others
  9. Behaviors of a leader
    Setting priorities-- evaluate, eliminate, estimate

    Thinking critically-- willing to ask questions/ open to new ideas or ways of doing things

    Solving problems-- staff/pt problems, paperwork problems

    Respecting and valuing others-- recognize the difference in people and learning how to work with those differences 

    Communicate skillfully-- listening to others, exchanging info, providing feedback (a lot of people want positive feedback from leader)

    Set goals, share vision-- future

    Develop self and others-- continue to learn and encourage staff to do the same
  10. Knowledge and Skills for Nursing Managers:
    Relationship building (teamwork/mentoring)

    Professionalism

    Advanced clinical expertise (know/understand everything your staff is doing)

    Human resource management

    Financial management

    Coordination of patient care

    ***Present yourself as professional always!
  11. Leadership styles:
    • Autocratic
    • Democratic
    • Shared Decision Making
    • Laissez-Faire
    • Mean
  12. Unit is usually ____ with laissez-faire leadership style
    CHAOS!
  13. Theories of Leadership:
    • Systems
    • Theory X/Y
    • Servant Leadership/Caring
    • Situational
    • Transformational
    • Moral
  14. Use of control and punishment because I think employees do as little as possible...scream/yell, loose patience
    Theory X (hand-in-hand with autocratic)
  15. Work is rewarding and staff really want to do a good job...leader mentors and coaches staff
    Theory Y
  16. People have value as people not just workers...leaders choose to serve first, lead second...aware of other's feelings...leads from front not behind; first to feel the assault/criticism...they LISTEN...competent in leadership and clinical practice
    Servant Leadership
  17. Recognizes the complexity of work situations and encourages the leader to consider the factors when deciding what action to take
    Situational Leadership Theory
  18. Leader stimulates/inspires, empowers staff; aligns objectives/goals of the group to larger organization
    Transformational Leadership Theory
  19. Remaining honest and socially responsible; caring about people; A lot of ethical decisions are made
    Moral Leadership Theory
  20. Nursing managers may be involved in ____ on different levels (between individuals on unit, as supervisors on unit, representatives of unit)
    Conflict
  21. Well managed conflict can stimulate ____
    Competition
  22. Successful Methods of Conflict Management:
    Negotiation (give/take on various issues; consensus won't be reached)

    Collaboration (satisfies both parties concerns)

    Compromise (divide rewards between parties; neither gets what they want)
  23. Basic rules to conflict resolution
    Protect each party's self-respect

    No blaming

    Open discussion between each participant

    Both parties have to listen to each other

    ID key themes and restate at frequent intervals

    Develop alternative solutions

    Follow up plan on progress
  24. Key coaching behaviors:
    —State the problem, do not attack the person

    —State how the problem affects the organization/department

    —Ask why the problem occurred

    —Ask for suggestions on how to solve the problem

    —Agree on steps for resolution and document

    —Agree to a specific follow up date
  25. Key behaviors in discipline:
    —Define problem in terms of lack of improvement

    —Ask for and listen to reasons for continued behavior

    —Explain why behavior can’t continue

    —If discipline action is called for, tell what the action you must take and why

    —Agree on specific steps to solve problem and document

    —Set follow up date and outline next steps if problem is not corrected
  26. If coaching doesn't work, the next step is:
    Discipline

    • *always get the whole picture/facts
    • *Private
    • *never while angry
    • *always involve HR (they fire)
    • *3 strikes you're out
  27. Based on Equal Employment Opportunity Law, appraisals are done ____
    annually

    (salary increases; promotions; transfers; demotions; terminations)
  28. Guidelines for Performance Reviews:
    —In writing and given once a year to employees

    —Shared with employee and the employee should have the opportunity to respond in writing

    —Mechanism for appeal

    —Supervisor should have opportunity to observe employees performance

    —Notes should be kept on performance during the entire year and shared with the employee during the evaluation

    —Managers should be trained on how to do performance review

    • —Majority of review should be behavioral
    • based (what actions the person did or didn’t do) versus personality characteristics ( attitude, initiative)
  29. What the recruiting staff looks for:
    Be familiar with job descriptions and the skills. abilities, and knowledge required to perform the job

    Effective interview skills are key!!!
  30. Innappropriate interview questions as leader:
    Race, Color, Sex, Religion, Married or not, Children
  31. One of the nursing leader's main responsibilities is to assist their staff in developing:
    New skills and maintaining their competency in patient care
  32. Training/Nursing Care Model:
    Assessment of needs of staff

    Planning- finding resources to teach information and the right methods of teaching

    Implementation- trainers, materials

    Evaluation- costs, achievement, transfer of knowledge
  33. Financial implications for nurse managers:
    —Managers at unit level have direct responsibility for expenses of salaries and supplies.

    —Director level and above participate in budget planning and allocation of resources.

    —Nursing leaders have to be able to talk the language of finance in order to receive resources they need for operations.
  34. Most expensive costs to the hospital
    Nursing Salaries
  35. Key Financial Terms:
    —Service unit – basic unit of measure being produced by your department, i.e. patient days, number of visits/procedures, hours of operation.

    —Direct Costs – supplies and time spent taking care of patients.

    —Indirect Costs –costs that come from somewhere else, costs which are not direct patient care , i.e. laundry, food services, respiratory.

    —Fixed costs – costs which stay the same regardless of the level of activity/service, i.e. salaries of managers, education, electricity, heating and cooling, telephone.

    —Variable costs – costs which change based on volume.

    • —Mixed costs – costs which contain both fixed and variable costs.
  36. Budget that consists of costs for purchasing land, buildings, and equipment which should last a long time
    Capital Budget 

    (ie: monitors, cath lab rooms, etc)
  37. Budget that consists of day-to-day supplies for daily operation
    Operating Budget

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