nursing leadership and its theories
TRANSCRIPT
LEADERSHIP AND MANAGEMENTNCM 105
2ND SEMESTER SY 2010-2011
LEADERSHIP
LEADERSHIP
A process of influence Not limited to people in traditional position of
authority Can occur in numbers of dynamics and settings Use of one’s skill to influence others to perform
to the best of their ability toward achieving a goal
Vital ingredient that transform a crowd into functioning, useful organization Talbott
Dynamic, interactive process that involves: Leaders Followers situation
LEADERSHIP
A vital component of change Bednash (2003)
Not a science or discipline, an art and as such must be felt, experienced,& created
Process of moving group in same direction through non-coercive means
Process of persuasion and example to pursue objectives
Process of empowering others to tap their full capabilities
Art of developing people
LEADERSHIP ROLES
Decision maker Communicator Evaluator Facilitator Risk taker Mentor Energizer Coach Counselor Teacher Critical thinker
Buffer Advocate Visionary Forecaster Influencer Creative problem
solver Change agent Diplomat Role model
CHARECTERISTICS ASSOCIATED WITH LEADERSHIP
Intelligence Knowledge Judgment Decisiveness Oral fluency Emotional intelligence Independence Personable Adaptability Creativity Cooperativeness
Alertness Self-confidence Personal integrity Emotional balance and
control Ability Able to enlist
cooperation Tact Diplomacy Prestige Social participation
LEADERSHIP
MOTTO Do the RIGHT thing
Challenge CHANGE
Focus PURPOSES
Time Frame FUTURE
Methods STRATEGIES
Questions WHY?
Outcomes JOURNEYS
FACTORS FFECTING LEADERSHIP
The importance of result
The nature of work
The characteristics of the worker
The personal characteristics of the manager
LEADER
PERSON who: Influences and guides direction, opinion and
course of action Enables to work together to achieve
objectives set for certain purpose Influences others to move in the direction of
achieving goals
A LEADER
Often don’t have delegated authority Have variety of roles than managers May or may not be part of formal
organization Focus on group process, information
gathering, feedback and empowering others Emphasize interpersonal relationships Directs willing follower May have goals that may or may not reflect
those of the organization Interested in risk-taking and exploring new
ideas
TYPES OF LEADERS
FORMAL LEADER Person in a position of influence or authority Has sanctioned role within an organization Appointed by the administration Given official or legitimate authority to act
INFORMAL LEADER Person who demonstrates leadership and has
influence even though he or she is not in a formal leadership role in an organization
Chosen by the group 2 KEY TRAITS:
Ability to influence others Other people in the group or organization recognize
the ability and are influenced
THEORIES OF LEADERSHIP
EARLY LEADERSHIP THEORY
Focus on traits and characteristics of leaders
TRAIT APPROACH
TRAIT APPROACH
1. GREAT MAN THEORY: Aristotelian philosophy Some people are born to lead; others are born
to be led - Aristotle Great leaders will arise when the situation
demands it few people are born with necessary
characteristics to be great
2. TRAIT THEORY: Some people have certain characteristics that
makes them better leaders than others selection is based on physical, mental and
psychological characteristics
CORE TRAITS OF LEADERS
Guiding VISION Able to see picture of the desired future The picture allows leader to set goals towards
the desired future PASSION = drive and ambition
Enthusiastic about the future possibilities Has the ability to inspire people and align them
in a common effort to make the future possibilities a reality
CORE TRAITS OF LEADERS
INTEGRITY and HONESTY Possess a significant knowledge of self or self-
awareness Strengths and weaknesses Ability to receive feedback Learn from mistakes
Requires honesty and maturity Supported by the inner strength of conviction
and ability to deal with conflict or obstacle that arise
Developed though personal and professional experience and growth
Can be trusted
CORE TRAITS OF LEADERS
CURIOSITY Enable them to take risks Facilitates change Shorten the learning curve
Leaders zero in on what works rather than wasting time on what doesn’t work
COMMON TRAITS OF A LEADER
FLEXIBILITY Adapts rapidly to changes in all aspects of the
environment Allows leaders to deal effectively and creatively with
uncertainty and hostility INTELLIGENCE
Subject-based intelligence knowledge and skills associated with the person’s job
functions Ability to use knowledge and skill to solve problem and
improve work process People-based intelligence
Emotional intelligence – ability to use not only rational but also emotional perception in learning, prob. Solving and working with people effectively to achieved desired outcomes
COMMON TRAITS OF A LEADER
Ability to SUPPORT others Responsiveness to wide range of situations and
people face situations head-on rather than withdrawing
Practices open and effective communication Possesses key social skills ability to work
effectively with respect and diverse constituent to defuse conflict and to generate trust and enthusiasm in others
SELF-CONFIDENCE Able to trust his abilities and decisions Able to receive feedback and input from others
without feeling threatened
COMMON TRAITS OF A LEADER
DESIRE to lead Interested in and have desire to influence
change in people or organizations
BEHAVIORAL THEORIES
LEADERS HAVE SPECIAL BEHAVIORS
CHARACTERIZING THE DIFFERENT STYLES OF
LEADERSHIP
LEADERSHIP STYLE
Kurt Lewin (1951) and White and Lippitt (1960) : isolated common leadership stylea. AUTHORITARIAN LEADERSHIP
Based on centralized decision making Leader makes decision and expect s subordinates to obey Uses power to command and control others Results in well defined group action Productivity is high, but creativity, self motivation , and
autonomy is reduced Useful in crisis situation
CHARACTERISTICS OF AUTHORITARIAN LEADER’S BEHAVIOR
Strong control is maintained over the work group
Others are motivated by coercion Others are directed with command Communication flows downward Does not involve others in decision making Emphasis is on difference in status “I” and
“You”
AUTOCRATIC
CLOSED SYSTEM
NURSE MANAGER
FOLLOWERS
LEADERSHIP STYLE
b. DEMOCRATIC LEADERSHIP Allow others to participate in decision making and
to share authority Power is based from expertise Appropriate for group who works together for
extended periods Group performs well whether or not the leader is
present Leaders and followers tend to maintain positive
relationship Promotes autonomy and growth in individual
workers
BEHAVIORS OF DEMOCRATIC LEADER
Less control is maintained Economic and ego awards are used to
motivate Others are directed through suggestions and
guidance Communication flows up and down Decision making involves others Emphasis is on “We” Criticism is constructive
DEMOCRACTIC
OPEN SYSTEM
NURSE MANAGER
FOLLOWERS
LEADERSHIP STYLE
c. LAISSEZ FAIRE LEADERSHIP Leaders disperse decision making to followers Permissive with little or no control Provides little or no direction Motivates by support when requested by the group
or individual Uses upward and downward communication
between members of the group Place emphasis on the group Do not criticize
. LAISSEZ FAIRE LEADERSHIP
PERMISSIVE
NURSE MANAGER
FOLLOWERS
LEADERSHIP STYLE
AUTOCRATIC DEMOCRATIC LAISSEZ FAIRE
Strong control Less control No control
Others are motivated by coercion
Economic and ego rewards
Motivated by support when requested by the group/individuals
Directive Participative Uninvolved
Downward communication
Up & down communication
Upward and downward between members of the group
Does decision making
Makes suggestions Abdicates decision making
“I” & “YOU” “WE” Emphasis on the group
Criticism is punitive Constructive criticism
Does not critize
Fosters dependency Fosters independence
Fosters chaos
SHIFT OF LEADERSHIP ROLE
TRAIT
THEORIE
S
WHAT IS LEADER LIKE?1910-1940
BEHAVIORAL THE
ORIES
HOW DOES THE LEADER BEHAVE1940-1960
BEHAVIORAL THEORIES
Supports human relation theory Benefits of positive attitude towards
others Development of the workers Satisfaction of the needs of the worker Commitment thru participation
CONTINGENCY THEORIES
Contingency approach to leadershipFred Fiedler Leadership style will be effective or ineffective
depending on the situation State that a variety of environmental factors affect the
leadership style or characteristics The outcome of leadership are determined by factors
other than the leader’s behavior Suggest that no one leadership style is ideal for every
situation
CONTINGENCY THEORY 3 characteristics for effective leadership
Leader member relation Followers feeling about the leader level of trust, acceptance of
the leader, perception of the members of the leader
Task structure Extent to which work task are defined by specific procedure,
direction and goal HIGH STRUCTURE: routine, clearly defined LOW STRUCTURE: not predictable, creative, working “on the fly”
Position power The amount of influence or degree of formal authority the
leader has High position power considered favorable
FIEDLER CONTINGENCY MODEL
STEP 1 --------
STEP 2 ---------
STEP 3
BASIC PREMISE
THE LEADERS CHARACTERISTICS OR TRAIT ARE FIXED AND RIGID
Identify the leaders trait or characteristics
MATCH THE LEADERS TRAIT OR CHARACTERISTICS TO THE JOB SITUATION
STUDY LEADER/MEMBER RELATIONSHIP AND LEADER POSITION POWER
MEASURE EFFECTIVENESS BY TASK OR GOAL ACCOMPLISHED
PATH-GOAL THEORY
Robert House Derived from Expectancy theory
Believed that people act as they do, because they expect their behavior to produce satisfactory result
People are motivated by being able to carry out their work, which they believe will contribute to the desired outcome and provide them with rewards for work
Leaders clarify and set the goals of the subordinates and help them find the best path to achieve their goals.
The effective leader makes the appropriate path easier for the worker to follow
Effective leader matches style to the situation or environment
PATH GOAL THEORY
LEADER FUNCTION Directive Supportive Participative Achievement oriented
SPECIFIC LEADER BEHAVIOR Motivate Employees – help them achieved valued goals Consider contingencies
Employees’ personal characteristics, needs and abilities Environmental characteristics Authority system Work group
EXPECTED OUTCOME HIGH JOB SATISFACTION HIGH PERFORMANCE FEWER GRIVANCES
SITUATIONAL THEORY
Hersey and Blanchard A person may be a leader in one situation &
follower in another Type of leadership needed depends on the
situation Effectiveness of a person’s leadership style depends
not so much of the leader but on the followers Maturity of the follower s should be assess Effective leader :
changes or adapt leadership style to match the followers ‘ need
Attempt to increase followers’ level of maturity
SITUATIONAL THEORY
4 CATEGORIES OF LEADERSHIP STYLE: based on task and relationship levels
a. High task/low relationship behavior “telling” leadership style
b. High task/high relationship behavior “selling” leadership style getting people top “buy in” to an approach, policy or new staffing or management structure
c. Low task/high relationship behavior ”participating” leadership style
d. Low task/low relationship behavior “delegating” leadership style
“SUBSTITUTES FOR LEADERSHIP”
Kerr and Jermier Certain variables or factors may influence followers’
behaviors as much or more than the leader’s behavior IDENTIFIED SUBSTITUTES FOR LEADER BEHAVIOR
a. Amount of feedback provided by taskb. Significant work group cohesionc. Rigid adherence of group to rulesd. Intrinsic satisfaction provided by the work or task
CURRENT COMTEMPORARY THEORIES
CHARISMATIC THEORY
Robert HouseCharismatic leaders have 4 characteristics:- Dominance- Self confidence- Need for influence and power- Conviction of moral righteousnessCHARISMA – Inspirational quality possessed by
some people that makes others feel better in their presence
LEADERS inspires other by:- obtaining emotional commitment from followers- arousing strong feeling of loyalty and enthusiasm
TRANSFORMATIONAL LEADERSHIP THEORY
Both leaders and followers act on one another to raise their motivation and performance to higher levels
Focus : allowing innovation and change Depends on the concept of EMPOWERMENT
All parties are allowed to work together to the best of their ability, to achieve a collective goal
Two types of leadera. Transactional leader: person responsible for
day to day operationsb. Transformational leader: person responsible for
maintaining the overall vision and motivating people to incorporate the vision in their work
MOTIVATIONAL THEORIES
REINFORCEMENT THEORY
B.F. Skinner (1953) Views motivation as learning Person becomes conditioned to associate a
behavior with a consequence (+ or -) Leaders are more effective when they can
control or manipulate the consequences of the follower’s behavior
Works well when enough positive reinforcement exist and when leaders have certain control over followers’ access to the rwards
EXPECTANCY THEORY
Emphasizes that people don’t just respond passively to reinforcement or lack thereof; rather they are actively and consciously interacting with their environment
3 motivational components:a. EXPECTANCY: the perceived probability that certain effort will lead to desired action or behaviorb. INSTRUMENTALITY: the belief that a given performance level will lead to an outcomec. VALENCE: perceived value of the outcome
EQUITY THEORY
The degree of perceived fairness in the work situation is the key to job satisfaction and effort of workers
GOAL SETTING THEORY
Suggest that people don’t expend effort for rewards or task outcome but to accomplish the goal themselves
3 assumptions according to Locke (1968)a. Specific goals are more effective than general goals for motivating higher performanceb. More difficult or challenging goals lead to higher performancec. Incentives or rewards are effective only in that they encourage people to change their goals
INTERACTIONAL THEORIES
1970 – PRESENTLEADERSHIP BEHAVIOR IS GENERALLY
DETERMINED BY THE RELATIONSHIP BETWEEN THE LEADER’S PERSONALITYAND THE SPECIFIC
SITUATION Focuses more on leadership as a process of
influencing others within an organizational culture and the interactive relationship of the leader and the follower
INTERACTIONAL THEORIES
SYSTEM THEORY - Shein (1970)
Hollander (1978)
Kanter (1977)
Nelson and Burns (1984)
SYSTEM THEORY: SCHEIN (1970)
System: a set of objects , with relationship between the objects and their attributes
Assumptions: People are very complex and highly variable Peoples motives do not stay constant, changes
over time Goals can differ in various situations Person’s performance and productivity are
affected by the nature of the task and by ability, experience, and motivation
No single leadership strategy is effective in every situation
HOLLANDER (1978) Saw leadership as a
dynamic two-way process Leadership exchange
involves 3 basic elements: The LEADER: his
personality, perception, and abilities
The FOLLOWERS: their personality, perception, and abilities
The SITUATION: within which the leader and followers function formal and informal group norms, size and density
Leadership effectiveness requires: Ability to use problem
solving process Maintain group
effectiveness Communicate well Demonstrate leader
fairness, Competence, Dependability, Creativity
Develop group identification
KANTER (1977)
The structural aspect of job shape a leader’s effectiveness
Leaders becomes empowered through both formal and informal system of the organization
NELSON AND BURN’S (1984)
Suggested that organization and their leaders have 4 developmental levels and these levels influence productivity and worker satisfaction
4 developmental levels Reactive Responsive Proactive High performance team
4 DEVELOPMENTAL LEVEL
REACTIVE LEVEL Reactive leaders:• focuses on the past•Is crisis driven•Frequently abusive to subordinates
RESPONSIVE LEVEL Leader is able to mold subordinates to work together as a team, although the leader maintains most decision-making responsibility
PROACTIVE LEVEL Leader and followers become more future oriented and hold common driving values
HIGH PERFORMANCE TEAM
Maximum productivity and worker satisfaction are apparent
TRANSFORMATIONAL LEADERSHIP THEORY
Transformational leader A manager who:
is committed Has a vision Able to empower others with his vision
Inspires able to motivate performance beyond expectations through their ability to influence attitudes
Inspires and motivates followers not only as role model by also recognizing the uniqueness of their followers and being creative
An interactive relationship based on trust that positively impacts both the leader and the followers
TRANSACTIONAL THEORY
Traditional managers concerned with day to day operations
Set goals, gives direction, and uses rewards to reinforce employees behavior associated with meeting established goal
Emphasize process in setting goals and giving directions and seeks to control both situation and followers
COMPARISONS
TRANSACTIONAL LEADER TRANSFORMATIONAL
Focuses on management task Identifies common values
I s a caretaker Is committed
Uses trade-offs to meet goals Inspires others with vision
Does not identify shared values
Has long term vision
Examines causes Looks at effects
Use contingency reward Empowers others
LEADERSHIP THEORIST AND THEORIES
THEORIST THEORY
ARISTOTLE Great man theory
LEWIN AND WHTE Leadership style
FOLLETT Law of the situation
FIEDLER Contingency leadership
BLAKE AND MOUTON Task vs relationship in determining leadership style
HERSEY AND BLANCHARD Situational leadership theory
KANTER Organizational structure shapes leader effectiveness
GARDNER The integrated leader-manager
21ST CENTURY CONCEPT OF LEADERSHIP
SERVANT LEADERSHIP
Greenleaf : developed the idea of servant leadership 30 years ago Greatly influence the 21st century Put serving others as the number one priority
Employees Customers Community
Howatson-Jones (2204) “leaders serving the needs of followers, and
empowering them rather than the organization
QUALITIES OF SERVANT LEADERS Ability to:
listen on deep level keep an open mind and
hear without judgments deal with ambiguity,
paradoxes and complex issues
Be servant, helper, and teacher first and then a leader
Use foresight and intuition Belief that honestly sharing
critical challenges with all parties and asking for their input is more important than personally providing solution
Being clear on goals & good at pointing the direction towards goal achievement without giving orders
Always thinking before reacting
Choosing words carefully so as not to damage those being led
Seeing things whole and sensing relationship and connections
21ST CENTURY THEORY OF LEADERSHIP
PRINCIPAL AGENT THEORY Suggest that not all
followers are inherently motivated to act in the best interest of the leader Because followers may
have an informational (knowledge/expertise) advantage over the leader
Leaders must identify and provide agents with appropriate incentives to act in the organization’s best interest
HUMAN AND SOCIAL CAPITAL THEORY Recognizes that
individuals and organizations invest in human capital in anticipation of gains, in the forms of increased productivity and financial returns
Human capital – group’s collective knowledge, skills, and abilities
21ST CENTURY THEORY OF LEADERSHIP
EMOTIONAL INTELLIGENCE THEORY Reeves (2005):
suggest that “ cognitive intelligence” is only half of the equation necessary for success in the workplace
The other half of the equation and of most important half is EI
Emotional Intelligence The capacity to get
optimal results from relationships with other
Ability to use emotions effectively - it is the foundation of high performing relationship (Inst. of Organizational Performancce)
5 COMPONENTS OF EI
Self awareness Ability to recognize and
understand one’s own moods, emotions and drives as well as its effects on others
Self regulation Ability to control or
redirect disruptive impulses
Motivation Passion to work for
reasons that go beyond money or status
Empathy Ability to
understand and accept emotions of others
Social skills Proficiency in
handling relationship and building networks
Ability to find common grounds
AUTHENTIC LEADERSHIP
1990’s Suggest that in
order to lead, leaders must be true to themselves and their values and act accordingly
Stanley (2006) Call this Congruent
leadership A match
(congruence) between the activities, actions and deeds of the leader and the leader’s values, principles and beliefs
5 DISTINGUISHING CHARACTERISTICS OF AUTHENTIC LEADER
Purpose Understand their own
purpose Values
Link between purpose and passion by having congruence with beliefs and actions
Heart Care for themselves
and the people they lead
Genuine compassion
Relationship Value building
relationship and establishing connections with others
Self discipline Incorporates balance
into the personal and professional life
21ST CENTURY THEORY OF LEADERSHIP
THOUGHT LEADERSHIP Applies to a person who
is recognized among his peers for innovative ideas and demonstrates the confidence to promote those ideas
Any situation in which one individual convinces another to consider a new idea, product or way of looking at things
QUANTUM LEADERSHIP 1990’s Leaders must work
together with subordinates to: Identify common goal Exploit opportunities Empower staff to
make decisions for organizational productivity to occur
MANAGEMENT
DEFINITION
Management skill: Focus on the development and deployment of: VISION, MISSION, STRATEGY & CREATION OF MOTIVATED WORK PLACE
The process of empowering people thru persuasion.
Use of one’s skill to influence others to perform to the best of their ability towards goal achievement