Leadership and Management

NCM 105

Introduction to Leadership and

Management

BSN IV – B

LEADERSHIP GAP

Globally, there is a severe nursing shortage

that makes the profession in crisis.

Locally, the profession produces thousands of

nurses yearly. But many of these nurses

intend to work outside the country to seek

better opportunities. After gaining the

mandatory experience, many seek work

outside the country which leaves

Leadership

The Philippines with untrained and unskilled

nurses who can be a risk factor to the health

care profession (Estella, 2005; Ubalde, 2007).

The gap exists between the growing

demand of a rising population for the delivery

of quality and cost effective patient outcomes

in healthcare and the lack of a strong nursing

leadership.

Definitions of leadership

A process by which one inspires others to

work together for the achievement of a

common mission, goal or a social transaction

(Merton, 1969) A vital ingredient which transforms a mere

crowd into a functional and useful

organization. It can be thought that it is a

transferable skill (Adair, 1983)

Definitions of leadership

The process of influencing the activities of an

organized group in its effort toward goal

setting and goal achievement (Stogdill, 1974)

A means of persuasion and example by

which an individual induces a group to take

action in accord with a purpose common to

everyone (Gardner, 1993)

Leadership

Is a social influence or a person's

ability to move other people to act. It is

initiating and guiding and the result is

change. The product of real leadership

is a new character or direction for an

organization or situation that would

never have happened.

Leadership

The privilege to have the responsibility to

direct the actions of others at varying levels

of authority and with accountability to both

successful and failed endeavors. (Roberts,

1989)

Leading people, the ability to listen, translate,

decide and motivate others (Chen 2007)

Leadership

Who leaders areWho leaders are

Values, motives and personal traits

What leaders knowWhat leaders know

Knowledge, skills and abilities

What leaders doWhat leaders do

Behaviors, habits, styles and competencies

Nursing leadership

Is defined as the process where the nurse

influences one or more persons to achieve

specific goals in the provision of nursing

care of one or more patients. It is a multi-

dimensional process. - GardnerGardner

GOALS

Resources

7M's

Management

Process &

Functions

Theories &

Principles

Effective &

Efficient

Leadership

Paradigm of Leadership

Theories and principles

The knowledge acquired from learning the

theories and principles of leadership and

management contributes to an empowered

nurse leader and manager. One simply has to

activate such knowledge that was learned to

address work related issues.

Management processes and

functions

The application of creative problem solving

strategies is accomplished through the four

functions of management: planning,

organizing, staffing, directing and controlling.

Management processes and

functions A. Planning:

1. Determining philosophy, goals,

objectives, policies, procedures and rules.

2. Carrying out long and short-range

projections.

3. Determining a fiscal course of action

4. Managing planned change.

Management processes and functions B. Organizing

1. Establishing the structure to carry out plans

2. Determining the most appropriate type of

patient care delivery.

3. Grouping activities to meet unit needs.

4. Working within the structure of the

organization.

5. Understanding and using power and

authority appropriately.

Management processes and functions

C. Staffing

1. Recruiting, interviewing, hiring and

orienting staff.

2. Scheduling staff development, employee

socialization and team building


D. Directing

1. Human resource management

2. Motivating

3. Managing conflict

4. Delegating

5. Communicating

6. Facilitating collaboration


E. Controlling

1. Performance Appraisals

2. Fiscal Accountability

3. Quality Control

4. Legal and Ethical Control

5. Professional and collegial control

Effective and Efficient Leadership

Leadership should both be efficient and

effective. One should be able to lead at the

right time and maximize one's resources to

attain the goal.

EFFECTIVE NURSING LEADERSHIP

EFFICIENCY- DOING THE THINGS RIGHT-

- ability to maximize the use of time and

resources in achieving organizational

objectives.

EFFECTIVENESS - DOING THE RIGHT

THING--ability to determine whether

appropriate objectives are met.

Resources (7M's)

1. MONEY

Refers to a budget that would allocate for

an undertaking.

2. MEN

Refers to human resources that are

needed to achieve the goal.

Resources – continuation:

3. MACHINES

Are devices that help the organization by

either performing tasks faster or doing work

that humans cannot. They normally require an

energy source, also known as INPUT and are

expected to perform work, also known as

OUTPUT. Devices with no rigid moving part

can be considered TOOLS.

Resources- continuation

4. MATERIALS

Are physical resources used as inputs in

the nursing process.

5. METHODS

Refer to the body of techniques for

investigating phenomena, acquiring new

knowledge, or correcting and integrating

previous knowledge.


NURSING METHOD

Is a planned procedure intended to achieve

a predetermined result. The method usually

consists of data gathering from both the

results of active experimentation and causal

but controlled observation, and the testing

of new ideas for validation.


6. MOMENT

Refers to time as a fundamental quantity

used for several purposes; such as

sequential arrangement, comparison of

different events, and measurement of

motion of objects.


TIME MANAGEMENT is the organization of

tasks or events which begins with estimating

how much time is needed for a task, and

learning to adjust to unexpected events that

may prevent or jeopardize its completion in

order to complete the task in the appropriate

amount of time.


7. MANAGER

Is a person responsible for planning and

directing the work of a group of individuals,

monitoring their work, and taking

corrective

action when necessary.

Pointers to the Leadership Path

1. Begin with yourself

Who you are and what you are

Why you do and what you do on a daily basis

2. Know how to lead

3. Apply it yourself

4. Evaluate your gains and reflect on the

losses.

5. Change yourself

Nursing leadership can be

characterized by the ff traits

and actions LL-- lead, love, learn

EE- - enthusiastic, energetic

AA- - assertive, achiever

DD- - dedicated, desirous

EE- - efficient and effective

RR- - responsible, respectful

DIFFERENCE between

LEADERSHIP and MANAGEMENT

LEADERSHIP is doing the right thing while

MANAGEMENT is doing the things right.LEADERSHIP is a RELATIONSHIP between

leader and followers that can give life to an

organization. MANAGEMENT is a

FUNCTION that must be performed in any

organization,

DIFFERENCE between LEADERSHIP and

MANAGEMENT

Leadership requires more complex skills than

management, and that management is only

one role of leadershipA job title does not make a person a leader;

only a person’s behavior determines

leadership.Management emphasizes control;

leadership emphasizes effectiveness

Difference between leaders and

managers LEADER May or may not

have official

appointment to the

position Vested with power

and authority by the

group

MANAGER Officially appointed

Vested with power

and authority by the

organization

Leader Manager

Influence others

towards goal

setting

Implements

predetermined

goals, policies,

rules and

regulations

Leader Manager

Relates to people

personally

Feels rewarded by

personal

achievement

Relates to people

according to their

roles

Feels rewarded

when

accomplishing

organizational

missions and goals

Leader Manager Interested in risk

taking and exploring

new ideas Direct willing followers Emphasize

interpersonal

relationships.

Measures the risks to

be taken in line with

the expected results Direct willing and

unwilling subordinates Emphasize control,

decision-making,

decision analysis, and

results

DIFFERENCE between LEADERSHIP

and MANAGEMENT

One may be a good nurse leader but not a

good manager. A LEADER IS:

1. Able to inspire her followers or specifically

her staff to do things beyond their call of duty.

2. Able to lift the staff's morale

3. Able to motivate the staff to think solution to

an existing problem.

Dimensions of leadershipLeader Follower Situation

Each dimensions influence the other. The

accomplishment of a given goal depends not

only on the personal attributes of the leader

but also on the followers' needs and the type

of situation.

“The only test of leadership is that

somebody follows”-Robert Greenleaf

Followership

FOLLOWER is not a passive agent in

leadership. A good follower leads herself by

assuming responsibilities thus influencing her

own performance.

EFFECTIVE FOLLOWERS are active,

responsible and autonomous in their behavior

and critical in their thinking without being

insubordinate or disrespectful (Hock, 1999)

Types of followers (Kellerman, 2007)

Alienated

Followers who are independent and critical

yet passive in their behavior resulting in

psychological and emotional distance with

their leaders.

Sheep

Followers who are dependent and

uncritical. They simply do as they are told

by their leaders.

Types of followers

Yes People

Uncritically reinforce the thinking and

ideas of their leaders with enthusiasm, never

questioning or challenging the leader's ideas

or proposals but dangerous to the leader

because they are most likely to give a false

positive reaction and give no warning of

potential pitfalls.

Types of followers

Survivors

The least disruptive and low risk followers.

They perpetually sample the wind. Their motto

is”Better safe than sorry”

Effective Followers

Self leaders do not require close

supervision. They recognize that to be an

effective leader, one needs good followers.

Qualities of effective followers

1. Self-management

Work well without close supervision

2. Commitment

Making progress toward achieving a goal

3. Competence and focus

Competence center on mastering skills

and focus efforts for maximum impact that will

be useful to the organization.

Qualities of effective followers

4. Courage

Independent, critical thinkers will fight

for what they believe is right.

Elements of leadership

Vision

Influence

Power

Authority

Responsibility

Accountability

Vision

Provides direction to the influence process

An Effective Vision should:

1. Appear as a simple, yet vibrant, image in

mind of the leader

2. Describe a future state, credible and

preferable to the present state

3. Acts as a bridge between the current state

and a future optimum state

Effective vision

4. Appear desirable enough to energize

5. Succeed in speaking to followers at an

emotional or spiritual level

3 critical components involve in

making vision work 1. The leader or the head of the organization

2. The members or staff of the organization

3. The environment or the community in which

they function

The 3 when work together will contribute

to the implementation of the vision,

the realization of the objectives and

the success of the organization.

Influence

Definition: The ability to obtain followers,

compliance, or request.

KINDS OF INFLUENCE

a. Assertiveness is where one sends direct

messages to others and is able to stand up for

her own rights without violating those of

others.

Kinds of influence

b. Ingratiation is where a person makes

another feel important or good before

making a request.

c. Rationality is convincing someone of the

merits of a detailed plan, which is usually

supported by information, reasoning or

logic.

Kinds of influence

d. Blocking is a hostile type of influence

where a person achieves the goal of

influencing another person either with the

threat or the actual act of cutting off from

communication or interaction with the other

person intended to be influenced.

e. Coalition is a collective form of influence

where a person gets several co-workers to

“back her up” when making a request.

Kinds of influence

f. Sanction is the promise of punishment in

the case of non-cooperation and reward in

case of cooperation.

e. Exchange involves offering a favour or a

personal sacrifice as an incentive for the

performance of a request.

h. Upward appeal involves obtaining support

from a higher-up to push someone into action

Levels of leadership as an act of

influence

Level 1: POSITION (rights) title

Level 2: PERMISSION (relationship)

Level 3: PRODUCTION ( results)

Level 4: PEOPLE DEVELOPMENT

(reproduction)

Level 5: PERSONHOOD (respect)

POWER

The ability to efficiently and effectively

exercise authority and control through

personal, organizational and social strength.

The ability to impose the will of one person or

group to bring about certain behaviour in

other groups or persons.

Sources of power

1. Legitimate Power- bestowed upon a leader

by a given position in the organization.

2. Reward Power- derived from the

manager's ability to give rewards to

subordinates for compliance with her

orders or request.

3. Coercive Power- based on the leader's

ability for non-compliance with his

directives.

Sources of power

4. Expert Power-derived from special abilities

or skills unique to the leader.

5. Information Power- derived from being

well-informed and up to date.

6. Referent Power -based on relationship and

connections.

AUTHORITY

Definition: The right to decide

Represents the right to expect or

secure compliance, backed by legitimacy

FORMS OF AUTHORITY

1. LINE AUTHORITY is direct supervisory

authority from superior to subordinate.

a. CHAIN OF COMMAND is an unbroken

line of reporting relationship that

extends through the entire organization.

Line authority

b. UNITY OF COMMAND states that each

person in the organization should take

orders from and reports to only one

boss.

c. SPAN OF CONTROL refers to the

number of employees that be placed

under the direction of one leader-

manager.

Forms of authority

2. STAFF AUTHORITY is based on expertise

and which usually involves advising line

managers.

3. TEAM AUTHORITY is granted to work

teams who are empowered to plan and

organize their own work and to perform

that work with a minimum supervision.

RESPONSIBILITY

Definition: Ability to respond

The corresponding obligation and

accountability answers for all actions done.

CATEGORIES:

a. individual

b. organizational

ACCOUNTABILITY

Definition: Answering for the result of one's

action or omissions.

The acceptance of consequences of

their decisions, good or bad.

Results in rewards for good performance,

and discipline for poor performance.

TYPES OF LEADERS

1. FORMAL LEADER

Appointed, elected or designated,

deliberately chosen by the administration

and given the authority to act.

2. INFORMAL LEADER

Does not have the official sanction to direct

the activities of others. Chosen by the group as

in social or church due to age, and personality

Behaviour of Leaders

1. PASSIVE OR NON-ASSERTIVE

BEHAVIOR. The leader feels self-pity and is

lacking self-worth, act apologetically, easily

dominated by others and speaks hesitantly.

2. AGGRESSIVE BEHAVIOR. The leader talks

loudly on every subject and often shows

insensitivity to the feelings of others. Dictates

actions of others and achieve goals by hurting

others.

Behaviour of leaders

3. ASSERTIVE BEHAVIOUR

The leader is midway between passive and

aggressive.

The leader expresses opinions and belief

without infringing on or belittling the right or

belief of others.

Refused to be manipulated or dominated.

Strive to enhance self and others.

Styles of leadership

Style is an important factor in the leadership

management process. It is way in

which something is said or done.

It is a particular form of behaviour

directly associated an individual.

Leadership Style – is how a leader uses

interpersonal influences to accomplish goal.


1. AUTOCRATIC/Authoritarian

Nurse leader-manager is authority center,

or boss centered, always concern with task

accomplishment, communication occur in a

closed system and with little trust or

confidence in workers

autocratic

The staff are expected to obey orders

without explanations. They are motivated by

rewards or punishment. View individual as that

of Mc Gregor Theory X.

2. bureaucratic

The nurse leader-manager manages “by

the book”. Everything must be done

according to procedure or policy.

This style can be effective when:

a. Routine task are performed

b. Certain standards or procedures are to be

understood

bureaucratic

c. Employees are working with dangerous or

delicate equipment that requires a definite

set of procedures to operate

d. Safety or security training is being

conducted

e. Employees are performing task that require

handling of cases

3. democratic

Also called participative style or

consultative type as it encourages staff to be

part of the decision making and problem

solving responsibilities. They are considered

rational individuals who can perform task

efficiently and effectively according to the

standards set by the profession or

organization or nursing practice.

democratic

The staff like the trust they receive and

respond with cooperation, team spirit and

quality morale, open system communication,

and friendly. View as Mc Gregor’s Theory Y.

Democratic leaders:

a. Develops plan to help employees evaluate

their own performance

b. Allows employees to establish goals

Democratic leaders

c. Encourages employees to grow on the job

and be promoted

d. Recognizes and encourages achievement

e. Shares the problem solving and decision

making to the staff

f. Encourages team building and participation

4. laissez-faire

Also known as the “hands off” style,

permissive and ultraliberal. There is little

or no direction from the leader and the staff

has much freedom, authority and power and

determine goals, make decisions and resolve

problems on their own.

Laissez-faire style is effective

when: a. Employees are highly skilled, experienced,

educated and trustworthy

b. Employees have pride in their work and

drive to do it successfully on their own

c. . Employees are expert, such as

specialists or consultants and highly

motivated professional group.


Autocratic Bureaucratic Democratic Laissez-faire

Concept Authority Centered

Group Centered

No direction

Image Autocrat Bureaucrat Team Leader

Frame of Reference

“They” “We” “You”

Role of Leader

Critic Regular None



Source of Authority

Leader Ruler Group Self

Personal Approach

Trial and error Roles and Repetition

Participation and Involvement

Do your own thing

Objectives Develop self Develop systems

Develop Group Be a friend to all

Leader Needs Dependent Stability Acceptance



Behavior Desired

Dependent Consistent Belonging Friendly

Focus Work Demands

Organization Management group

None

Demands on Employee

Employees Cooperation None

Climate Authoritarian Official Democratic Permissive



Morale of Employees

Antagonistic Apathetic Team Oriented

Weakness Changeability Crisis Proneness

No Cooperation

Strength Decision and Action

Standards and Norms

Group Response

Concepts, Theories and Principles

Definition of Terms

1. Theories- are speculative idea or plan as

to how something mght be done. It requires

considerable evidence in support of a

formulated general principle explaining the

operation of certain phenomenon.


Definition of Terms

2. Concepts- are thoughts, ideas and

general notion about a class of object that

form a basis for action or discussion. They

tend to be true but not always true.


Definition of Terms

3. Principles are fundamental truths, laws

or doctrines on which other notions are based.

It provides guidance to concepts and to

thought or action in a situation.


General Concepts and Principles of

Leadership and Management

1. Leadership is viewed by some as one of

management’s many functions.

2. Others maintain that leadership requires

more complex skills than management and

that management is only one role of

leadership.


General Concepts and Principles of

Leadership and Management

3. Management emphasizes control.

Leadership emphasizes effectiveness.

4. A job title does not make a person a

leader, only the person’s behavior determines

leadership.

I. EARLY LEADERSHIP THEORIES

These theories focus on the traits and

behaviors of leaders.

A. TRAIT THEORIES

“Great Man” Theory

Assumes that the capacity for leadership

is inherent, that great leaders are born not

made.

EARLY LEADERSHIP THEORIES

B.TRAIT THEORY

Assumes that people inherit extraordinary

qualities and traits that make them suited to be

a leader. Such traits like tireless ambition, zest

for life, great orator skills, irresistible good

looks and extreme persuasiveness.

Trait theories

INDIVIDUAL CHARACTER THEORY

assumes that these people have innate

characteristics that made them great leaders.

EX. tall, attractive, intelligent, self-reliant,

creative

Trait theories

2 Common Traits of a Leader

1. Positive Traits- This leaders bring

people to progress. They are cheerful,

forgiving, intelligent and good looking

men and women.

Effective leaders build leaders

while leading….

Trait theories

2 Common Traits of a Leader

2. Negative Traits- This leader take people

to destruction. They destroy rather than

build. They are bitter, aggressive, loud-

mouthed and ugly people.

Ineffective leaders build incompetent

followers

Trait theories

According to Reeves, 2001, the following are some of the traits of a leader. 1. Emotional Stability and Composure calm, confident, and predictable 2. Admitting Error – Owning up to mistakes rather than putting energy into covering up.

Trait theories

3. Good interpersonal skills- able to communicate and persuade others without resort to negative or coercive tactics.4. Intellectual breadth – able to understand a wide range of areas, rather than having a narrow area of expertise.

Trait theories

C. Individual Character Theory These people have innate

character that made them great leaders. Distinctive physical and psychological

individual characteristics account for leadership effectiveness. Those who are naturally taller, attractive, intelligent, self reliant and creative are chosen to lead.

B. Behavioral Theories

Concern with what leaders do and act than who the leader is.The actions of the leaders and not their mental qualities or traits make them leaders. Believe that leaders are made, not born. People can be taught to become leaders through experience and observation

Behavioral theorists

KURT LEWIN (1890-1947)

An eminent psychologist who proposed

that the worker's behavior is influenced by

interactions between the personality, the

structure of the primary work group and the

socio-technical climate of the work place

(Miner, 2005)

Kurt Lewin

Categorized leadership styles as

authoritarian, democratic and laissez-faire

(Lewin, 1939)

Developed the “Field Goal Theory of

Human Behavior” (Lewin, 1951) which

believed that people act the way they do

depending on self perceptions and their

environments.

Change process (Lewin, 1951)

1st stage: Unfreezing. Overcoming inertia and

dismantling the existing “mind set”. Replace

the previous culture learned with the new one.

2nd stage: Change Occurs. Period of

confusion and transition. Old ways are being

challenged but there is no clear picture to

replace them with yet may be ready to accept

new role.

Change process

3rd stage: Re-freezing. The new mind set is

crystallizing and one's comfort level is

returning to previous levels. Have internalized

new roles and can adapt to new environment

and culture

Behavioral theorist

CHRIS ARGYRIS (1923) an organizational

psychologist who sought to study the way people in

an organization act and react with each other.

Developed the concepts:

Ladder of Inference is based on the idea that

individuals select data to process interpret and draw

conclusions from the available data.

Chris Argyris

Double Loop Learning saw learning as a

process of detecting and correcting errors that

focus on problem solving.

ALVIN TOFFLER (1928) examined

technology and its impact to the world and the

reactions and changes to the society.

Behavioral theorist

RENSIS LIKERT (1903-1981)

Developed the Likert Scale and Linking

Pin Model which use the concept of family to

characterized the desirable social interaction

between different work units

Likert

. Under this approach: Superiors and

subordinates trust each other, information

flows freely downward and laterally, high group

participation, sets realistic goals, decisions are

done through democratic process, training

human resources and control

Is done often.

Leadership and management styles

by Likert1. Exploitative-Authoritative

a. Least effective performance

b. Managers show little confidence in staff

associates and ignore their ideas

c. Staff associate do not feel free to discuss

their jobs with the manager

d. Responsibility for organization's goal is on

the top; goals are established through orders.

2. benevolent-authoritative

a. Manager is condescending to staff

associates

b. Staff associates' ideas are sometimes

sought but they do not feel very free to

discuss their jobs with the manager

c. Top and middle management are

responsible for setting goals

d. Decisions are made at the top with some

delegations.


e. Staff associates are occasionally consulted

for problem solving

3. Consultative

a. The manager has substantial confidence in

staff associates

b. Their ideas are usually sought and they feel

free to discuss their work with the manager

c. Responsibility for setting goals is fairly gen.


d. Managers are quite familiar with the

problem faced by their staff associates.

4. Participative

a. Associated with the most effective

performance

b. Managers have complete confidence in their

staff associates

Participative

c. Ideas are always sought

d. Managers are very well informed about the

problems faced by their staff associates and

decision making is well integrated throughout

the organization with full involvement of staff

associates.

Behavioral theorists

DR. ROBERT BLAKE and JANE MOUTON

They developed the Managerial Grid

Model which attempts to conceptualize

management in terms of relations and

leadership style and 2 behavioral dimensions

1. Concern for task or production

2. Concern for people

3 things to remember on

managerial grid (Blake & Mouton)

1. Leaders lay somewhere along the

continuum of concern for productivity to

concern for people.

2. There is no “one best way” of leadership

3. Different styles are needed for different

situations

Managerial Grid(Blake & Mouton)

1. Improvised Style (1.1)

Description: Leaders have low concern for

both people and production. Referred to as

“management by default.”

Characteristics: The main concern is not to

be held responsible for any mistakes, which

results in less innovative decision and

passive


Results: Disorganization, dissatisfaction, disharmony among people and behavior is directed towards self preservation. 2. Country Club Style (1.9) Description: Leaders has high concern for people and low concern for production. Referred to as “country club management Characteristics: The leader is attentive to her peoples' needs and has developed satisfying relationships and work culture, but at the expense of achieving results.


Country Club Style (1.9) continuation

Result:

Atmosphere is usually friendly but not

necessarily that productive. Camaraderie and

harmony are the primary considerations.


3. Produce or Perish Style (9.1)

Description: With high concern for production

and low concern for people. Managers are

task-oriented and autocratic


3. Perish- continuation

Characteristics: The leader concentrates

almost exclusively on achieving results.

People are viewed as commodity to be used

to get the job done. Communication is

unidirectional from top to bottom and the

feelings of people are ignored or suppressed.


Results: High output is achieved in a short

time but becomes costly as there is high labor

turn over.

4. Middle of the road style (5.5)

Description: Leader try to balance between

company goals and workers' needs. Also

known as management by compromise.

4. middle of the road style (5.5)

Characteristics: The leader is aware of and

wants to focus on productivity but not at the

expense of the morale of her team. Based on

a Give and take relationship.

Results: Leader compromises in which

neither production and peoples' needs are met

5. team style (9.9)

Description: Leaders rely heavily on making

employees feel as a constructive part of the

organization. Adopt the approach called team

“managers”

Characteristics: Leader pays high concern

for both people and production. Encourages

team work and commitment among

employees.

9.9

Results: The leader achieves high work

performance through leading her people to

become dedicated to the organizational goals.

There is a high degree of participation and

team work, which satisfies the basic need of

people to be involved and committed to their

work.

C. Situational or Contingency

Theories

Situational Theories stated that different

situations demand different types of

leadership.

Also called Contingency Theories because

the leadership style would be dependent on

the situation that a leader is faced at the

moment

Situational theorists

PAUL HERSEY & KENNETH BLANCHARD

Leaders should adapt their style to

followers' development style or maturity, based

on how ready and willing the followers to

perform required tasks. Their readiness

depends on their competence and motivation.

4 leadership styles that match

development levels of the

followers (Hersey & Blanchard)

S1: Directing/Telling Leaders

The leader defines the roles and tasks of

the followers and supervises them closely.

Decision are made by the leader and

announced, so communication is largely one-

way

Hersey and Blanchard

S2: Coaching/Selling Leaders

The leader still defines roles and tasks,

but seeks ideas and suggestions from the

follower. Communication is two-way and the

decisions remains the leader's prerogative.

Hersey & Blanchard

S3: Supporting/Participating Leaders

The leader facilitates and takes part day-

to-day decisions , but control is with the

follower.

S4: Delegating Leaders

Leaders are still involved in decision

making and problem solving, but control is

within the follower. The followers decide when

and how the leader will be involved.


FRED FIEDLER

Developed Fiedler Contingency Model

which focused on:

1. Leader-member relation- how well the

manager and the worker get along.

2. Task structure-refers to the nature and

structure of the job to be done.

3. Position power-how much legitimate

authority does the manager possess.


VICTOR HAROLD VROOM and YETTON

They suggested that the selection of a

leadership style will determine the

effectiveness of a decision making

procedure which depends upon the

aspects of the situation such as:

1. Importance of the decision and the

quality of acceptance

Vroom & Yetton

2. Amount of relevant information possessed

by the leader and subordinates.

3. Likelihood that subordinates will accept an

autocratic decision or cooperate in trying to

make a good decision if allowed to participate.

4. Amount of disagreement among

subordinates with respect to their preferred

alternatives

Vroom & Yetton

VROOM's participative model provides a set

of rules or norms that determine how

participative a leader should be when making

decisions.

After weighing up various contingencies a

leader can choose to:

1. Decide on their own, and if necessary sell

their decision.

Vroom

2. Consult some staff members individually,

gathering some informal ideas and then make

the decision themselves.

3. Consult the staff as a group, gathering their

suggestions and making the decision

themselves.

4. Facilitate a meeting where they can define

the problem and set the limits within which a

Vroom

Decision needs to be made, and uses

consensus approach to make a decision.

5. Delegate the decision making process

either to the team or individual responsible for

enhancing the decision.


ROBERT HOUSE proposed the Path-Goal

Theory of Leadership. He said that the

leader can affect the performance, satisfaction

and motivation of a group through rewards,

clarification of path to goal and removal of

obstacles in work performance. To do this, the

leader adopts a certain leadership style as

follows:

Path-goal theory (House)

1. Directive leadership: Specific advice is

given to the group and ground rules and

structure are established.

EX. clarifying expectations, specifying or

assigning certain work tasks to be followed

2. Supportive leadership: Good relations are

promoted with the group and sensitivity to

subordinates' needs is shown.

Path goal theory (House)

3. Participative leadership: Decision making

is based on consultation with the group and

information is shared with the group.

4. Achievement-oriented leadership:

Challenging goals are set and high

performance is encouraged while confidence

is shown in the group's ability.

II. CONTEMPORARY LEADERSHIP

THEORIES

.These theories focus on leadership as a

process of interacting and influencing others

within an organizational culture.

A.. Interactional Leadership- generally

determined by the relationship between the

leader’s personality and specific situation.


THEORIES Interactional Theories

1. Shein’s Model: People are very complex and highly variable

People motives do not stay constant but change

overtime.

Goals can differ in various situations

A persons performance and productivity are

affected by the nature of the task and by her

ability, experience and motivation.


THEORIES

B. TRANSACTIONAL LEADERSHIP STYLE

The leader motivates the followers by

appealing to their own self-interest. Its

principles are motivate by means of the

exchange process. It is a contract for mutual

benefit that has contingent rewards

Transactional leadership

encompass 4 types of behavior

1. Contingent Reward. The leader uses

rewards or incentives to achieve results when

expectations are met.

2. Management by Exception. The leader

uses correction or punishment as a response

to unacceptable performance or deviation from

unacceptable standards.

Transactional leadership encompass

4 types of behaviour

3. Active Management by Exception. The

leader actively monitors the work performed

and uses corrective methods to ensure work is

completed to meet accepted standards.

4. Laissez-Faire Leadership. The leader is

indifferent and has a “hands-off” approach

towards the worker and their performance.

C. Transformational Leadership

The most effective and beneficial

leadership behavior to achieve long-term

success and improved performance.

Characteristics

1. Promotes employee development

2. Attends to needs and motives of followers.

Transformational Leadership

3. Inspires through optimism, influences

changes in perception

4. Provides intellectual stimulation and

encourages follower creativity.

5. Uses role modelling.

6. Provides sense of direction.

7. Provides sense of direction and encourages self

management


Theorists:

1. Burns ( 1978)

Suggested that both leaders and followers have

the ability to raise each others to higher levels of

motivation and morality.

Based on this theory, there are 2 types of leader:

Transactional/Traditional Leader - concerned

with day to day operations

Transformational leader- one that is

committed, has a vision and is able to empower

others with this vision.


2. Tyrell (1994)

Identifies “ visioning” was a mark of

transformational leader. He states that nurses at

all levels are expected to demonstrate leadership in

setting directions for nursing practice.

3. Gardner (1990)

Highlighted the importance of integrating the

roles of the leader and the manager.

D. SERVANT LEADERSHIP

Robert Greenleaf

Coined the term “Servant Leadership” that

emphasizes the leader's role as steward of

resources such as human, financial and

otherwise provided by the organization.

He said that a true servant leader is a

servant first.

Servant leadership

If you are truly determined to help others

rather than dominate them, then, you must be

prepared to:

1. Endure misunderstanding and suffering

instead of seeking honor and glory.

2. Show initiative when people are apathetic.

3. Forge ahead so it will be easy to drift with

the tide.

A true servant leader has the following

specific characteristics:

1. Listening 7. Foresight

2. Empathy 8. Stewardship

3. Healing 9. Commitment to the

4. Awareness growth of people

5. Persuasion 10. Building

6. Conceptualization community

New Leadership Concepts

A. Need for Emotional Intelligence (EI)

The process of regulating both feelings

and expressions. Organizationally

desired emotions are considered the

standards of behaviour that indicate which

emotions are appropriate in each

relationship[ and how these emotions

should be publicly expressed or displayed.

Emotional intelligences in nursing

leadership

EQ is defined as a person's self-awareness,

self-confidence, self-control, commitment and

integrity, and a person's ability to

communicate, influence, initiate change and

accept change. Studies have shown that EQ

impacts a leader's ability to be effective

(Goleman, 1998)

EQ 19 competencies (Goleman)

1. Self-Awareness: Ability to recognize one's

own feelings

a. Emotional self-awareness: Reading one's

own emotions and recognizing their impact.

b. Accurate self-assessment: Knowing one's

strengths and limitations

c. Self-confidence: A sound sense of one's

self-worth and capabilities.

EQ

2. Self-Management or Self-Regulation

a. Emotional self-control: Keeping disruptive

emotions and impulses under control.

b. Transparency: Displaying honesty and

integrity; trustworthiness

c. Adaptability: Flexibility in adapting to

changing situations or overcoming obstacles

EQ

d. Achievement: The drive to improve

performance to meet inner standards of

excellence.

e. Initiative: Readiness to act and seize

opportunities

f. Optimism: Seeing the positive side of

events

EQ3. Social Awareness

a. Empathy: Sensing other's emotions,

understanding their perspective, and taking

active interest in their concerns

b. Organizational awareness: Reading the

currents, decision networks, and politics at the

organizational level.

c. Service: Recognizing and meeting the

needs of followers, clients or customer.

EQ

4. Relationship Management

a. Inspirational leadership: Guiding and

motivating with the compelling vision

b. Influence: Wielding a range of tactics for

persuasion.

c. Developing others: Bolstering others'

abilities through feedback and guidance

EQ

d. Change catalyst: Initiating, managing and

leading in a new direction

e. Conflict management: Resolving

disagreement

f. Building bonds: Cultivating and

maintaining a web of relationship

g. Teamwork and collaboration:

Cooperation and team building

8 intelligences to account for a broader

range of human potential (Gardner)

1. linguistic intelligence (word smart)

2. logical-mathematical intelligence

(number/reasoning smart)

3. spatial intelligence (picture smart)

4. bodily-kinesthetics intelligence (body smart)

intelligences

5. musical intelligence (music smart)

6. interpersonal intelligence (people smart)

7. intrapersonal intelligence (self-smart)

8. naturalist intelligence (nature smart)


B. Cultural Bridges

The leader-manager must become

culturally sensitive and assist staff when

cultural misunderstanding occurs.

C. Influence of followers on leaders


Principles to avoid negative influence:

a. Keep vision and values front and center.

b. Cultivating truth tellers

c. Honoring one’s intuition

d. Making sure staff are allowed to

disagree

e. Setting a good ethical climate and

delegating appropriately


D. Recognition and Management Flaws

a. Leaders are always good.

b. Leaders are like the rest of us.

c. Leaders maybe deceitful, greedy,

generous, cowardly and brave

E.. Integrating Leadership and Management

Skills

Quantum Leadership by Porter-

O'Grady and Malloch (2003)

Described as new leadership for new age.In Quantum leadership, control is not the

issue, rather change dominates the climate.The quantum leader recognizes continual

movement and change occur in reality and

creativity and innovation are at the core of

good work performance.

Quantum

When the principles of quantum leadership are

applied, health care administrators and faculty

can:

1. Recognize how health care changes have

affected all of them

2. Properly explain each change, actively

engage in conflict resolution, and exchange

ideas

Quantum

3. Work together to resolve the difficulties that

emerge as their systems intersect.

As leaders, nurses:

1. Offer creative and innovative solutions

2. Seek to discover educational opportunities

instead of relying on past methods of

accommodating new nurses in the work place

Quantum

3. Provide mentoring opportunities and expert

preceptorships, quantum leaders can

effectively help all involved to provide better

care for patients.

21st CENTURY NURSING

LEADERSHIP

This new leadership style requires that the

leader's role at all levels be transformed from

order-giver/warlord to resource person and

colleague (Simmons & Mares, 1984)

The growing trend for leaders is to use the

concepts of shared and participatory

leadership.

21st Century

1. As a resource person and co- equal of her

followers

2. The responsibility is spread over all the

stakeholders

3. This is because the landscape of health

care organization will become more

decentralized

In 21st century healthcare

organizations, LEADERS1. Are committed to promoting team

effectiveness

2. Know how to gather, sort, structure

information, and then connect it in new ways

to create clear objectives that satisfy both the

organization and individual needs

3. Listen to colleagues and collaborators to

come up with a shared consensus

NURSING LEADERSHIP

Is a multidimensional process where the

learned and inherited characteristics of the

leader is combined with situational,

interactional, goal directed dimensions of

leadership theories.

The process used to move a group toward

goal setting and goal achievement in the

provision of nursing care for patients.

EFFECTIVE NURSING LEADERSHIP

EFFICIENCY- DOING THE THINGS RIGHT-

- ability to maximize the use of time and

resources in achieving organizational

objectives.

EFFECTIVENESS - DOING THE RIGHT

THING--ability to determine whether

appropriate objectives are met.

NURSE LEADERS' TOOL KIT

A nurse-leader is a leader that:

1. Has the ability to influence others in the

achievement of organizational goals

2. Understands and is committed to the

organization

3. Is creative and visionary

4. Has high professional and ethical standards

of conduct


5. Communicates effectively

6. Knows and practices good management

7. Works well with others

8. Believes that technical skills and subject

matter expertise is important

9. Continues to learn


10. Helps others to learn

11. Is warm, responsive and fun to work with

12. Has professional presence and confidence

13. Is strategic and non-judgmental

14. Delivers results

Effective nurse leaders and

managers

Systematic use of self

to get the right things

done at the right time

Understanding of

individual strengths,

weakness and potentialsBasic Knowledge

on Leadership

and Management

Effective Leadership and

Management

MANAGEMENTUses delegated authority within a formal

organization to organize, direct and control

subordinates .A process of getting things done through

peopleExerts influence over its subordinatesExercises leadership to be both efficient and

effective as it aims to be successful in

attaining goals and objectives

MANAGERIAL LEADERSHIP

Is a process of directing and influencing a

task related activity of the group.

NURSING MANAGEMENT is the process of

working through staff members to be able to

provide comprehensive care to the patient.

This includes planning, organizing, directing

and controlling

ADMINISTRATION

It is the policy making body / one who sets

the policy for the organization It is s the higher

level hierarchy.

ORGANIZATION

Is an arrangement of people and resources

working in a planned manner toward specified

strategic goals.

Organizational chart

Is a line linking the parts of an organization,

its relationships, areas of responsibilities,

persons to whom one is accountable; and

channels of communication between and

among the people involved in the organization.

Mission

Outlines the purpose of the agency or

organization

VISIONOutlines the organization's future role and

functions. It gives the agency something to

strive for.

PhilosophyDescribes the vision of an organization. It is a

statement of belief and values that direct the

organization's life or practice

OBJECTIVESThese are action /commitment through which

mission and philosophy will be achieved. Are

specific and concrete in terms of results to be

achieved. It is the backbone of one's goals

and philosophy.

EARLY MANAGEMENT THEORIES

A. ORGANIZATIONAL STRUCTURE

I . FREDERICK TAYLOR (1856-1915)

An American who developed the

Theory of Scientific Management .

EARLY MANAGEMENT THEORIES4 Principles of Scientific Management Theory

1. Traditional means of organizing work

must be replaced by scientific methods.

2. A scientific personnel system must be

established.

3. Workers should be able to view how they fit

in the organization and how they can

contribute to the over all organizational

productivity.

4. Equal sharing of work of leader and worker.

Frederick Taylor (1856-1915)

Basic Components of Taylor’s Theory

1. Analysis and synthesis of the elements of the

operation through time and motion studies.

2. Scientific selection of workers

3. Training of workers

4. Proper tools and equipment

5. Proper incentives and payment

A. ORGANIZATIONAL STRUCTURE

Henri Fayol (1841-1925), a Frenchman,

called the father of Systematic

Management devised the traditional school

of management. Father of Management

process. First to identify management

functions as planning, organizing,

commanding, coordinating and controlling.

Henri Fayol

He introduced management principle

with the aim of setting up a structure

that would both promote order and raise

worker’s morale, thereby improving

efficiency and accountability in the

system.

FayolAppropriate principles to guide behavior in

each management situation.

PRICIPLES OF MANAGEMENT (FAYOL)

1. Authority. The right to give orders and the

power to exact obedience.

2. Specialization of Labor. Specialization

encourages continuous improvement skills

and the development and improvements in

methods

Fayol3. Discipline. No slacking or bending of rules.

The workers should be obedient and respectul

of the organization.

4. Unity of Command. Each employee has

one and only one boss to give instructions or

assignment.

5. Unity of Direction. A single mind generates

a single plan but only one person is in charge

of the group's activities.

Fayol6. Subordination of Individual Interests.

When at work, only work things should be

pursued or thought about.

7. Renumeration. Employees received fair

payment or compensation for services

rendered.

8. Centralization of Authority. Consolidation

of management functions. Decisions are made

from the top.

Fayol

9. Chain of Command/Line of Authority.

Orders are running from top to bottom

of the organization.

10. Decentralization of Authority. Focuses

on importance of human elements to

participate in decision making.

Fayol

11. Material & Social Order. All materials and

personnel have prescribed values & places,

embodied in the institution's policies and

regulations, and they must remain there.

12. Equity & Justice. Fair and just treatment,

no favoritism.

Fayol

13. Personnel Tenure. Limited turn over of

personnel. Lifetime employment for good

Workers. Granting of security of tenure or

permanent status after satisfactory

performance.

14. Initiative. Thinking out of plans and do

what it takes to make it happen.

Fayol

15. Scalar Chain. Interconnectedness of

people within the organization from top to

bottom

16. Hierarchy. Line of authority

17. Motivation of Personnel. Nurses are

rational beings and must be allowed to work

their minds in problem solving and decision

making.

Fayol

18. Esprit de Corps. The principle of

unity of command should be observe

and the dangers of abusive rule and

written communication should be

avoided.

Fayol

Luther Gulick expanded Fayol’s management

functions with his seven activities of

Management- POSDCORB namely, planning,

organizing, staffing, directing, coordinating,

reporting and budgeting

III. Max Weber (1864-1920)

A German known as the Father of the Social

and Economic Organization. He was also

considered the Father of Bureaucracy or

Father of organizational theory.

The responsibilities and rights of the

workers in Weber’s system were governed

by very specific rules rather than individuals

competencies.

B. THEORIES FOCUSED ON

HUMAN RELATIONSMARY FOLLET (1868-1933)

An American proponent who conceived

management as a social process focused on

the motivation of individuals and groups

towards the achievement of a common goal

and particular attention was devoted to what

motivated the worker rather than exercise of

the manager’s power and authority.

B. THEORIES FOCUSED ON

HUMAN RELATIONS

MARY FOLLET (1868-1933)

Developed the basic principle of

“Participative Decision Making”

Elton Mayo (1880-1949) and Fritz

Roethlisberger (1898-1974)Tested the assumptions of the scientific

management theory through studies called the

Hawthorne effect which refers to a

momentary change of behavior in a worker's

environment, opportunity to participate in

decision making and recognition from the

administration, the response usually being an

improvement.

CONTEMPORARY LEADER-

MANAGER THEORIES

PETER DRUCKER (1909-2005)

The Father of Modern Corporate

Management,

This theory conceptualizes the process

where both management and rank and file

meet in order to understand and agree on the

organization's objectives.

PETER DRUCKER (1909-2005)

Gives emphasis on PROFIT that

could organize the whole range

of business phenomena.

Herbert Simon (1916-2001)

Named optimizing and satisfying as two

distinct approaches to decision making.

Optimizing- the search for the best alternative

possible, an approach used by Simon's

“economic man”.

Satisfying-using the first workable solution and

was applied by Simon's “administrative man”

Simon

3 STEPS FOR ARRIVING AT THE BEST

ULTIMATE DECISION

1. Listing an alternative strategies for resolving

the problem

2. Determining the consequences that would

follow each alternative

3. Comparative evaluation of these

consequences

Henry Mintzberger (1975)Named the 3 Managerial Roles

1. Interpersonal role- the leader and liaison

inside and outside the organization.

2. Informational role- involved monitoring the

organization, sharing information observed

and finally serving as spokesperson.

3. Decision making role- the manager is an

enterpreneur, disturbance handler, negotiator

and allocator.

MOTIVATIONAL THEORIESABRAHAM MASLOW (1908-1970)

The father of humanistic psychology

theorized that man's various needs form a

hierarchy starting with their more basic

needs.

Maslow's Hierarchy of Needs:

1. physiological 4. self-esteem

2. safety & security 5. self-actualization

3. love & belongingness

Ferdinand Herzberg (1959)

Came up with the two factor theory,

namely: Hygiene factors which can

negatively influence people and Motivational

factors which can result in workers'

satisfaction and psychological growth.

Douglas McGregor's

Theory X and YMcGregor developed the Human

Relations School of Management

Theory X Theory Y

1. lazy 1. responsible

2. unmotivated 2. creative

3.irresponsible 3. self-possessed

4. unintelligent 4. self-directed

5. not interested to work 5. problem-solver

William G. Ouchi Theory Z

OUCHI (1981) is a Japanese sociologist

expanded and enlarged Theory Y with a so

called Theory Z which propounded this

humanistic nature focuses on finding better

ways to motivate people in order to increase

worker satisfaction and productivity.

Theory Z's 7 S 1. super ordinate goals- hold organization

together

2. strategy- methods of doing things

3. structure-concern with the physical plant

and facilities

4. systems- coherence of all part of the

organization for common goal

5.staff-concern for the right people to do the

job

7 S6. skills- developing and training people

7. style- the manner of handling peers,

subordinates and superiors

Theory Z important elements

1. collective decision making

2. long term employment

3. slower but more predictable promotions

4. indirect supervision

5. holistic concern for employees

Total quality management

A management approach for an

organization, centered on quality, based on the

participation of all its members and aiming at

long term success through costumer

satisfaction, and benefits to all member of the

organization and to society.

3 paradigms of TQM

Total. Involving the entire organization, supply

chain, and/or product life cycle

Quality. Complexities

Management. The system of managing with

steps like plan, organize, control, lead, staff,

provisioning and the like

Process of TQM

1. Kaizen- focuses on “Continuous Process

Improvement” to make processes visible,

repeatable and measurable

2. Atarimae Hinshitsu- The idea that “

things will work as they supposed to”

3. Kansei-Examining the way the user

applies the product leads to improvement in

the product itself

Process of TQM

4. . Miryokuteki Hinshitsu- The idea

that “things should have an aesthetic

quality”

Values, Culture and Ethics

Definition of Terms

Value- are things ( an object, a person,

considered important or an idea or a way of

behaving) serving as guiding principles which

influence our behavior whether or not such

behavior seem worthwhile.


Filipino Values and Productivity

3 causes that affects a person’s values and

productivity

1. Inability of reward to satisfy needs.

2. Disappearing work ethics.

3. Decreasing loyalty of employees to the

company and to the country.


.Basic Attitude of the Filipino

1. Attitude towards laws

2. Attitude towards government

3. Attitude towards society

4. Attitude toward self/himself.


Culture – is that complex whole which

includes knowledge, belief, arts, morals, law,

custom and any other capacities and habits

acquired by man as a member of a society.


Ethics – beliefs about moral principles

and standards governing the conduct of

workers in a profession


Filipino Values that affects leadership

and management Styles:

1. “Pakikisama “– this is the tendency of

the filipino to conform or give concession

to the wishes of the group to maintain

smooth interpersonal relationship.

Avoidance of open disagreement or

conflict with others.


2. “Hiya” – Shame- Being shy or ashamed

due to a sense of modesty, inadequacy

or embarrassment . A Filipino cannot

say “no” even it is against his will to do

what is being requested.


3. “Bahala na” or I don’t care attitude

Tendency to leave things to chance;

strong dependence on the “spirits”


4. “Lusot System” – it is rampant in

processing papers.

5. “Lamangan”– Desire to have an edge

over another.

6. “Palakasan” System- contacts with

someone who is either rich or high in

government position


7. Machismo – A Filipino belief in male

supremacy and the delegation of

women to a secondary or domestic

roles.

8. “Paggalang” Care for the aged

9. “Pagwawalang Bahala” -Being

carefree and easy going


10. “Pagmamay-ari”- High regard for

possessions and attainments.

Date post:	22-Nov-2014
Category:	Documents
Upload:	yum-c
View:	927 times
Download:	1 times

Leadership and Management

Documents