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Nursing. Nursing Administration Quarterly, 37(1), 77–82. Spears, L.C. (2010). Character and servant leadership: Ten characteristics of effective, caring leaders. Journal of Virtues & Leadership, 1(1), 25–30. Spears, L.C., & Lawrence, M. (2004). Practicing ServantLeadership. New York: Jossey-Bass. Spreitzer, G.M., & Quinn, R.E. (2001). A Company of Leaders: Five Disciplines for Unleashing the Power in Your Workforce. San Francisco: Jossey-Bass. Stewart, L., Holmes, C., & Usher, K. (2012). Reclaiming Caring in Nursing Leadership: A Deconstruction of 3663_Chapter 1_0003-0016.indd 14 663_Chapter 1_0003-0016.indd 14 9/15/2014 4:36:37 PM /15/2014 4:36:37 PM Process Cyan rocess CyanProcess Magenta rocess MagentaProcess Yellow rocess YellowProcess Black rocess Black chapter 1 ■ Leadership and Followership 15 Leadership Using a Habermasian Lens. Collegian, 19, 223–229. Tappen, R.M. (2001). Nursing Leadership and Management: Concepts and Practice. Philadelphia: F.A. Davis. Trofino, J. (1995). Transformational leadership in health care. Nursing Management, 26(8), 42–47. Turk, W. (2007, March/April). The art of managing up. Defense AT&L, 21–23. White, R.K., & Lippitt, R. (1960). Autocracy and democracy: An experimental inquiry. New York: Harper & Row. Wiseman, L., & McKeown, G. (2010/May). Managing yourself: Bringing out the best in your people. Harvard Business Review. Retrieved from http://hbr.org/2010/ 05/managing-yourself-bringing-out-the-best-in-your -people/ar/1 3663_Chapter 1_0003-0016.indd 15 663_Chapter 1_0003-0016.indd 15 9/15/2014 4:36:37 PM /15/2014 4:36:37 PM Process Cyan rocess CyanProcess Magenta rocess MagentaProcess Yellow rocess YellowProcess Black rocess Black 3663_Unit I_0001-0002.indd 2 663_Unit I_0001-0002.indd 2 9/16/2014 11:25:22 AM /16/2014 11:25:22 AM 17 chapter 2 Manager OBJECTIVES After reading this chapter, the student should be able to: ■ Define the term management. ■ Distinguish scientific management and human relations– based management. ■ Explain servant leadership. ■ Discuss the qualities and behaviors that contribute to effective management. OUTLINE Management Are You Ready to Be a Manager? What Is Management? Management Theories Scientific Management Human Relations–Based Management Servant Leadership Qualities of an Effective Manager Behaviors of an Effective Manager Interpersonal Activities Decisional Activities Informational Activities Conclusion Every nurse needs to be a good leader and a good follower. In Chapter 1 we defined leadership and followership, and showed that even as a new nurse, you can be an effective leader. Not everyone needs to be a manager, however. New graduates are not ready to take on management responsibilities. Once you have had time to develop your clinical and leadership skills, then you can begin to think about taking on management responsibilities (Table 2-1). Management Are You Ready to Be a Manager? For most new nurses, the answer is no, you should not accept managerial responsibility. Your clinical skills are still underdeveloped. You need to direct your energies to building your own skills, including your leadership skills, before you begin supervising other people. What Is Management? The essence of management is getting work done through others. The classic definition of management was Henri Fayol’s 1916 list of managerial tasks: planning, organizing, commanding, coordinating, and controlling the work of a group of employees (Wren, 1972). But Mintzberg (1989) argued that managers really do whatever is needed to make sure that employees do their work and do it well. Lombardi (2001) added that two-thirds of a manager’s time is spent on people problems. The rest is taken up by budget work, going to meetings, preparing reports, and other administrative tasks. Management Theories There are two major but opposing schools of thought in management: scientific management and the human relations–based approach. As its name implies, the human-relations approach emphasizes the interpersonal aspects of managing people, whereas scientific management emphasizes the task aspects. Scientific Management
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