NURSING LEADERSHIPNCM 105

Madeline N. Gerzon, RN, MMClinical Instructor

WHO IS YOU FAVORITE LEADER?

DO YOU KNOW THEM?

DO YOU KNOW THEM?

WHO ARE THE NURSING LEADERS THAT YOU KNOW?

NURSING LEADERS

What is your personal definition of Leadership?

*DEFINITION OF LEADERSHIP Leadership is commonly defined as a process of influence whereby the leader influences others toward goal achievement

Some researchers people endowed with authority are leaders

DEFINITION OF LEADERSHIPLeadership is a force that creates a capacity among a group of people to do something that is different or better

Leadership what leaders do; the process of influencing a group to achieve goals

LEADERSHIPThe process of influencing people to accomplish goals

Leaders innovate

Leaders focus on people

Leaders inspire thru personal trustworthiness & self-confidence

Leaders communicate a vision that turns self-interest into commitment to the job

LEADERS

Use a wide variety of interpersonal skills to influence others to accomplish a specific goalHave the capacity to earn and hold trustMust be personally authentic and accountableMust possess enthusiasm, energy, and commitment

*FORMAL AND INFORMAL LEADERSHIPFormal leadership is based on occupying a position in an organization, called assigned leadership

Informal leadership occurs when an individual demonstrates leadership outside the scope of a formal leadership role or as a member of a group, rather than as the head or leader of the group. The informal leader can be considered to emerge as a leader when accepted by others and perceived to have influence.

What makes a person a leader?

LEADERSHIP THEORIES

EVOLUTION OF LEADERSHIP THEORYLeadership theory is an evolving field; while these highlight the most common theories of the last century, more theories continue to be researched in the elusive search for a definitive understanding of leadership. More recent leadership theories are discussed on the following slides.

GREAT MAN AND TRAIT THEORIESGreat Man TheoryEarliest approachIdentify great person from massesCertain traits - success/effectivenessAristotelian philosophy some people are born to be leaders while others to be led

GREAT MAN AND TRAIT THEORIESTrait TheoriesAssume some people have certain characteristics or traits that make them better leaders than othersStudied great leaders throughout historyPower and situations were ignored

GREAT MAN AND TRAIT THEORIESContemporary theories said that leadership is a skill and can be developedNot inborn

BEHAVIORAL THEORIESPattern of actions used by different individuals determines leadership potentialMcGregor et al moved away from studying the traits of leadershipsituation

BEHAVIORAL THEORIESLewin, White and Lippit isolated common leadership stylesAutocratic, democratic and laissez-faire

CHARACTERISTICS OF AUTHORITARIANStrong control over work groupOthers are motivated by coercionOthers are directed with commandsCommunication flows downwardDecision making does not involve othersEmphasis is on difference in statusCriticism is punitive

RESULTS OF AUTHORITARIANResults in well-defined group actionsResults are predictable = reduce frustration in work groupProductivity is usually highCreativity, self-motivation and autonomy are lowUseful in crisis situationCommon in large bureaucratic system

CHARACTERISTIC OF DEMOCRATICLess control is maintainedEconomic and ego awards are used to motivateOthers are directed through suggestions and guidanceCommunication flows up and downDecision making involves othersEmphasis is on we rather than I and youCriticism is constructive

ADVANTAGES OF DEMOCRATICAppropriate for groups that work together for extended periodsPromotes autonomy and growth of individualEffective when cooperation and coordination are necessaryTakes time because of consultative processFrustrating for those who want decisions made rapidlyLess efficient quantitatively

CHARACTERISTICS LAISSEZ-FAIREPermissiveness, with little or no controlMotivation by support when requested by groupProvision of little or no directionCommunication upward and downward flow among membersDecision making dispersed throughout the groupEmphasis on the groupCriticism withheld

SITUATIONAL AND CONTINGENCY THEORIESLeader traits and/or leader behaviors are important aspects but must be taken in context.That is, the situation matters.

SITUATIONAL LEADERSHIP THEORYNo single best way to leadFocus on maturity or readiness of followersAbility and willingness

SITUATIONAL LEADERSHIP THEORY

Adjust emphasis on task and relationship behaviors according to the readiness of followers to perform their tasksMary Follet social system of contingenciesNeed for integration

SITUATIONAL LEADERSHIPLeadership StylesTelling: low readiness, untrained and inexperienced employeesSelling: low/moderate readiness, trained but inexperienced employeesParticipating: moderate/high readiness, able but unwilling, employees skepticalDelegating: high readiness, employees ready and willing to take responsibility

SITUATIONAL LEADERSHIPHersey and BlanchardDeveloped situational approachEffectiveness of leader is based on level of maturity of followersAs followers mature = less task focus for leader

CRITICAL LEADERSHIP SKILLS (HERSEY & BLANCHARD)

DiagnosingAdaptingCommunicating

Blake & Moutons Management GridThe foundation of this theory is that management should have concern for both human relations and completion of work tasks.

The two scales range from 1 to 9 with 9 being a higher concern.

Blake & Moutons Management GridFive (5) management styles are identified:Impoverished Management low concern for both people and tasks

Country Club Management high concern for people and low concern for tasks

Blake & Moutons Management GridFive (5) management styles are identified:

Organizational Man Management adequate performance is accomplished by balancing staff morale and getting work done

Blake & Moutons Management GridFive (5) management styles are identified:Authority Obedience high concern for tasks and low concern for people

Team Management high concern for both people and accomplishment of tacks

THE MANAGERIAL GRIDBLAKE & MOUTON

The Major Leadership Grid Styles1,1 Impoverished management. Often referred to as Laissez-faire leadership. Leaders in this position have little concern for people or productivity, avoid taking sides, and stay out of conflicts. They do just enough to get by.1,9 Country Club management. Managers in this position have great concern for people and little concern for production. They try to avoid conflicts and concentrate on being well liked. To them the task is less important than good interpersonal relations. Their goal is to keep people happy. (This is a soft Theory X approach and not a sound human relations approach.)9,1 Authority-Compliance. Managers in this position have great concern for production and little concern for people. They desire tight control in order to get tasks done efficiently. They consider creativity and human relations to be unnecessary. 5,5 Organization Man Management. Often termed middle-of-the-road leadership. Leaders in this position have medium concern for people and production. They attempt to balance their concern for both people and production, but they are not committed.9+9 Paternalistic father knows best management. A style in which reward is promised for compliance and punishment threatened for non-compliance Opportunistic whats in it for me management. In which the style utilized depends on which style the leader feels will return him or her the greatest self-benefit.9,9 Team Management. This style of leadership is considered to be ideal. Such managers have great concern for both people and production. They work to motivate employees to reach their highest levels of accomplishment. They are flexible and responsive to change, and they understand the need to change.

SITUATIONAL LEADERSHIPTannenbaum and SchmidtManagers need a mixture of autocratic and democraric leadership behaviors or stylesStyle depends on nature of situation, skill of manager and abilities of members

FIEDLERS LEADERSHIP CONTINGENCY THEORYReinforced contingency approachGroup effectiveness depends on appropriate match bet. leaders style and the demands of the situationSituational controlLeast preferred coworkerImportant variablesLeader/member relations, task structure, position power

FIEDLERS CONTINGENCY MODELSuggests that no one leadership style is the best for every situation.There are three (3) dimensions that influence leadership style:Leader-staff relationsTask structurePosition power

PATH-GOAL THEORYRooted in Expectancy TheoryLeader behaviorsDirectiveSupportiveAchievement-orientedParticipative

PATH-GOAL THEORY OF LEADERSHIP

SITUATIONAL FACTORS

Characteristics of subordinatesLocus of controlExperiencePerceived ability

Characteristics of environmentTask structureFormal authority systemWork group

Path-Goal Leadership StylesDirectiveSupportiveAchievement-orientedParticipative

Path-Goal leadership Style

PATH-GOAL LEADERSHIP STYLESDIRECTIVELets subordinates know what is expectedPlans and schedules work to be doneGives specific guidance what should be done and how it should be doneMaintains clear standards of performance

SUPPORTIVEShows concern for well-being of subordinatesTreats members as equalsDoes little things to make the work more pleasantFriendly and approachable

PATH-GOAL LEADERSHIP STYLES

ACHIEVEMENT-ORIENTEDSets challenges goalsExpects subordinates to perform at the highest levelSeeks improvement in performance, while showing confidence in workers

PARTICIPATIVEConsults with subordinatesSolicits suggestionsTakes suggestions seriously into consideration before making decisions

SUPPORTIVE LEADERSHIPSupportiveLeadershipReduce boredomMake job more tolerableIncrease self-confidence Lower AnxietyIncrease the intrinsic valence of workIncrease effort- performance expectancyIncrease effort

DIRECTIVE LEADERSHIPDirectiveLeadershipReduce role ambiguityStrengthen reward contingenciesIncrease effort- performance expectancyIncrease performance- reward expectanciesIncrease subordinate effortIncrease size of incentivesIncrease outcome valences for task success

PATH-GOAL THEORYCausal VariablesLeader BehaviorIntervening VariablesSubordinate expectationsOutcome VariablesSubordinate effort and satisfactionSituational Moderator VariablesCharacteristics of task and environmentCharacteristics of subordinates

NEW APPROACHES TO LEADERSHIPCONTEMPORARY THEORIES OF LEADERSHIP

TRANSFORMATIONAL LEADERSHIPBurns (1978)Both leader and followers have the ability to raise each other to higher levels of motivation and moralityTraditional manager concerned with day-to-day operations termed as transactional leader

Manager who is committed, has a vision, and empowers others with vision is termed as transformational leader

TRANSFORMATIONAL LEADERSHIPInspirational, idea-oriented, visionaryDramatic, arouses intense feelingsCommunicates high expectations and a need for a changeUnpredictableRelies on referent or charismatic powerRaises level of awareness and commitmentGets followers to transcend their self-interestsRequires trust and belief in the vision presented

Transactional LeadershipExchanges rewards for servicesManagement by exception (Watches for deviations)Keeps the system operating smoothlyUses reward and coercive power basesRecognizes what workers want and tries to deliver itRewards according to worker effortResponsive to worker self-interests

TRANSFORMATIONAL LEADERSHIPTransformational LeadershipIdealized InfluenceInspirationIntellectual stimulationIndividualized considerationTransactional LeadershipContingent rewardManagement by exception (active or passive)Laissez fairePerformance beyond expectationsAgreed upon performanceBroadening and elevating follower goalsLeader/follower exchange

Leadership StylesTransactional leadership Transformational leadership

Transactional leadership

Contingent RewardManagement by ExceptionLaissez Faire

Transformational leadershipIndividualised considerationCharismaInspirationIntellectual stimulation

TRANSFORMATIONAL LEADERSHIPTransformational leaders concentrate on motivating and developing staff members so the organisation and its staff achieve a shared vision. Key stakeholders within the organisation are empowered to build a culture that supports this vision.(Dixon 1997)

TRANSFORMATIONAL LEADERSHIPFocuses on management tasksIs a caretakerUses trade-offs to meet goalsDoes not identify shared valuesExamines causesUses contingency rewardIdentifies common valuesIs committedInspires others with visionHas long-term visionLooks at effectsEmpowers othersTransactional leaderTransformational leader

INTERACTIONAL LEADERSHIP THEORIESInteractional theoryLeadership behavior is determined by the relationship between the leaders personality and the specific situation

INTERACTIONAL LEADERSHIP THEORIESSchein (1970)Human as complex beings whose working environment was an open system to which they respondedSystem objects, with relationships between the objects and its attributes

INTERACTIONAL LEADERSHIP THEORIESBrandt (1994)Leaders develop work environment that fosters autonomy and creativity through valuing and empowering othersAffirms uniqueness of individualsContribute unique talents to a common goal

Peter Drucker leadership is a responsibility rather than a rank or privilege

INTERACTIONAL LEADERSHIP THEORIESKanter (1989)Title and position authority were no longer sufficient to mold a workforce, subordinates are encouraged to think for themselves and instead managers must learn to work synergistically with others

LEADERSHIP ROLESGuidingDirectingTeachingMotivating for goal settingMotivating for achievement

CHARACTERISTICS OF LEADERSHonestyVisionCompetenceCommunicationMotivationKnowledgeDecisivenessRisk-takingCaringBalanceHumorSelf-awareness

CHARACTERISTICS OF LEADERSIntelligenceKnowledgeJudgmentDecisivenessOral fluencyEmotional intelligenceIndependencePersonableAdaptabilityCreativenesscooperativenessAlertness ConfidencePersonal integrityEmotional balance and controlAbilityAble to enlist cooperatorInterpersonal skillsTactDiplomacyPrestigeSocial participationNonconformity

*************Situational control - to what extent can I determine what my group is going to do in a given situation. Thus, the situation becomes very important.Least preferred coworker - assessment that tells whether or not you are relationship or task motivated personImportant variablesLeader/member relations, task structure, position power; you can categorise situations using theseAsk yourself about why these are important???Look at the examples of entrepreneurs versus large corporate executives. There comes a time when the entrepreneur loses power and thus no longer is the leader of an organization*Expectancy theory: How leader influences subordinates perceptions of work/personal goals and the links between these sets of goalsLeaders key function: adjust to situational contingencies, the adjustment in behavior is made to complement the situational contingency variables in order to influence subordinate satisfaction, acceptance of the leader, and motivation for task performanceLeader behaviorsDirective- spelling out the what and how of tasksSupportive- subordinate needs and well-being, promote strong work climateAchievement-oriented - set challenging goals, stress excellence, show confidence in groups abilityParticipative - consult with subordinates, take suggestions*Charismatic - leadership is in the eye of the beholder, attributed by followers, e.g. not all people believed that Winston Churchill was charismaticTransformational - based on developing and articulating a vision for followers, important to discuss the cultural context of empowerment and charisma*Transactional leadership - leader exerts influence during daily exchanges with employees without much emotion contingent reward - rewards in exchange for reaching mutually agreed upon goals active mgt. by exception - watch for deviations from rules and then take corrective actions passive mgt. by exception - intervene only if stds not met laissez faire - avoiding decisionsTransformational leadership charisma - vision, sense of mission inspiration - high expectations intellectual stimulation - promotes intelligence individualized consideration - personal attention, coaches and advises