Introduction to Medical-Surgical Nursing, 6th ed.
4
Lesson Plans for
The Leadership Role of the Licensed Practical
Nurse
CHAPTER LESSON PLANS & OBJECTIVES
Lesson 4.1:
2. Describe leadership styles and theories.
4. Discuss management theories and processes.
6. List effective management tips to achieve quality outcomes.
7. Describe the role of the licensed vocational nurse as a team leader.
CHAPTER TEACHING FOCUS
• In this chapter, students will be introduced to topics related to the leadership role of the licensed
practical nurse (LPN).
CONCEPTS
The following conceptual themes and specific concepts match those presented in Giddens, J. R. (2013).
Concepts for nursing practice. St. Louis: Elsevier. The specific exemplars chosen and listed below for
each concept have been tailored specifically to correspond to the Linton textbook.
THEME: Attributes and Roles of Nurse
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Introduction to Medical-Surgical Nursing, 6th ed.
CHAPTER PRETEST
Have the students answer these questions prior to covering this chapter to understand where they stand
in relation to the content.
1) Each setting presents unique experiences and challenges.
a) organization
b) guidance
c) accommodating
d) role-modeling
2) Which of the following is a characteristic of an autocratic leader?
a) Authoritarian
b) Input-seeking
c) Provides minimal direction
d) Persuasive
3) The laissez-faire leadership style works best with a group that __________.
a) takes a vote before major decisions are made
b) is not very motivated
c) responds well to authority
d) is very motivated
4) McGregor’s theory, which describes people who work mainly for money, would be theory ____.
a) W
b) X
c) Y
d) Z
5) The theory that originated in Japan and is based on participative activity is theory ____.
a) W
b) X
c) Y
d) Z
6) The first step in the management process is __________.
a) controlling
b) coordinating
c) planning
d) organizing
7) The purpose of coordinating is to __________.
a) evaluate the process
b) identify the problem
c) assign specific tasks
d) implement activities to achieve a goal
8) The conceptualization that occurs during conflict may be best defined as __________.
a) reformulation of the goals
b) formation of view or perception
c) inappropriate behavior
d) a sense of being blocked
9) A negative outcome of avoidance for conflict resolution would be __________.
a) the conflict is not resolved
b) compromise
c) creation of a winner and a loser
d) the differences are suppressed
10) Delegation is best described as __________.
a) documenting patient care accurately
b) assuring patient safety
c) cooperation of others
d) genuine concern for team members
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Introduction to Medical-Surgical Nursing, 6th ed.
Chapter Pretest Answers
CHAPTER BACKGROUND ASSESSMENT
Discuss these questions with your students prior to covering this chapter to understand where they stand
in relation to the content.
Question: A newly licensed LPN/LVN is very popular with the staff, but not with nursing administration.
When administration implemented a policy of having staff members make up time when they were late,
the LPN organized a “slowdown” and all the staff showed up late. When prices were increased in the
dining room, the LPN organized catered pitch-ins and pizza delivery. When the administration banned cell
phone use during break times, the LPN organized various family members to call in and jam the
switchboard with personal calls. How can the LPN’s leadership abilities become more appropriate and
productive?
Answer: Nursing administration should recognize the LPN’s positive qualities, which include
Question: An LPN with 2 years of experience was recently promoted to team leader. He is committed to
being a fair and fully democratic leader by making sure everyone involved is heard and gets to vote.
When one of the staff members requested to leave work 15 minutes early to pick up a child at school, the
team leader asked the rest of the staff if they thought it would be okay. When another staff person asked
for a paid day off the following week, the team leader called a quick meeting to approve the request. Even
in the case of someone who wants to trade break times, the team leader calls for a vote. Before long, the
team leader found himself getting behind on his tasks. He overheard staff complain that he was too
indecisive. How can he be a good leader, but still give everyone a voice?
Answer: The team leader needs to recognize that there are decisions he can make as a leader and
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Introduction to Medical-Surgical Nursing, 6th ed.
LESSON 4.1
Instructor Preparation
Textbook Objectives Covered
2. Describe leadership styles and theories.
4. Discuss management theories and processes.
6. List effective management tips to achieve quality outcomes.
7. Describe the role of the licensed vocational nurse as a team leader.
Lesson Preparation Checklist
• Prepare lecture from TEACH lecture slides available on Evolve.
• Guest speaker: LPN/LVN team leader
• Evaluation of student comprehension of principles underlying the leadership role of the licensed
practical nurse, including:
• Different leadership styles
• Different management theories
• Tips for effective management
Materials and Supplies
• computer and PowerPoint
projector
Key Terms
(p. 47)
• assignment (p. 49)
• autocratic leadership (p. 46)
• chaos (p. 44)
• theory X (p. 47)
• theory Y (p. 47)
• transformational leadership
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Introduction to Medical-Surgical Nursing, 6th ed.
LESSON 4.1
Student Preparation
Assignments 2 hours
1
READ – Textbook (pp. 45–48)
ANSWER – Text
• Review Questions for the NCLEX Examination: 7, 8 (p. 56)
ANSWER – Study Guide
• Part IIIG: 7 (p. 21)
2
READ – Textbook (pp. 46–48)
REVIEW
• Figure 4-1: Components of effective team leadership (p. 54)
ANSWER – Text
ANSWER – Study Guide
3
READ – Textbook (pp. 52–54)
ANSWER – Study Guide
• Part IB: 1-4 (p. 17)
4
READ – Textbook (pp. 47–48)
ANSWER – Text
• Review Questions for the NCLEX Examination: 3, 9 (p. 56)
ANSWER – Study Guide
• Part IC: 3 (p. 18)
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Introduction to Medical-Surgical Nursing, 6th ed.
LESSON 4.1
5
READ – Textbook (pp. 48–51)
REVIEW
• Table 4-3: Modes of conflict resolution (p. 51)
• Table 4-4: SBAR (p. 54)
ANSWER – Study Guide
• Part IIF: 6-8, 12, 16 (pp. 19-20)
• Part IIIG: 6 (p. 21)
• Part IIIH: 1 (p. 22)
6
READ – Textbook (p. 50)
ANSWER – Study Guide
7
READ – Textbook (pp. 52–54)
ANSWER – Text
• Review Questions for the NCLEX Examination: 1, 4, 6 (pp. 55–56)
ANSWER – Study Guide
• Part I C: 5 (p. 18)
• Part IIIG: 2-4, 10 (p. 21)
50-Minute Lesson Plan
Lecture Outline 20 minutes
Slide 1
Chapter 4
The Leadership Role of the Licensed Practical Nurse
1
Slide 2
Leadership versus Management
• Terms leadership and management used interchangeably but have different meanings
• Leadership is broader and more futuristic; management is more local and task-focused
• Leadership: inspiration; management: perspiration
• Ideally, leadership and management complement and build on each other
Slide 3
• Inspires people to strive to accomplish particular goals by doing the right thing
Leader
• Creates a vision that energizes others to follow
• Guides or shows the way to others
TALKING POINTS:
• What are examples of a formal leader and an informal leader?
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Introduction to Medical-Surgical Nursing, 6th ed.
LESSON 4.1
Slide 4
Manager
• Assigned or appointed; focuses on the organization’s day–to-day work
• Driven by external organizational rewards
• Provides means to achieve organization’s goals by doing the thing right
• Gets things organized so the leader’s vision can be achieved
Slide 5
Leaders and Managers
• Leaders and managers must have certain characteristics to be effective
• Competence
• Ability to gain respect of those who work with them
Leaders and Managers (cont.)
• Good leaders and managers seem to have certain characteristics in common
TALKING POINTS:
• Components of effective team leadership.
2
Slide 7
Autocratic Leaders
• Authoritarian, directive, or bureaucratic
• Achieve goals by setting objectives and having them carried out without input from others
• Believe they have complete authority and should not be questioned
TALKING POINTS:
• When an autocratic leader hires an autocratic manager, a power struggle is likely to
occur.
• When would an autocratic leadership style be justified?
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Introduction to Medical-Surgical Nursing, 6th ed.
LESSON 4.1
Slide 8
Democratic Leaders
• Focus on the individual abilities of each member
• Encourage input into the problem-solving process
• Decisions often are made through group consensus
TALKING POINTS:
• What is participative leadership?
Slide 9
Laissez-Faire Leaders
• Opposite of autocratic leaders
• Provide little or no directive leadership
TALKING POINTS:
• Can anyone describe a time when you have worked under this type of leader? How would
you describe your experience?
Slide 10
• Response not as quick as under autocratic leadership
themselves a sense of empowerment and control
Multicratic Leaders
• Cross between autocratic and democratic leaders
• Sometimes called situational leaders
• Present their own views to group members, who provide criticism and comments
• Analyze group feedback and then make final decisions
Slide 11
Transformational Leadership
• In a well-functioning group that shares a common vision, leadership will flow among the
members based on the task or problem at hand and the members’ individual skills
• All group members are leaders and followers
TALKING POINTS:
• What is the quantum theory?
• Experience, personal values, individual personality, maturity, and education may influence
how one sees a situation and what solutions are identified.
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Introduction to Medical-Surgical Nursing, 6th ed.
LESSON 4.1
4
Slide 12
Classic Management: Theory X
• Assumes that people in the workplace
• Find no pleasure in their work
• Dislike responsibility
• Are naturally lazy and prefer to do nothing
TALKING POINTS:
• Who developed theory X and theory Y?
• Leaders who adhere to the X theory of management usually have an autocratic style.
Slide 13
Classic Management: Theory Y
• Assumes people are dynamic, flexible, and adaptive
• Believers in this theory assume that people
• Are active and enjoy setting their own goals
• Work for personal rewards other than money
• Are productive because of their own goals
• Are mature and responsible
• Are self-directed
TALKING POINTS:
• Leaders who adhere to the Y theory of management usually have a democratic style.
Slide 14
Classic Management: Theory Z
• An organizational philosophy and structure
• Grew out of the times when most employees were related to one another and worked
TALKING POINTS:
• Where did theory Z originate?
• Leaders with a democratic management style often are able to fit into this type of
management.
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LESSON 4.1
Classic Management: Theory Z (cont.)
• Involves all workers in every phase of the operation of the company
• All group members have similar abilities and status
TALKING POINTS:
• In the theory Z form of management, workers are involved in every phase of the operation
of the organization.
5
Planning
• First step in the management process
• Entails deciding in advance what needs to be done and how to do it
TALKING POINTS:
• How is the management process similar or dissimilar to the nursing process?
Slide 17
Decision-Making and Problem-Solving
• Identify the problem
• Sometimes the problem is obvious, but other times underlying issues make the real
problem less obvious
• Explore all aspects of the situation to identify the real problem
• Seek answers to such questions as who, how, when, and why
TALKING POINTS:
• Refer to decision-making process table in textbook (p. 49)
Slide 18
Decision-Making and Problem-Solving (cont.)
• Explore all possible solution
• This is a creative process that can involve other people in the health care setting
• Brainstorming sessions may be held to obtain input from a variety of sources
Decision-Making and Problem-Solving (cont.)
• Choosing the most desirable action for solving the problem, to select the best solution
Decision-Making and Problem-Solving (cont.)
• Implement the decision
• Communicate with other people who are involved in the organization to gain their
TALKING POINTS:
• How can antagonism and negative feelings be avoided?
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Introduction to Medical-Surgical Nursing, 6th ed.
LESSON 4.1
Decision-Making and Problem-Solving (cont.)
• Determine how the results will be evaluated
TALKING POINTS:
• If the chosen solution to the problem is not satisfactory, another alternative can be
selected and tried, followed by another evaluation.
Organizing
• Second step in the management process
Slide 23
Organizing (cont.)
• Develop objectives
• Guide the process of planning and organizing
• Establish policies and procedures
• Provide guidelines for carrying out the objectives
• Make appropriate staff assignments
Slide 24
Directing
• The third step of the management process
• Make assignments and direct people to carry out the assignments
• Explain what is to be done, how it is to be done, and why it is to be done
• Making assignments is related to patient care
TALKING POINTS:
• In nursing, making assignments is related to patient care.
• How many people should be involved in making assignments?
Directing (cont.)
• One person should be responsible for making assignments
TALKING POINTS:
• Directing people to carry out their assignments requires good communication skills and
assertive behavior.
• Should directions be given in the form of a demand or a request?
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LESSON 4.1
Slide 26
Coordinating
• Step of the management process
• Pulls together various activities toward a goal
• Ensures all important activities are being carried out and helps to identify overlap,
Slide 27
Coordinating (cont.)
• Carried out within a single nursing unit or among units and departments in a hospital,
long-term care facility, or community agency
Controlling
• The last step in the management process
• Controlling has three basic steps
Slide 29
Continuous Quality Improvement
• Quality assurance (QA), continuous quality improvement (CQI), and total quality
management (TQM) used in relation to controlling
• QA measures performance against set standards
TALKING POINTS:
• Who is responsible for setting goals for compliance with set standards?
Conflict Resolution
• Conflicts arise from differences in many factors
and organizations
TALKING POINTS:
• What are some factors that lead to conflict?
• What are intrapersonal, interpersonal, and organizational conflict?