NURSING NURSING LEADERSHIPLEADERSHIP

GLENN A. GUIRA GLENN A. GUIRA RN, AB, MAN, PhDRN, AB, MAN, PhD

Professor IIProfessor II

It is the process of It is the process of influencing others influencing others toward goal toward goal achievement.achievement.

It is the process of It is the process of persuasion and by persuasion and by example in which an example in which an individual induces a individual induces a group to take action that group to take action that is in accord with the is in accord with the leader’s purposes or the leader’s purposes or the shared purposes of all.shared purposes of all.

Physical Physical CharacteristicsCharacteristics: : Energy, physical Energy, physical stamina.stamina.

Social BackgroundSocial Background: : Education, Education, MobilityMobility

IntelligenceIntelligence: : Judgment, Judgment, decisiveness, decisiveness, knowledge, knowledge, cognitive abilities cognitive abilities and fluency of and fluency of speech.speech.

PersonalityPersonality: : adaptability. alertness, adaptability. alertness, creativity, creativity, cooperativeness, cooperativeness, personal integrity, self-personal integrity, self-confidence, emotional confidence, emotional balance, control, balance, control, independence.independence.

AbilitiesAbilities: ability to : ability to enlist cooperation, enlist cooperation, popularity and popularity and prestige, sociability, prestige, sociability, interpersonal skills, interpersonal skills, social participation, social participation, tact, diplomacy.tact, diplomacy.

Work Related Work Related CharacteristicsCharacteristics: : Achievement drive, Achievement drive, desire to excel, desire to excel, conscientiousness in conscientiousness in pursuit of goals, pursuit of goals, persistence against persistence against obstacles, tenacityobstacles, tenacity

Types of LeaderTypes of Leader

Formal or appointedFormal or appointed – – chosen by the chosen by the administration and administration and given official or given official or authority to act.authority to act.

InformalInformal – does not have – does not have official sanction, chosen official sanction, chosen by the group itself. They by the group itself. They become leaders because become leaders because of age, seniority, special of age, seniority, special competencies, an competencies, an inviting personality or inviting personality or ability to communicate ability to communicate with others.with others.

1.1. Douglas McGregorDouglas McGregora.a. Theory XTheory X – Employees – Employees

prefer security, prefer security, direction and minimal direction and minimal responsibility and responsibility and need coercion and need coercion and threats to get job threats to get job done.done.

b.b. Theory YTheory Y – – Employees enjoy Employees enjoy their work, can their work, can show self-control show self-control and discipline, and discipline, are creative and are creative and intrinsically intrinsically motivated by motivated by their work.their work.

2.2. William OuchiWilliam Ouchia.a. Theory ZTheory Z – Focus on – Focus on

collective decision-collective decision-making, long-term making, long-term employment, use of employment, use of quality circles and quality circles and holistic concern and holistic concern and mentoring.mentoring.

3.3. Rensis LikertRensis Likerta.a. Exploitative-Exploitative-

authoritativeauthoritative – leader – leader has low concern for has low concern for people and uses people and uses threats and fear-threats and fear-based methods to based methods to achieve performance. achieve performance. Communications are Communications are entirely downward entirely downward and concerns are and concerns are ignored.ignored.

b.b. Benevolent-Benevolent-authoritativeauthoritative – – leader uses reward leader uses reward to encourage to encourage appropriate appropriate performance and performance and listens more to listens more to concern of concern of subordinates but subordinates but almost all major almost all major decisions are made decisions are made centrally.centrally.

c.c. Consultative Consultative democraticdemocratic – – characterized by characterized by upward flow of upward flow of information and information and leader is making leader is making genuine efforts to genuine efforts to listen carefully to listen carefully to ideas.ideas.

d.d. Participative-Participative-democraticdemocratic – leaders – leaders makes maximum use makes maximum use of participative of participative methods, engaging methods, engaging people lower down people lower down the organization in the organization in making decisions. making decisions. People are closer People are closer together and work together and work together at all levels.together at all levels.

4.4. Kurt LewinKurt Lewina.a. Autocratic leadershipAutocratic leadership – –

involves centralized involves centralized decision-making, with decision-making, with the leader making the leader making decisions alone and decisions alone and using coercive power to using coercive power to command and control. command and control. Leads to hostility and Leads to hostility and aggression.aggression.

b.b. Democratic Democratic leadershipleadership – is – is participatory with participatory with authority delegated authority delegated to others. The leader to others. The leader uses expert power uses expert power and having close and having close personal personal relationships. Leads relationships. Leads to increased to increased productivity and job productivity and job satisfaction.satisfaction.

c.c. Laissez-faireLaissez-faire – is – is passive and passive and permissive and the permissive and the leaders defers leaders defers decision making. decision making. Leads to low Leads to low productivity and productivity and employee employee frustration.frustration.

5.5. Charismatic Leadership Charismatic Leadership TheoryTheory. Has the ability to Has the ability to inspire and motivate inspire and motivate people to do more than people to do more than they normally do despite they normally do despite obstacle and personal obstacle and personal sacrifice. Charisma – a sacrifice. Charisma – a fire that ignites fire that ignites followers’ energy and followers’ energy and commitment, producing commitment, producing results above and results above and beyond the call of duty.beyond the call of duty.

6.6. Transformational Transformational Leadership Theory. Leadership Theory. They have special They have special ability to bring about ability to bring about innovation and change innovation and change by recognizing by recognizing followers’ needs and followers’ needs and concern. They create concern. They create significant change in significant change in both followers and of both followers and of the organization.the organization.

7.7. Contingency Contingency Theories Theories - A model - A model of leadership that of leadership that describes the describes the relationship relationship between leadership between leadership styles and specific styles and specific organizational organizational situations. Uses situations. Uses different plans to be different plans to be used in case an used in case an emergency arises.emergency arises.

8.8. Path-Goal Theory. Path-Goal Theory. The leader facilitates The leader facilitates task accomplishment task accomplishment by minimizing by minimizing obstructions to the obstructions to the goals and by goals and by rewarding followers rewarding followers for completing their for completing their tasks. Low budget, tasks. Low budget, burn-out of nurses, burn-out of nurses, low productivity etc. low productivity etc. are some obstacles.are some obstacles.

9.9. Great Man Great Man TheoryTheory. Argues . Argues that few people that few people are born with the are born with the necessary necessary characteristics to characteristics to be great.be great.

Leadership Behavior by FiedlerLeadership Behavior by Fiedler

1.1. Supportive Supportive Leadership Leadership – open, – open, friendly and friendly and approachable and approachable and the leader treats the leader treats subordinates as subordinates as equals.equals.

2.2. Directive Directive Leadership Leadership – – leader tells leader tells subordinates subordinates exactly what exactly what they are they are supposed to do.supposed to do.

3.3. Participative Participative Leadership Leadership – – leader consults leader consults with his with his subordinates subordinates about decision, about decision, encouraging encouraging group discussion group discussion and written and written suggestions.suggestions.

4.4. Achievement Achievement Leadership Leadership – leader – leader stresses high stresses high performance and performance and improvement. improvement. Leader show Leader show confidence in confidence in subordinates and subordinates and assists them how to assists them how to achieve high goals.achieve high goals.

Servant Leadership Servant Leadership by Robert Greenleafby Robert Greenleaf

The leader fulfills The leader fulfills goals and needs of goals and needs of subordinates and subordinates and realization of the realization of the purpose and mission purpose and mission on the organization.on the organization.

Motivation TheoriesMotivation TheoriesMotivationMotivation - process - process

of stimulating of stimulating subordinates to subordinates to achieve high achieve high productivity.productivity.

MoraleMorale – state of – state of cheerfulness, cheerfulness, confidence and confidence and discipline.discipline.

1.1. Maslow’s Hierarchy Maslow’s Hierarchy of Needsof Needs – An – An employee has to employee has to met his basic met his basic physiological needs physiological needs to pursue higher-to pursue higher-level needs.level needs.

2.2. Frederick Herzberg Frederick Herzberg Two-Factor TheoryTwo-Factor Theory – – Hygiene-maintenance Hygiene-maintenance factors include salary, factors include salary, job security, quality of job security, quality of supervision, safe and supervision, safe and good working good working conditions and conditions and relationship with relationship with others. others.

Motivator factor Motivator factor includes satisfying includes satisfying and meaningful and meaningful work, development work, development and advancement and advancement opportunities, opportunities, responsibility and responsibility and recognition.recognition.

3.3. Henry Taylor’s Henry Taylor’s Monistic TheoryMonistic Theory - - Subordinates work Subordinates work productively when productively when given incentives such given incentives such as merit increases, as merit increases, bonus system, profit bonus system, profit sharing, savings sharing, savings sharing, large sharing, large paychecks.paychecks.

4.4. David McClelland’s David McClelland’s ModeModel - Employees l - Employees are more productive are more productive when provided with when provided with achievement, power achievement, power and affiliation.and affiliation.

5.5. Victor Vroom’s Victor Vroom’s Expectancy TheoryExpectancy Theory - To be highly - To be highly motivated, a motivated, a person needs to person needs to find an outcome find an outcome attractive, believe attractive, believe that certain actions that certain actions will lead to a will lead to a desired outcome. desired outcome. “Is it worth it?”“Is it worth it?”

6.6. B.F. Skinner’s Positive B.F. Skinner’s Positive ReinforcementReinforcement - - Reinforcing positive Reinforcing positive behavior with plenty behavior with plenty of praise and positive of praise and positive feedback may feedback may increase productivity increase productivity and morale.and morale.

POWERPOWER

PowerPower – is one’s capacity – is one’s capacity to influence others. It is to influence others. It is the ability to create, get the ability to create, get and use resources to and use resources to achieve one’s goal achieve one’s goal (Kelly, 2008).(Kelly, 2008).

POSITION POWERPOSITION POWERReward powerReward power – it – it

results from the results from the authority to bestow authority to bestow rewards on other rewards on other people.people.

Coercive powerCoercive power – that – that stems from authority stems from authority to punish or to punish or recommend recommend punishment.punishment.

Legitimate powerLegitimate power – – stems from a formal stems from a formal management position management position in an organization and in an organization and the authority granted the authority granted to it.to it.

PERSONAL POWERPERSONAL POWERReferent powerReferent power – power – power

that results from that results from characteristics that characteristics that subordinates respect subordinates respect and admiration for and admiration for and desire to emulate and desire to emulate the leader.the leader.

Information powerInformation power – – comes from access to comes from access to information.information.

Expert powerExpert power – – power that power that stems from stems from special special knowledge of or knowledge of or skill in the tasks skill in the tasks performed by performed by subordinates.subordinates.

Connection powerConnection power – – power that comes power that comes from personal and from personal and professional professional relationships that relationships that enhance one’s enhance one’s resources and the resources and the capacity for learning capacity for learning and information and information sharing.sharing.

Team BuildingTeam Building

TeamTeam – small – small number of people number of people with with complementary complementary skills who are skills who are committed to a committed to a common purpose.common purpose.

Stages of Team BuildingStages of Team Building

1.1. Forming Stage – Forming Stage – expectations, interactions, expectations, interactions, boundary formations.boundary formations.

2.2. Storming Stage – tension, Storming Stage – tension, conflict, confrontation.conflict, confrontation.

3.3. Norming Stage – Norming Stage – positioning, goal setting, positioning, goal setting, cohesiveness.cohesiveness.

4.4. Performing Performing Stage – Actual Stage – Actual work, work, relationships, relationships, group maturity.group maturity.

5.5. Adjourning – Adjourning – closure, closure, evaluation, evaluation, outcome review.outcome review.

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