Leading toward Effective Management

Members of the interdisciplinary team are frustrated because two members are providing patient counsel contrary to the agreed upon plan of care. Consider this scenario and address the following.

In a two-paragraph email to your supervisor, explain how you will lead toward effective management to address the issue. Include the theory or framework underpinning your action, as well as any micro, meso, or macro level interventions. Remember, this is in the format of an email; therefore, it should be concise with a summarized action plan.

*Attached weekend lecture with theories*

  *Comment and indication by the professor: I recommend that you approach the topic in either of three ways:
Introduce your email to the supervisor by explaining your approach to this scenario as its leader based on either a management theory, a leadership theory, or a synthesis of both that seem to work best with your leadership style. Then present the email to explain to the supervisor how you will lead toward effective management to address the issue with those scientific underpinnings as your foundation for leadership behavior.

2. The second variation of this is to present that same email to the supervisor (as described above) and then have a follow-up paragraph after the email that explains it in more detail (as described above)

3. Present only an email that explains your leadership approach to the supervisor, and then explain to the supervisor how you arrived at that approach using management and leadership theories to direct your actions.

All three of those methods have been used by students successfully. 

Management Function and Theories

The American Association of Colleges of Nursing (AACN, 2006) Essential II for doctoral education for advanced nursing practice, upon which this course and lesson are predicated, outlines organizational leadership which must be based on a good understanding of historical organizational management theory.

Function 1 = Planning

Question: Planning is the process of getting organized to function as a whole. Provide an example of planning, then click to view the expert’s example.

Expert’s example: A nurse manager initiates planning through strategic and tactical steps in planning for the organization and/or healthcare intervention. There are two types of planning, strategic and tactical. Strategic involves long-term planning to achieve the organization’s mission and goals. Tactical planning is more short-term decision making for operational management, such as the allocation of resources, scheduling staff, and carrying out the daily routine.

Function 2 = Organization

Question: The next step in the traditional management process is organizing. As a prospective DNP leader, what functions do you foresee in the organization process?

Expert’s example: Organizing is typically the creation of order and structure (Conkright, 2015) to implement the planning that has been accomplished. A nurse manager creates a staffing schedule, arranges educational opportunities to meet operational needs, and positions staff to leverage skill sets for patient care. Organizing is applying appropriate power to ensure engagement of operational assets are being effectively applied so that outcomes match those which are anticipated.

Function 3 = Leading

Question: Much like Fredrick Taylor’s scientific management principles in the early 1900’s, Fayol’s ideas of leadership were similarly precise and focused on training managers (Marquis & Huston, 2017). From your exploration, what might be functions of traditional leading that you might use as a DNP leader?

Expert’s example: Both Taylor and Fayol stressed supervising as a management function. One traditional management saying was that you get what you inspect, not what you expect. The application today is that a good supervisor must trust but verify results. Many other traditional management leadership functions are still applicable for today’s DNP leader: motivating, delegating, and even collaborating evolved from these early principles.

Function 4 = Controlling

Question: Traditionally, Fayol’s idea of controlling was adapting to changing circumstances (Conkright, 2015). What can you learn from this traditional approach that you might apply today as a DNP leader?

Expert’s example: Controlling is a management function of assessing performance and adjusting actions to accomplish organizational goals. However, controlling is not just reactive, but at its best, is also proactive such that the seasoned manager anticipates deviation from the goal and plans to prevent or otherwise overcome anticipated events. Other examples of controlling are evaluative processes such as practice standards, quality improvement plans, audits, total quality management, and accreditation.

Management is both an art and a science. It’s commonplace for managers to use more than one theory in order to achieve productivity or organizational goals. It is also important for managers to understand these different theories and know how to implement them. Let’s discuss four popular management theories.

Taylor is considered to be the father of scientific management theory. His four principles were based on (a) division and specialization of labor, (b) adherence to a chain of command, (c) structure of organization, and (d) span of control. Taylor considered staff to be a means to an end, with the end justifying the means. He believed in standardizing job performance in which each job has explicit motion rules, standardized elements, and appropriate conditions of working. The focus of scientific management theory is production efficiency. Scientific management theory fits well with a transactional leadership style.

Henri Fayol is considered to be the father of classical management theory. His five principles were based on (a) foresight, (b) organization, (c) command, (d) coordination, and (e) control.

These rules form the basis for today’s four functions of management previously discussed (planning, organizing, leading, and controlling). Mary Parker Follett modified Fayol’s approach. She believed that combining talents of individuals in forming groups functions for a greater good. We see this notion preserved in current-day 360-degree feedback surveys.

Max Weber expanded on the classical approach to management as well. Weber valued principles of logic, order, and legitimate authority. Clear labor divisions and a hierarchical structure were combined with formalized rules and procedures.

Classical management leads to impersonality with staff and careers focused solely on merit. Classical management theory fits well with a transactional leadership style, although there is some recognition for the unique talents staff bring to an organization.

Human Relations Theory is also known as the Hawthorne effect. Mayo’s research found that one of the groups studied had increased productivity due to the attention given them.

What do you think motivates employees to come to work? According to the theories: Individual attention aligns with the human relations theories. Employee motivation is important increasing productivity. The approach that you take will have a significant impact on your ability to motivate your team members. So, it’s important to understand how your perceptions of what motivates them can shape your management style.

Situational and Contingency Leadership Theories

Mary Parker Follett (Marquis & Huston, 2017) popularized the idea that a leader’s style should match the situation and even the individuals involved in the situation. Today, this idea has grown into a successful model, outlined by Dr. Paul Hersey’s (1985) The Situational Leader and developed into a modern theory by Hersey and Blanchard (1977). Success in leading depends on who well leadership style is adapted to the situation, specifically in the styles of directing, coaching, supporting, and delegating. Contingency theory is similar and stresses the interrelationships between the leader and those being led.

Servant Leadership Theory

Greenleaf’s (2002) servant leader is simply leadership serving others or leadership in the service of others (Chism, 2016). The leader serves others in such a way to ensure that others can fulfill their roles, professionally and personally. There are a number of ways servant leadership can be demonstrated (such as being authentic) and several distinct ways servant leadership is not like the popular conceptions of leadership (such as becoming a resource, not being in control). Chism (2016) outlines theses well and as you review them, think of other theories and leadership programs where these attributes have surfaced.

Transformational Versus

Transactional Leadership

Building on the concepts before them, transformational and transactional leadership styles have evolved today. Even though we tend to think of one as good and the other bad, both have a place in the leadership toolbox. Nevertheless, transformational leaders tend to be outward focused, positive, and inspiring while transactional leaders tend to be inward focused, negative, and discouraging.

Transformational Leadership

Transformational leadership has many of the same characteristics as servant leadership (Chism, 2016). Transformational leaders empower their followers (Marshall, 2017). They are dynamic individuals who recognize that their followers have unique abilities. They see their roles as leaders as roles in which they are responsible for finding the best fits for their followers. Their style is interactive and highly communicative. They demonstrate a vision for the future and inspire others to share in that vision.

Transactional Leadership

Transactional leaders are more concerned with maintaining the status quo (Sullivan & Decker, 2008). Rather than seeing the big picture, transactional leaders focus on details. They are sometimes accused of paralysis by analysis. They are unilateral leaders and function best in a no-growth environment. The transactional leader is not extrinsically motivated. They are more methodical and protective of followers who go through the motions rather than reach outside of the box.

Quantum Leadership and Quantum Caring Leadership: In addition to transformational leadership styles, Quantum Leadership has also been described as a transforming style that leads from the future (Porter-O’Grady & Malloch, 2011). In an era of rapid healthcare change, new roles for leadership are necessitated. Quantum leadership means having the ability to anticipate future trends and then engaging innovative strategies to achieve potential future outcomes. Leaders must manifest the skills, knowledge, and integrative abilities to encourage others to reach an ever-higher level of function. Such leaders are inspirational and charismatic. A quantum leader creates nurturing relationships, empowers others, and provides a moral compass while leading from an Ethic of Care (Sorbello, 2008).

The extension of Quantum Leadership for practice scholars can be defined by Quantum Caring Leadership (Watson et al., 2018). This synthesized concept blends the caring sciences with quantum sciences to provide theoretical foundation to dynamic, universal leadership that incorporates the intent of relationship-based care, patient-centered care, universal connectedness, mindful leadership, the ethic of care, and many of the other caring concepts this course has explored into an operational, unitary whole.

References

American Association of Colleges of Nursing. (2006). Essentials of doctoral education for advanced nursing practice. http://www.aacnnursing.org/Portals/42/Publications/DNPEssentials

Burns, J. M. (2003). Transforming leadership. Grove/Atlantic, Inc.

Chism, L. A. (2019). The Doctor of Nursing Practice: A guidebook for role development and professional issues (4th ed.). Jones & Bartlett.

Conkright, T. A. (2015). Using the four functions of management for sustainable employee engagement. Performance Improvement, 54(8), 15-21. https://doi.org/10.1002/pfi.21506

Greenleaf, R. K. (2002). Servant leadership: A journey into the nature of legitimate power and greatness (25th Anniversary Edition). Paulist Press.

Hersey, P. (1985). The situational leader (4th ed.). Warner Books.

Hersey, P., & Blanchard, K. H. (1977). Management of organizational behavior: Utilizing human resources (3rd ed.). Prentice Hall.

Marquis, B. L., & Huston, C. J. (2017). Leadership roles and management functions in nursing: Theory and application (9th ed.). Wolters Kluwer.

Marshall, E. S. & Broome, M. E. (2017). Transformational leadership in nursing: From expert clinician to influential leader (2nd ed.). Springer Publishing Company.

Porter-O’Grady, T., & Malloch, K. (2011). Quantum leadership: Advancing innovation, transforming healthcare (3rd ed.). Jones & Bartlett Publishers.

Sorbello, B. (2008). The nurse administrator as caring person: A synoptic analysis applying caring philosophy, Ray’s ethical theory of existential authenticity, the ethic of justice, and the ethic of care. International Journal for Human Caring, 12(1), 44-49. https://web-a-ebscohost-com.chamberlainuniversity.idm.oclc.org/ehost/detail/detail?vid=0&sid=0fd971fb-c7f3-4d7c-8eda-71c6acb325c8%40sdc-v-sessmgr03&bdata=JnNpdGU9ZWhvc3QtbGl2ZSZzY29wZT1zaXRl#AN=105909168&db=ccm

Sullivan, E. J., & Decker, P. J. (2008). Effective leadership and management in nursing (7th ed.). Pearson Hall.

Watson, J., Porter-O’Grady, T., Horton-Deutsch, S., & Malloch, K. (2018). Quantum caring leadership: Integrating quantum leadership with caring science. Nursing Science Quarterly, 31(3), 253-258. https://doi.org/10.1177/0894318418774893