Blue Water Flow

							Kepemimpinan Dalam
    Keperawatan
 Debie Dahlia, SKp., MHSM., ETN




                                  Page 1
                      Background
• Nursing, in any role, is a people business
• Nurses are becoming a part of a work group where members
  spend at least a third of their day interacting with each other
• Therefore, nurses must be prepared to use interpersonal,
  leadership, and management skills to be effective in their role
  as a provider of patient care




                                                            Page 2
     Management versus Leadership
What Is the Difference Between Management and Leadership?

• Although the terms management and leadership are
  frequently interchanged, they do not have the same meaning.
• A leader selects and assumes the role ; A manager is assigned
  or appointed to the role




                                                           Page 3
 Management versus Leadership
• Managers have responsibility for organizational goals and the
  performance of organizational tasks
• Managers, as a providers of care, supervise a team of people
  who are working to help patients achieve their defined
  outcomes
• Leaders are effective at influencing others




                                                          Page 4
      The Functions of Management
• Management is a problem-oriented process with similarities to the
  nursing process
• Management is needed whenever two or more individuals work
  together toward a common goal
• The manager coordinates the activities of the group to maintain
  balance and direction
• There are generally four functions the manager performs:
  planning, organizing, directing and controlling




                                                               Page 5
   What Is Meant by Management Style ?
• The management style in nursing practice vary from
  autocratic to laissez faire style
• The autocratic manager uses an authoritarian approach to
  direct the activities of others
• This individual makes most of the decisions alone without
  input from other staff members
• The emphasis on the tasks to be done, with less focus on the
  individual staff members who perform the tasks.




                                                           Page 6
• On the other end of the continuum is the laissez-faire
  manager, who maintains a permissive climate with little
  direction or control exerted
• This manager allows staff members to make and implement
  decisions independently and relinquishes most of his or her
  power and responsibility to them




                                                           Page 7
• In the middle of the continuum is the democratic manager
• This manager is people-oriented & emphasizes effective
  group functioning
• The goals of the group are identified, & manager is perceived
  as a group member who is also its organizer & who keeps the
  group moving in the defined direction.




                                                           Page 8
• In choosing a management style, the manager must decide on
  levels of control and freedom and then determine which trade-offs
  are acceptable in each particular situation.
• Leadership, in contrast, is a way of behaving; it is the ability to
  cause others to respond, not because they have to but they want to
  respond.
• Leadership is needed as much as management for effective group
  functioning but each role has its place.
• The leader focuses a group’s efforts on indentifying goals and
                carrying out the activities needed to reach those
                        goals.




                                                                Page 9
According to Mannion (1998), the major differences between Manager
& Leader are:
• Leaders focuses on effectiveness, and managers focus on efficiency
• Leader ask what and why, managers ask how
• Leaders deal with people and relationships, and Managers deal
   with systems, control, and policies
• Leaders initiate innovation, and Managers maintain the status quo
• Leaders look to the horizon, and Managers look to the bottom line




                                                               Page 10
     Surviving And Thriving As A Leader
1.   The leader must maintain balance
2.   The leader must generate self-motivation
3.   The leader must work to build self-confidence
4.   The leader must listen to his/her constituent
5.   The leader must have a positive attitude




                                                     Page 11
               The Nurse as Leader
Professional nurse assume leadership in relationship:
• With clients
• With peers                         • To influence change and
• With other colleagues              • To enable client to make
• With political leaders                optimal choices for health
• With public at large




                                                             Page 12
            The Nurse As Leader
Leadership Within the Workplaces
• Staff Nurse as Leader
• Nurse Manager as Leader
• Nurse executive as Leader
• Nurse Student as Leader
Leadership in the Community




                                   Page 13
• Leadership is what gives nursing its vision and its abilities to
  transform clients’ health.
• This transformation occurs through the leaders’ translation of
  vision into reality with clients.
• In the transformational, the nurse leader is the coordinator of
  communication.




                                                              Page 14
      Leadership in relation with client




       Transformational Leadership




Sharing of power rather than the wielding of
     power by the nurse over the client




   Both participants influence each other




                                               Page 15
  Role of the Professional Nurse as Patient care
                Managers/Leaders
Nurse enters
Relationship    Assessment     Nursing diagnoses




                                 Planning



                  Evaluation      Implementing Intervention




                                                      Page 16
      Peran dan Fungsi Kepemimpinan Dalam
            Manajemen Keperawatan
1.   Planning
2.   Organizing
3.   Staffing
4.   Directing
5.   Controlling




                                            Page 17
          Leadership Roles in Planning
1. Assesses the organization internal & external environment
2. Demonstrates visionary, innovative, and creative thinking in
   organizational
3. Influences and inspires group members
4. Periodically completes value clarification to increase self-
   awareness




                                                           Page 18
5. Encourages subordinates toward value clarification by
   actively listening and providing feedback
6. Communicates and clarifies organizational goals and values
   to subordinates
7. Encourages subordinates to be involved in policy formation,
   policies, procedures, and rules




                                                          Page 19
Leadership Roles With Organizational Structure

1. Evaluates the organizational structure frequently to
   determine if management position can be eliminated to
   reduce the chain of command
2. Encourage employees to follow the chain of command
3. Supports personnel in advisory (staff) positions
4. Models responsibility and accountability for subordinates




                                                          Page 20
5. Assists nursing staff to see how their roles are congruent
   with and complement the common organizational task
6. Facilities informal group structure
7. Encourages upward communication
8. Counsels employees who do not follow chain of command
9. Uses committees to facilitate group goals, not delay
   decisions




                                                           Page 21
  Leadership Roles in Organizing Patient Care

1. Periodically evaluates the effectiveness of the organizational
   structure for the delivery of patient care
2. Determines if adequate resources and support exist before
   making any change
3. Examines the human element in work redesign and supports
   personnel during adjustment to change
4. Inspires the work group toward a team effort




                                                            Page 22
5. Examines the unit philosophy to ensure it supports any
   changes in patient care delivery system
6. Uses scientific research to support changes in nursing care
   delivery model
7. Ensures that nursing care delivery model advances the
   professional nursing




                                                           Page 23
                        Staffing
1. Plans for future staffing needs proactively
2. Uses the interview process as a means to promote the
   organization’s image
3. Periodically review induction and orientation programs to
   ascertain they are meeting until needs
4. Ensures that each new employee understands appropriate
   organizational policies




                                                          Page 24
5. Infuses a team spirit among employees
6. Serves as a role model to all employees and a mentor to
   select employees
7. Observes carefully for signs of knowledge or skill deficit in
   new employees and intervenes appropriately




                                                               Page 25
                       Directing
1. Recognizes each worker as a unique individual
2. Maintains a positive and enthusiastic image as a role model
   to subordinates
3. Demonstrates through actions and words a belief in
   subordinates that they desire to meet organizational goals
4. Understands and appropriately uses the informal
   communication network in the organization
                 5. Appropriately observes and interprets
                   verbal and nonverbal communication of
                   followers



                                                          Page 26
                     Controlling
1. Encourages followers to be actively involved in the quality
   control process
2. Uses control as a method of determining why goals were not
   met
3. Supports/actively participates in research efforts to identify
   and measure “nursing-sensitive” patient outcomes
4. Uses the appraisal process to motivate employees and
   promote growth




                                                            Page 27
5. Develops employee trust by being honest and fair when
   evaluating performance
6. Provides ongoing support to employee attempting to
   correct performance deficiencies




                                                           Page 28
Thank You
Be A Good Leader
      and
    Manager

                   Page 29