{"id":69,"date":"2021-09-28T19:02:03","date_gmt":"2021-09-28T19:02:03","guid":{"rendered":"https:\/\/pressbooks.ccconline.org\/accnursing2030\/chapter\/4-2-basic-concepts\/"},"modified":"2025-02-18T18:43:01","modified_gmt":"2025-02-18T18:43:01","slug":"4-2-basic-concepts","status":"publish","type":"chapter","link":"https:\/\/pressbooks.ccconline.org\/accnursing2030\/chapter\/4-2-basic-concepts\/","title":{"raw":"4.2 Basic Concepts","rendered":"4.2 Basic Concepts"},"content":{"raw":"

Organizational Culture<\/h2>\nThe formal leaders of an organization provide a sense of direction and overall guidance for their employees by establishing organizational vision, mission, and values statements. An organization\u2019s [pb_glossary id=\"480\"]vision statement[\/pb_glossary]<\/strong> defines why the organization exists, describes how the organization is unique from similar organizations, and specifies what the organization is striving to be. The [pb_glossary id=\"481\"]mission statement[\/pb_glossary]<\/strong> describes how the organization will fulfill its vision and establishes a common course of action for future endeavors. See Figure 4.1[footnote]\u201cMission_statement.jpg<\/a>\u201d by RadioFan<\/a> (talk<\/a>) is licensed under CC BY-SA 3.0<\/a>[\/footnote]<\/sup> for an illustration of a mission statement. A [pb_glossary id=\"482\"]values statement[\/pb_glossary]<\/strong> establishes the values of an organization that assist with the achievement of its vision and mission. A values statement also provides strategic guidelines for decision-making, both internally and externally, by members of the organization. A values statement may also be reflected as the organization's \"[pb_glossary id=\"528\"]core values[\/pb_glossary]<\/strong>,\" which are the foundational ideals that guide the organization's actions and decision-making processes. The vision, mission, and values statements are expressed in a concise and clear manner that is easily understood by members of the organization and the public.[footnote]This work is a derivative of Leadership and Influencing Change in Nursing<\/a> by Joan Wagner and is licensed under CC BY 4.0<\/a>[\/footnote]<\/span><\/sup>\n\n[caption id=\"attachment_67\" align=\"aligncenter\" width=\"384\"]\"Image Figure 4.1 Mission Statement[\/caption]\n\n[pb_glossary id=\"483\"]Organizational culture[\/pb_glossary] <\/strong>refers to the implicit values and beliefs that reflect the norms and traditions of an organization. An organization\u2019s vision, mission, and values statements are the foundation of organizational culture. Because individual organizations have their own vision, mission, and values statements, each organization has a different culture.[footnote]This work is a derivative of Leadership and Influencing Change in Nursing<\/a> by Joan Wagner and is licensed under CC BY 4.0<\/a>[\/footnote]<\/span><\/sup>\u00a0<\/span><\/sup>Organizational culture helps reflect the expected norms and behaviors that are inherent to an organization. Expected conduct is comprised of the unwritten rules and standards that reflect how employees should behave in different situations. The culture also informs the common communication styles that are inherent to an organization, including both formal and informal channels. The culture may also be manifested outwardly through various symbols and artifacts that embedded within the organization. These may include specific logos, objects, or other physical manifestations of elements that represent the organization's culture. Some organizations may also reflect their cultural values through activities or ceremonies held within the community.<\/span><\/span>\n\nAs health care continues to evolve and new models of care are introduced, nursing managers must develop innovative approaches that address change while aligning with that organization\u2019s vision, mission, and values. Leaders embrace the organization\u2019s mission, identify how individuals\u2019 work contributes to it, and ensure that outcomes advance the organization\u2019s mission and purpose. Leaders use vision, mission, and values statements for guidance when determining appropriate responses to critical events and unforeseen challenges that are common in a complex health care system. Successful organizations require employees to be committed to following these strategic guidelines during the course of their work activities. Employees who understand the relationship between their own work and the mission and purpose of the organization will contribute to a stronger health care system that excels in providing quality client care. The vision, mission, and values provide a common organization-wide frame of reference for decision-making for both leaders and staff.[footnote]This work is a derivative of Leadership and Influencing Change in Nursing<\/a> by Joan Wagner and is licensed under CC BY 4.0<\/a>[\/footnote]<\/sup>\n\nIt is important for employees in health care organizations to have understanding of how their roles and responsibilities connect to the broader mission and vision of the organization. This alignment fosters a cohesive work environment where each staff member is motivated by a shared purpose, leading to more effective and high-quality client care. It is important that both the leader and employee have clarity in the underlying vision, mission, and values of an organization. This involves responsibility for both the leader and employee. Leaders must articulate the organization's vision, mission, and values clearly and consistently. This involves regular communication through meetings, written materials, etc. Employees share in the responsibility by being empowered to ask questions and seek clarification on how their daily tasks contribute to the organization's overarching goals.\n
\n\nLearning Activity<\/strong>\n\nInvestigate the mission, vision, and values of a potential employer, as you would do prior to an interview for a job position.\n\nReflective Questions<\/strong>\n
    \n \t
  1. How well do the organization\u2019s vision and values align with your personal values regarding health care?<\/li>\n \t
  2. How well does the organization\u2019s mission align with your professional objective in your resume?<\/li>\n<\/ol>\n<\/div>\n

    Followership<\/h2>\n[pb_glossary id=\"484\"]Followership[\/pb_glossary]<\/strong> is described as the upward influence of individuals on their leaders and their teams. The actions of followers have an important influence on staff performance and client outcomes. Being an effective follower requires individuals to contribute to the team not only by doing as they are told, but also by being aware and raising relevant concerns. Effective followers realize that they can initiate change and disagree or challenge their leaders if they feel their organization or unit is failing to promote wellness and deliver safe, value-driven, and compassionate care. Leaders who gain the trust and dedication of followers are more effective in their leadership role. Everybody has a voice and a responsibility to take ownership of the workplace culture, and good followership contributes to the establishment of high-functioning and safety-conscious teams.[footnote]This work is a derivative of Leadership and Influencing Change in Nursing<\/a> by Joan Wagner and is licensed under CC BY 4.0<\/a>[\/footnote]<\/span><\/sup>Key elements of effective followership include proactive engagement, constructive communication, collaboration, advocacy, continuous improvement, and a supportive leadership environment.<\/span><\/span>\n\nIn order to demonstrate proactive engagement, followers must also be initiators. Effective followers do not passively wait for instruction by rather take initiative to address issues, propose solutions, and contribute to ideas. They recognize the importance of their voice in engaging in problem-solving and understand that being an effective follower does not mean being passive in their role. Effective followers also employ a keen situational awareness where they maintain vigilant assessment of the environment and potential risks, ensuring that they act in the best interests of clients. They must be confident that they can raise concerns if they identify potential problems or unsafe practices. This reflects a culture where followers feels that their feedback is welcomed and valued. Effective followership also involves communication practices in which the message is clearly conveyed, measures to confirm the message are employed, and the confirmation is received. To be an effective follower, support of the team's goals must be a central tenet of one's work. Collaboration with others involves supporting colleagues and working together toward the common goal even when viewpoints may differ. Identifying strategies that create a respectful opportunity to debate and explore different opinions is important to effective followership. Additionally, followers must take accountability for their own actions while understanding how their role and performance impacts the function of the team, as well as client outcomes. Effective followers also practice ethical advocacy, ensuring that the needs of clients are prioritized and respected. This advocacy also involves the ability to courageously challenge any decisions or actions that may jeopardize care or organizational values. Finally, effective followers engage in continuous learning to enhance their skills and knowledge. They seek feedback and use the feedback to contribute to their own performance and also the growth of the team. Effective followership is further cultivated when leaders and followers come together with mutual respect, trust, and work with a purposeful drive toward shared goals that reflect the organization's mission.\n\nTeam members impact client safety by following teamwork guidelines for good followership. For example, strategies such as closed-loop communication are important tools to promote client safety.\n
    \n

    Read more about communication and teamwork strategies in the \u201cCollaboration Within the Interprofessional Team<\/a>\u201d chapter.<\/p>\n\n<\/div>\n

    Leadership and Management Characteristics<\/h2>\nLeadership and management are terms often used interchangeably, but they are two different concepts with many overlapping characteristics. [pb_glossary id=\"485\"]Leadership[\/pb_glossary] <\/strong>is the art of establishing direction and influencing and motivating others to achieve their maximum potential to accomplish tasks, objectives, or projects.[footnote]Northhouse, P. (2004). Leadership: Theory and practice<\/em> (9th ed.). Sage Publications.[\/footnote],[footnote]Specchia, M. L., Cozzolino, M. R., Carini, E., Di Pilla, A., Galletti, C., Ricciardi, W., & Damiani, G. (2021). Leadership styles and nurses' job satisfaction. Results of a systematic review. International Journal of Environmental Research and Public Health, 18<\/em>(4), 1552. https:\/\/doi.org\/10.3390\/ijerph18041552<\/a>[\/footnote]<\/sup> See Figure 4.2[footnote]\u201c3D_Team_Leadership_Arrow_Concept.jpg<\/a>\u201d by lumaxart is licensed under CC BY-SA 2.0<\/a>[\/footnote]<\/sup> for an illustration of team leadership. There is no universally accepted definition or theory of nursing leadership, but there is increasing clarity about how it differs from management.[footnote]Scully, N. J. (2015). Leadership in nursing: The importance of recognising inherent values and attributes to secure a positive future for the profession. Collegian, 22<\/em>(4), 439-444. https:\/\/doi.org\/10.1016\/j.colegn.2014.09.004<\/a>[\/footnote]<\/sup> [pb_glossary id=\"486\"]Management[\/pb_glossary]<\/strong> refers to roles that focus on tasks such as planning, organizing, prioritizing, budgeting, staffing, coordinating, and reporting.[footnote]Hannaway, J. (1989). Managers managing: The workings of an administrative system.<\/em> Oxford University Press, p. 39.[\/footnote]<\/sup> The overriding function of management has been described as providing order and consistency to organizations, whereas the primary function of leadership is to produce change and movement.[footnote]Northhouse, P. (2004). Leadership: Theory and practice<\/em> (9th ed.). Sage Publications.[\/footnote]<\/sup> View a comparison of the characteristics of management and leadership in Table 4.2a.\n\n[caption id=\"attachment_67\" align=\"aligncenter\" width=\"358\"]\"Image Figure 4.2 Leadership[\/caption]\n\nTable 4.2a. Management and Leadership Characteristics[footnote]Northhouse, P. (2004). Leadership: Theory and practice<\/em> (9th ed.). Sage Publications.[\/footnote]<\/sup>\n
    \n\n\n\n\n\n\n
    MANAGEMENT<\/strong><\/th>\nLEADERSHIP<\/strong><\/th>\n<\/tr>\n
    Planning, Organizing, and Prioritizing<\/strong>\n
      \n \t
    • Establish agenda<\/li>\n \t
    • Set goals and time frames<\/li>\n \t
    • Prioritize tasks<\/li>\n \t
    • Establish policies and procedures<\/li>\n<\/ul>\n<\/td>\n
    		Establishing Direction<\/strong>\n
      \n \t
    • Create a shared vision<\/li>\n \t
    • Identify issues requiring change<\/li>\n \t
    • Set strategies<\/li>\n \t
    • Implement evidence-based practices<\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
    Budgeting and Staffing<\/strong>\n
      \n \t
    • Allocate resources<\/li>\n \t
    • Hire and terminate employees<\/li>\n \t
    • Make assignments<\/li>\n<\/ul>\n<\/td>\n
    		Influencing Others<\/strong>\n
      \n \t
    • Listen to team members\u2019 concerns<\/li>\n \t
    • Communicate effectively<\/li>\n \t
    • Advocate for clients, family members, communities, and the nursing profession<\/li>\n \t
    • Build effective teamwork<\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
    Coordinating and Problem-Solving<\/strong>\n
      \n \t
    • Generate solutions<\/li>\n \t
    • Develop incentives<\/li>\n \t
    • Take corrective actions<\/li>\n \t
    • Participate in quality improvement initiatives<\/li>\n<\/ul>\n<\/td>\n
    		Motivating<\/strong>\n