Nursing Leadership &
Management
Patricia Kelly-Heidenthal
0-7668-2508-6
Delmar Learning
Copyright © 2003 Delmar Learning, a Thomson Learning company
Chapter 8
Leadership and Management
Delmar Learning
Copyright © 2003 Delmar Learning, a Thomson Learning company
Objectives

Upon completion of this chapter, the reader should be
able to:
•
•
•
•
•
•
Define management.
Describe the management process.
List 10 roles that managers fulfill in an organization.
Explain management theories.
Discuss motivation theories.
Define leadership and explain its importance for
organizations.
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Objectives
•
•
•
•
Differentiate between leadership and management.
Describe characteristics of effective leaders.
Identify leadership styles.
Explain Hersey and Blanchard’s situational theory of
leadership.
• Discuss transformational leadership theory.
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Definition of Management

Management can be defined as a process of
coordinating actions and allocating resources to
achieve organizational goals.
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Management Theories
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Ideas of management can be found in ancient Samaria
and Egypt as early as 3000 B.C.
Most current understanding of management comes
from the later 1800s.
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Management Theories
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Scientific Management: 1900–1930
Bureaucratic Management: 1900–1920
Administrative Management: 1900–1930
Human Relations: 1930–1970
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Motivation Theories

Motivation is a process that occurs internally to
influence and direct a person’s behavior in order to
satisfy his or her needs.
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Maslow’s Hierarchy of Needs
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Needs occur in a hierarchy.
Needs must be satisfied at one level before a person is
motivated to satisfy needs at the next level.
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Hygiene and Motivation Factors:
Herzberg
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Maintenance or hygiene factors are necessary for
neutral job satisfaction—salary, job security, working
conditions, status, quality of supervision, relationships
with others.
Motivation factors are intrinsic and provide
motivation and enhanced job satisfaction—
achievement, recognition, responsibility,
advancement, opportunity for development.
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Theory X and Y: McGregor
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This theory focuses on two contrasting attitudes.
Theory X suggests that employees prefer security,
direction, and minimal responsibility; employees are
uncreative and must be coerced or threatened to get
them to work.
Theory Y suggests that employees can exhibit selfcontrol and discipline; employees can be creative and
intrinsically motivated by work.
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Theory Z: Ouchi
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This theory is based on observations of Japanese
organizations.
It views organizations and workers more holistically.
The emphasis is on collective decision making, longterm employment with slower promotions, and less
direct supervision.
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The Changing Nature of Managerial
Work
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Fewer managers, more responsibility
Nurse-managers increasingly manage systems, not
just groups of nurses
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