Kepemimpinan Dalam
Keperawatan
Debie Dahlia, SKp., MHSM., ETN
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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
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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
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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
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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
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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.
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• 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
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• 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.
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• 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.
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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
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Surviving And Thriving As A Leader
1.
2.
3.
4.
5.
The leader must maintain balance
The leader must generate self-motivation
The leader must work to build self-confidence
The leader must listen to his/her constituent
The leader must have a positive attitude
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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
optimal choices for health
• With political leaders
• With public at large
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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
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• 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.
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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
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Role of the Professional Nurse as Patient care
Managers/Leaders
Nurse enters
Relationship
Assessment
Nursing diagnoses
Planning
Evaluation
Implementing Intervention
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Peran dan Fungsi Kepemimpinan Dalam
Manajemen Keperawatan
1.
2.
3.
4.
5.
Planning
Organizing
Staffing
Directing
Controlling
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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 selfawareness
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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
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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
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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
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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
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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
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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
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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
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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
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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
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5. Develops employee trust by being honest and fair when
evaluating performance
6. Provides ongoing support to employee attempting to
correct performance deficiencies
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Thank You
Be A Good Leader
and
Manager
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