LEADERSHIPSHAREEF KM

II MSc NURSINGCNC

Assume leadership in various care settings

History of Leadership

• “The history of the world is about the biography of great men.”

– Thomas Carlyle• “Give a man a fish and

you feed him for a day; teach him how to fish and you feed him for a lifetime.”– Lao Tzu

• Our goal this class is to improve your ability to fish-or improve your personal leadership skills!

1. Why is understanding the history of leadership important?

A. Understanding leadership of an era to understand how and why events and societal development happened.

B. We can look at the past based on culture and the structure of a society.– Seek to learn from the

lessons of the past.– Apply what is most

applicable.

2. When did leadership begin?

A. Leadership has been studied since the earliest civilizations.– Humans have ALWAYS

organized themselves with some type of structure.

• Mayans & Aztecs• Great Wall of China• Moses and Hebrews• Ancient Pygmy

societies.

3. How did leadership begin?

A. Having an effective leader was critical for survival for early civilizations.– Tribes and nomadic groups.

B. Qualifications based on skilled, strength, size, agility, knowledge.– Usually male.– Existed since the beginning

of mankind.

4. What are the three historical types of leadership?

A. Leader-centric.– more of a fixture- kings and

queens.– they were born.– blood lines do not always

make good leaders.– men were primary in control

of government, business, and family units.

– Citizens simply followed directions caused segregation of social classes.

B. Follower-centric.– Because of technology, more

workers needed.– Followers wanted to regain

control.– By late 1800s, ideas to

increase worker productivity and boost revenue.

– Unwilling to give up total control and give power to their followers.

– Leaders discovered that increasing the responsibility of workers did in fact increase productivity.

– 1920s-when supervisors gave personal attention to workers, satisfaction increased.

C. Situational-centric.– By the 1970s, a

growing workforce were turning leadership over to groups, committees, and key employees.

– Focus on flexibility and recognized that leadership can be seen and described with many different models in mind.

– Not always one best way to lead all the time.

Eras of Leadership

• Tribal

• Pre-Classical

• Classical

• Progressive

• Post-Progressive

Tribal Leadership

• Role of coordinator and skilled expert

• Directive and task-oriented• Leaders were “elected” based

on size, strength, and agility• Leadership based on fear• Family leadership

Implications for Tribal Leaders

• Brute force accepted, fear-based

• Survival skills rule, but social skills are a plus

• Coordinator, skilled expert

Implications for Tribal Followers

• Failure to follow leads to death

• Follower’s role important for tribal success

• Long-term power derived from survival skills

Pre-Classical Leadership

• Concerned with spirituality

• Claimed divinity

• Death was feared

• Kings and queens

Implications for Pre-Classical Leaders

• Spiritually or magically endowed

• Male dominant

• Kings and church in collusion

• Brutality and oppression justified

Implications for Pre-Classical Followers

• Subservient role

• Vessels to be filled with spiritual teachings or law

• Subhuman treatment accepted

• Follow because of or through fear

Classical Leadership• Production at minimal costs• Stability• Workers are inefficient• Do what it takes to get the job

done• Division of labor• Organize, control, command,

decide, and manipulate for results

Implications for Classical Leaders

• Production at all costs

• Labor is infinite

• Leaders lead and divide labor

• Organize, control, command, decide, and manipulate for results

Implications for Classical Followers

• Hard work expected, and “builds character”

• Chaos is the downfall of the policy-driven organization

• No one is indispensable

• Workers considered lazy and inefficient

Progressive Leadership

• The change game

• Increase quality

• Total Quality Management (TQM)

• Empowerment

Implications for Progressive Leaders

• Stability no longer the key• Change game, TQM, and re-engineering• Change agent, visionary for transformational

change• Empowerment is the mantra, “Unlock the

potential of everyone”

Implications for Progressive Followers

• Everyone has a worth value• Collaboration means more power for

followers, shared power• Intimate involvement with total organizational

change• Needs met on management’s terms

Post-Progressive Leadership• Addresses the post-

industrial world

• Must be sensitive to the demands of the information society and post Cold War world

• Social change models

Implications for Post-Progressive Leaders

• Answers to issues in the post-industrial world

• New democratic agenda

• Social change, collaboration, and risk leadership models

Implications for Post-Progressive Followers

• Collaboration and agenda building are the new roles of the follower

• Equal partner in the leadership relationship

• Followers’ needs met

DEFINITION OF LEADERSHIP

• Leadership is a process whereby an individual influences a group of individuals to achieve a common goal.

(Northouse)

Based on this definition

• Leadership is a process

• Leadership involves influence

• Leadership occurs in groups

• Leadership involves common goals

OTHER DEFINITIONS

• It is a process of influencing the activities of an organized group toward goal setting and goal achievement

(Stogdill)• It is the structure-in-interaction as part of the

process of solving a mutual problem (Hemphill)

• A process of mutual stimulation which, by successful interplay of relevant differences, controls human energy in the pursuit of a common cause. (Pigors)

• It is interpersonal influence, exercised in situation and directed, through the communication process, toward the attainment of a specified goal or goals.

(Tannebaum)

CONCEPTS OF LEADERSHIP

• I used to think that running an organization was equivalent to conducting a symphony orchestra. But I don't think that's quite it; it's more like jazz. There is more improvisation.

Warren Bennis

• Good leaders are made not born. If you have the desire and willpower, you can become an effective leader. Good leaders develop through a never ending process of self-study, education, training, and experience

(Jago, 1982).

WHAT IS A LEADER?

• A leader is an individual who works with others to develop a clear vision of the preferred future and to make that vision happen

• Enlightened leadership

According to Covey• Effective leaders are

continually engaging themselves in lifelong learning

• They are service-oriented

• Concerned with the common good

• They radiate positive energy

• Effective leaders believe in other people

• They lead balanced lives and see life as an adven ture

• Effective leaders are synergistic

• Effective leaders engage themselves in self-renewal

VIEWS ON LEADERSHIP

• as a position

• as a personality trait

• as a process

• as a power relationship

Webster's Third New International Dictionary of the English Language

• Cause others to go along

• Guide others along the way

• Cause others to live a particular kind of life

• Head or direct operations

• Bring others by reasoning or other influences to some conclusion

• Play the first card or be in the advanced position

• Direct a blow against an opponent

Older views of leadership

• it is a process of "influencing individuals or groups to take an active part in the process of achieving agreed-upon goals." Transactional outcomes were emphasized in these definitions.

More recent definitions

• emphasize mutuality, empowerment, and transformational processes. Leadership as a democratic process that respects people, encourages self-management, and moves people in some direction.

Nursing leadership

• nursing leadership is defined as a mutual process of interpersonal influence through which a client is assisted to make decisions in establishing and achieving goals toward improved well-being and the professional nurse's practice is validated and professional growth is enhanced.

• Leaders carry out this process by applying their leadership knowledge and skills. This is called Process Leadership

• We have traits that can influence our actions. This is called Trait Leadership, in that it was once common to believe that leaders were born rather than made

Boss or Leader?• Position as a manager

gives you the authority to accomplish certain tasks and objectives in the organization (called Assigned Leadership).

• This power does not make you a leader, it simply makes you the boss

• Leadership differs in that it makes the followers want to achieve high goals (called Emergent Leadership)

BASS' THEORY OF LEADERSHIP

• There are three basic ways to explain how people become leaders

• Some personality traits may lead people naturally into leadership roles. This is the Trait Theory

• A crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person. This is the Great Events Theory

• People can choose to become leaders. People can learn leadership skills. This is the Transformational or Process Leadership Theory

TOTAL LEADERSHIP

Be Know Do

Be Know Do

• what they are [be] (such as beliefs and character)

• what they know (such as job, tasks, and human nature)

• what they do (such as implementing, motivating, and providing direction)

The Two Most Important Keys to Effective Leadership

• Be trustworthy

• Communicate a vision

Communicate

• Helping employees understand the company's overall business strategy

• Helping employees understand how they contribute to achieving key business objectives

• Sharing information with employees on both how the company is doing and how an employee's own division is doing — relative to strategic business objectives

PRINCIPLES OF LEADERSHIP

• Know yourself and seek self-improvement

• Be technically proficient

• Seek responsibility and take responsibility for your actions

• Make sound and timely decisions

• Set the example

• Know your people and look out for their well-being

• Keep your workers informed

• Develop a sense of responsibility in your workers

• Ensure that tasks are understood, supervised, and accomplished

• Train as a team

• Use the full capabilities of your organization

THE PROCESS OF GREAT LEADERSHIP

• Challenge the process

• Inspire a shared vision

• Enable others to act

• Model the way

• Encourage the hearts

DIFFERENCE BETWEEN LEADERS AND MANAGERSLeaders Managers

1. Do not have delegated authority; power derives from other means, such as personal influence

2. Have a wider variety of roles3. May not be a part of the formal

organization4. Focus on group process,

information gathering,feedback, and empowering others

5. Emphasize interpersonal relationships

6. Direct willing followers7. Have goals that may or may not

reflect those of the organization

1. Have an assigned position in the formal organization

2. Have a legitimate source of power because of the delegatedauthority that is part of their position

3. Are expected to cany out specific functions, duties and responsibilities

4. Emphasize control, decision-making, decision analysis, and results

5. Manipulate personnel, the environment, money, time, and other resources to achieve organizational goals

6. Have a greater formal responsibility and accountability

"Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the

right wall."

THANK YOU