✰ THEORIES IN LEADERSHIP & MANAGEMENT ELEMENTS OF MANAGEMENT

1. GREAT MAN Planning Organizing

→ Leaders are born, not made Staffing Directing
Control
2. TRAIT THEORY
→ The leadership traits of parents are transferred PLANNING
to their offspring → Pre-determining a course of action in order to
arrive at a desired result
3. SITUATIONAL THEORY/ CONTINGENCY
→ Leaders can adapt to the situation TYPES OF PLANNING
a. Strategic Planning
4. BEHAVIORAL THEORY → Long range planning
→ Leadership can be learned (made), not born → Extends from 3-5 years in the future

5. TRANSACTIONAL/ MANAGEMENT THEORY b. Operational Planning

Mnemonic: PAL → Short range planning
L: → Day to day span
A:
P: ✰ FORMULA IN PLANNING
5Ws + 1C + 1H = Planning
6. TRANSFORMATIONAL/ RELATIONSHIP (WHAT, WHEN, WHERE, WHO, WHY) + CAN +
THEORY HOW
→ Has a vision (has a long-term goal)
Mnemonic: CHUM
C ELEMENTS OF PLANNING
H
U VISION
M → Desired future condition

GOAL
7. PARTICIPATIVE THEORY → Future roles and function of the organization with
→ Leader asks for suggestions and opinions of the specific timeframe
member before arriving on a final decision
MISSION
8. PATH GOAL THEORY Mnemonic: TR Service
→ Leader inspires the members towards the T:
achievement of their goal R
SERVICE
9. BLAKE MOUTON MANAGERIAL GRID

PHILOSOPHY
→ Beliefs and values that directs practice

OBJECTIVE
→ Specific actions in order to achieve the other
elemenets of planning (to reach the goal, mission,
vision)

BUDGET
Mnemonic: FAP
F:
A:
P:
TYPES OF BUDGET
1. Revenue Budget d. Outward Communication
→ expected generated income of the organization → staff to patient
within 1 year Examples:
1. Discharge plan
2. Expense Budget 2. Health teaching
→ Expected activity in operational and financial term 3. Community Diagnosis
in 1 year
AUTHORITY
3. Capital Budget → Right to make decisions without approval of
→ Outlines programmed acquisition, disposals, and higher administrators
improvement in institutions' physical capacity
Types of Authority
4. Cash Budget a. Line Authority
→ Money on hand of the organization → starts from top to subordinates (delegate)

ORGANIZING b. Staff Authority

→ establishing formal authority → Pure advise, recommendations, suggestions,
support and offering services
LEVELS OF MANAGERS
c. Functional Authority
a. TOP LEVEL MANAGERS → Authority given to a person or department over a
→ creates strategic planning specific task
→ creates rules, regulations, and policies → Delegates task to a committee.
→ establishes the mission, vision, philosophy
→ makes the final decision ROLE
→ Set of behaviors expected to an individual

b. MIDDLE LEVEL MANAGERS POWER

→ creates both strategic and operational planning → Right to "practice" your authority
→ responsible for implementation of rules and
regulations Types of Power
→ responsible for coordinating the effort of first level Coercive Power
towards the top level → AKA: Punitive power
→ Ability to give punishment
c. FIRST LEVEL MANAGERS Legitimate Power
→ creates only operational planning → Power that comes from a position ( from
→ deals with immediate problem of the organization administrative position)
→ first line of defense of the organization Expert Power
→ Power based on knowledge/ skills of an individual
Reward Power
CONCEPTS OF ORGANIZING → Opposite of coercive power
→ Ability to give reward/ incentive everytime there is
COMMUNICATION (INTERPERSONAL) a good output or performance
→ exchange of ideas and information R: Referent Power
→ Starts with staff nurse → Ability to persuade people using charm/ charisma

Lines of Communication STATUS

a. Upward Communication → Refers on ranks/position depending on the
→ staff nurse to manager competence (skills and abilities) of an individual.

b. Downward Communication PRINCIPLES OF ORGANIZING

→ From managers to staff
CHAIN OF COMMAND
c. Horizontal communication → Links all person in the organization and who
→ staff to staff reports to whom
→ Starts from top to subordinate 3. Straight Line
→ "formal" or "direct" relationship
Two types of Chain of Command: → indicates that you are a part of the organization
1. Scalar Principle or hierarchy
→ Manager delegates to a subordinate 4. Rectangle
→ Indicates the person, departments, and positions
2. Unity of Command
→ Employee should only report to one superior 5. Arrow
→ Represents flow of communication
HOMOGENOUS ASSIGNMENT → Starts at Staff Nurse
→ Employees who perform similar task should be
grouped together to accomplish one goal Types of Organizational Chart
1. Tall or vertical
EXCEPTION PRINCIPLE → Limited number of personnel per manager
→ First level managers has the right to make a → Limited span of control
decision, but only in routinary and common situation → AKA pyramid

DECENTRALIZATION 2. Flat/ Departmentalization

 A process of giving specified decision making to → Wider span of control
the lower levels of the organization → Seen on the org chart of the entire hospital
structure
SPAN OF CONTROL
→ Number of workers that a supervisor can STAFFING
effectively manage is limited. → Assigning competent people to fill the roles
Depends on the number which one supervisor can designed in the hierarchy.
teach, assist, and help to reach the objective
Scheduling
→ A timetable showing the number of off duties, on
ELEMENTS OF ORGANIZING duty, and relievers needed on that day

JOB DESCRIPTION Types of Scheduling

→ Set of duties and responsibilities that are specific 1. Centralized
for each job → Chief nurse is the one who writes/ creates the
schedule for the whole month
ORGANIZATIONAL STRUCTURE 2. Decentralized
→ It is a process of: → HN or managers are the one who creates the
a. Forming groups schedule for every cut off
b. Chain of command 3. Cyclical
c. Span of control → A schedule that shifts every week (now AM, next
d. Lines of communication PM, then AM)
= Entire organizational chart

CLASSIFICATION OF PATIENTS
ORGANIZATIONAL CHART
→ Backbone/ skeleton of the organization LEVEL 1: Self- Care or Minimal Care
Patient types:
Components of an Organizational Chart Ratio:
1. Broken Line NCH:
→ Informal or advisory position
→ Not part of the organization LEVEL 2: Moderate Care/ Intermediate
→ not accountable sa baba Patient types:
Ratio:
2. Box NCH:
→ Indicates authority level of position
→ Mas malaki ang box ng may authority LEVEL 3: Total, Complete, or Intensive Care
Patient types:
Ratio: LEADERSHIP STYLE
NCH:
PERMISSIVE, ULTRALIBERAL OR LAISSEZ-
LEVEL 4: Highly specialized Critical Care FAIRE STYLE
Patient type: Mnemonic: EPAAL
Ratio: E:
NCH: P:
A:
PATIENT CARE DELIVERY SYSTEM A:
L:
1. FUNCTIONAL NURSING
→ Task- oriented AUTOCRATIC/ THEORY X/ CENTRIC
LEADERSHIP
2. CASE NURSING/ TOTAL CARE NURSING → Leader makes decision without input from
→ One (1) nurse is responsible for total care if one member
(1) patient → Effective during emergency cases

3. TEAM NURSING
→ One (1) RN + two (2) or more personnel in DEMOCRATIC/ PARTICIPATIVE/ CONSULTATIVE
handling patient : Both the leader and the members make the
decision for the organization.
4. ✰ PRIMARY NURSING
→ One (1) RN is to small group of patient (3-5 or 4-6 SITUATIONAL/CONTINGENCY LEADERSHIP
patients) → Flexibility of leadership style

5. MODULAR METHOD CHARISMATIC LEADERSHIP

→ Combination of primary and team nursing → Uses charm to motivate the people

6. CASE MANAGEMENT SERVANT LEADERSHIP

→ Like functional, pero ang dinidivide ay case ng → Leadership by example
patient

DIRECTING CONFLICT MANAGEMENT

→ Heart of management → Resolving disputes in the hospital
→ Process of overseeing and directing the
performance of personnel STRATEGIES IN CONFLIC MANAGEMENT
Forcing
DECISION MAKING STYLE → I win, you lose
1. Authoritative Accommodating
→ Leader makes decision → I lose, you win
2. Consultative Avoiding
→ Consults the team → I lose, you lose
Compromising
DELEGATION → I win some, you win some
→ Transferring of responsibility from higher to lower C: Collaborating
authority → Win- win solution

CONTROLLING
→ Evaluation of performance of personnel
: The process of assessing the performance of the
employees

Basis: standard developed during the planning

phase
ELEMENTS
1. Performance Apprasial
→ Evaluation of performance based on the
standard

2. Quality Assurance
→ Evaluation of the degree of excellence (of
services) based on the health outcome

3. Control of Resources
: Periodic review of the utilization of all the materials
and supplies used by each unit

4. Discipline
: Obedience to rules/ policies of the organization
: Making the employees responsible for their actions

NURSING AUDIT
: Evaluation of the medical and clinical records in
order to determine the effectiveness of nursing
interventions

TYPES OF NURSING AUDIT (SOP)

1. Structure Audit
: Evaluation of the setting where the nursing care is
given
: Includes the qualifications of personnel, their
financial composition, and other information about
the hospital itself

2. Outcome Audit
: Evaluation of the nursing intervention provided to
the patient

3. Process Audit
: Evaluation of the intervention itself (not the
outcome).
: Evaluation on how the care is given.