LEADERSHIP AND MANAGEMENT

NCM 1052ND SEMESTER SY 2009-2010

LEADERSHIP

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

LEADERSHIP

• A process of influence• Not limited to people in traditional position of

authority• Can occur in numbers of dynamics and

settings

TYPES OF LEADERSHIP

• FORMAL LEADER– Person in a position of influence or authority– Has sanctioned role within an organization

• INFORMAL LEADER– Person who demonstrates leadership and has influence

even though he or she is not in a formal leadership role in an organization

– 2 KEY TRAITS:• Ability to influence others• Other people in the group or organization recognize the

ability and are influenced

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

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

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

THEORIES OF LEADERSHIP

TRAIT APPROACHPersonal – Psychologic – Physical

CHARACTERISTICS

TRAIT APPROACH

1. GREAT MAN THEORY: AristotleSome people are born to lead; others are born to be lead- 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

BEHAVIORAL THEORIES

LEADERSHIP STYLE

• Kurt Lewin (1951) and White and Lippitt (1960)a. AUTOCRATIC LEADERSHIP• Based on centralized decision making• Leader makes decision and expect s subordinates to

obey• Uses power to command and control others• May develop hostility between leaders and followers

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• Group performs well whether or not the leader is

present• Leaders and followers tend to maintain positive

relationship

DEMOCRACTIC

• OPEN SYSTEM

NURSE MANAGER

FOLLOWERS

LEADERSHIP STYLE

c. LAISSEZ FAIRE LEADERSHIP• Leaders defer decision making to followers• Permissive and tends to be distant or uninvolved• Workers may feel frustrated and efficiency may suffer

d. MULTICRATIC

. LAISSEZ FAIRE LEADERSHIP

• PERMISSIVE

NURSE MANAGER

FOLLOWERS

LEADERSHIP STYLE

• EMPLOYEE –CENTERED LEADERSHIP– Focus is on the human needs of employees– Considered more effective than job-focused

leadership more concerned with schedules, task or output

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

SHIFT OF LEADERSHIP ROLETRAIT

THEORIES

WHAT IS LEADER LIKE?1910-1940

BEHAVIORAL

THEORIES

HOW DOES THE LEADER BEHAVE1940-1960

CONTINGENCY THEORIES

• Contingency approach to leadership• 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.

1. CONTINGENCY THEORY

• Fred Fiedler• Leadership style will be effective or ineffective

depending on the situation• Leadership effectiveness depends on matching

organizational structure with the best leadership style for the organization and situation• 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

CONTINGENCY THEORY– 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 MODELSTEP 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

2. 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

3. SITUATIONAL THEORY

• Hersey and Blanchard• 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 levelsa. High task/low relationship behavior “telling” leadership

styleb. 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

4. “SUBSTITUTES FOR LEADERSHIP”

• Kerr and Jermier• Certain variables or factors may influence followers’

behaviors as much or more than the leader’s behavior• IDENTIFIED SUBSTITUTE S FOR LEADER BEHAVIORa. 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

1. 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 presenceLEADERS inspires other by:- obtaining emotional commitment from followers- arousing strong feeling of loyalty and enthusiasm

2. 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

1. 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

2. 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

3. EQUITY THEORY

• The degree of perceived fairness in the work situation is the key to job satisfaction and effort of workers

4. 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

INTERACTIONAL LEADERSHIP THEORIES

• 1970 – to the present• Leadership behavior generally determined by

relationship between the leader’s personality and the specific situation

• 1. SYSTEM THEORY: Schein (1970) • People are very complex and highly variable – have multiple motives

for doing things• Motives do not stay constant – changes overtime• Goals differ in various situation• Performance and productivity are affected by the nature of the

task, his ability, experience and motivation• No single leadership strategy is effective in every situation

INTERACTIONAL LEADERSHIP THEORIES

• 2. Hollander (1978) – leadership exchange involves:• The LEADER – his personality, perception and abilities• The FOLLOWER – with their personalities, perceptions

and abilities• The SITUATION – formal and informal group norms,

size and density

INTERACTIONAL LEADERSHIP THEORIES

• 3. Kanter ( 1977)• Structural aspect s of the job shapes effectiveness of a

leader• 3 major work empowerment structures

– OPPORTUNITY– POWER– PROPORTION

• 4. Nelson and Burns (1984)• Organization and their leader has 4 developmental

level that influence productivity and worker satisfaction

INTERACTIONAL LEADERSHIP THEORIES

• 4 Developmental Level» REACTIVE – leader focuses on the past, is crisis driven,

frequently abusive to subordinates» RESPONSIVE – leader is able to mold subordinates to

work together as a team» PROACTIVE – leader and follower more future oriented

and hold common driving values» HIGH PERFORMANCE TEAM – maximum productivity and

worker satisfaction

“NEW LEADERSHIP” CONCEPT

• Margaret Wheatley (1992)• LEADER’S FUNCTION IN AN ORGANIZATION

A. Use vision to guide followersB. Help followers make choices based on values

shared by leaders and followersC. Provide meaning and coherence in the

organizational culture