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NURSING LEADERSHIP
NCM 105
Madeline N. Gerzon, RN, MM
Clinical Instructor
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WHOISYOUFAVORITELEADER?
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DOYOUKNOWTHEM?
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DOYOUKNOWTHEM?
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WHOARETHENURSINGLEADERS
THATYOUKNOW?
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NURSING LEADERS
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What is your personal definition of
Leadership?
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DEFINITIONOFLEADERSHIP
Leadershipis commonlydefined as a process ofinfluence whereby the leader
influences others toward goalachievement
Some researcherspeopleendowed with authority areleaders
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DEFINITIONOFLEADERSHIP
Leadership is a force that
creates a capacity among a
group of people to do
something that is different orbetter
Leadershipwhat leaders
do; the process of influencing
a group to achieve goals
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LEADERSHIP
The process of influencing people to
accomplish goals
Leaders innovate
Leaders focus on people
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Leaders inspire thru personal trustworthiness &
self-confidence
Leaders communicate a vision that turns self-interest into commitment to the job
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LEADERS
Use a wide variety of interpersonal skills to
influence others to accomplish a specific goal
Have the capacity to earn and hold trust
Must be personally authentic and
accountable
Must possess enthusiasm, energy, and
commitment
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FORMALANDINFORMALLEADERSHIP
Formal leadershipis based on occupying a position in an organization,
called assigned leadership
Informal leadershipoccurs when an individual demonstrates leadership
outside the scope of a formal leadership role or as amember of a group, rather than as the head or leader
of the group. The informal leader can be consideredto emerge as a leader when accepted by others andperceived to have influence.
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What makes a person a leader?
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LEADERSHIPTHEORIES
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EVOLUTIONOFLEADERSHIPTHEORY
Trait Theory (1950s)
There are inherent
attributes that somepeople are born withthat make them great
leaders.
Behavioral Style(1960s)
Great leadership isbased on whatsomeone does.
Situational,Contingency,
Path/Goal Theories(1970s)
Interaction betweenthe leader and the
situation is
important. A leadermay be effective inone situation, butperform poorly in
another.
The path-goaltheory suggests thatsubordinates aremotivated to the
extent that a leadercan help them
achieve a valuedgoal.
TransformationalTheory (1980s+)
Leaders engage withfollowers to raise the
level of motivation andmorality in both the
leader and the followers.
Leadership theory is an evolving field; while
these highlight the most common theoriesof the last century, more theories continue
to be researched in the elusive search for a
definitive understanding of leadership.
More recent leadership theories are
discussed on the following slides.
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GREATMANANDTRAITTHEORIES
Great Man Theory
Earliest approach
Identify great person from masses
Certain traits - success/effectiveness
Aristotelian philosophysome people
are born to be leaders while others tobe led
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GREATMANANDTRAITTHEORIES
Trait Theories
Assume some people have certain
characteristics or traits that make them
better leaders than others
Studied great leaders throughout
history
Power and situations were ignored
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GREATMANANDTRAITTHEORIES
Contemporary theories said that
leadership is a skill and can be
developed
Not inborn
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BEHAVIORAL THEORIES
Pattern of actions used by different
individuals determines leadership potential
McGregor et al moved away from studying
the traits of leadershipsituation
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CHARACTERISTICSOFAUTHORITARIAN
Strong control over work group
Others are motivated by coercion
Others are directed with commands
Communication flows downward
Decision making does not involve
othersEmphasis is on difference in status
Criticism is punitive
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ADVANTAGESOFDEMOCRATIC
Appropriate for groups that work together for
extended periods
Promotes autonomy and growth of individual
Effective when cooperation and coordination arenecessary
Takes time because of consultative process
Frustrating for those who want decisions maderapidly
Less efficient quantitatively
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CHARACTERISTICSLAISSEZ-FAIRE
Permissiveness, with little or no control
Motivation by support when requested by group
Provision of little or no direction
Communication upward and downward flowamong members
Decision making dispersed throughout the group
Emphasis on the groupCriticism withheld
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SITUATIONALAND CONTINGENCYTHEORIES
Leader traits and/or leader behaviors are
important aspects but must be taken in
context.
That is, the situation matters.
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SITUATIONALLEADERSHIPTHEORY
No single best way to lead
Focus on maturity or readiness offollowers
Ability and willingness
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SITUATIONALLEADERSHIPTHEORY
Adjust emphasis on task andrelationship behaviors according to the
readiness of followers to perform theirtasks
Mary Follet
social system of contingencies Need for integration
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SITUATIONALLEADERSHIP
Leadership Styles
Telling: low readiness, untrained and
inexperienced employees
Selling: low/moderate readiness, trainedbut inexperienced employees
Participating: moderate/high readiness,
able but unwilling, employees skepticalDelegating: high readiness, employees
ready and willing to take responsibility
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SITUATIONALLEADERSHIP
Hersey and Blanchard
Developed situational approach
Effectiveness of leader is based on
level of maturity of followers
As followers mature = less task focus
for leader
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CRITICAL LEADERSHIP SKILLS (HERSEY&
BLANCHARD)
Diagnosing
AdaptingCommunicating
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Blake & Moutons Management Grid
The foundation of this theory is that
management should have concern for both
human relations and completion of work
tasks.
The two scales range from 1 to 9 with 9
being a higher concern.
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Blake & Moutons Management Grid
Five (5) management styles are
identified:
Impoverished Managementlow
concern for both people and tasks
Country Club Managementhighconcern for people and low
concern for tasks
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Blake & Moutons Management Grid
Five (5) management styles are
identified:
Organizational Man
Managementadequate
performance is accomplished
by balancing staff morale andgetting work done
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SITUATIONALLEADERSHIP
Tannenbaum and Schmidt
Managers need a mixture of autocratic
and democraric leadership behaviors
or styles
Style depends on nature of situation,
skill of manager and abilities of
members
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FIEDLERSLEADERSHIPCONTINGENCY
THEORY
Reinforced contingency approach
Group effectiveness depends on
appropriate match bet. leaders style and
the demands of the situation
Situational control
Least preferred coworker
Important variables
Leader/member relations, task structure,
position power
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FIEDLERSCONTINGENCYMODEL
Suggests that no one leadership style is the
best for every situation.
There are three (3) dimensions that
influence leadership style:
Leader-staff relations
Task structure
Position power
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PATH-GOALTHEORY
Rooted in Expectancy Theory
Leader behaviors
Directive Supportive
Achievement-oriented
Participative
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PATH-GOAL THEORY OF LEADERSHIP
SITUATIONAL FACTORS
Characteristics of subordinates
Locus of control
ExperiencePerceived ability
Characteristics of environment
Task structure
Formal authority system
Work group
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Path-Goal leadership Style
PATH GOAL LEADERSHIP STYLES
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PATH-GOAL LEADERSHIP STYLES
DIRECTIVE
Lets subordinates know what is expectedPlans and schedules work to be done
Gives specific guidancewhat should be done andhow it should be done
Maintains clear standards of performance
SUPPORTIVE
Shows concern for well-being of subordinates
Treats members as equalsDoes little things to make the work more pleasant
Friendly and approachable
PATH GOAL LEADERSHIP STYLES
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PATH-GOAL LEADERSHIP STYLES
ACHIEVEMENT-ORIENTEDSets challenges goals
Expects subordinates to perform at the highest level
Seeks improvement in performance, while showing
confidence in workers
PARTICIPATIVE
Consults with subordinates
Solicits suggestionsTakes suggestions seriously into consideration beforemaking decisions
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SUPPORTIVELEADERSHIP
SupportiveLeadership
Reduce boredom
Make job more
tolerable
Increase self-confidence
Lower Anxiety
Increase the intrinsic
valence of work
Increase effort-
performance expectancy
Increase effort
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DIRECTIVELEADERSHIP
Directive
Leadership
Reduce role ambiguity
Strengthen reward
contingencies
Increase effort-performance
expectancy
Increase performance-
reward expectancies
Increase
subordinateeffort
Increase size
of incentives
Increase outcome
valences for tasksuccess
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PATH-GOALTHEORY
Causal Variables
Leader Behavior
Intervening Variables
Subordinate expectations
Outcome Variables
Subordinate effort
and satisfaction
Situational Moderator Variables
Characteristics of task and environmentCharacteristics of subordinates
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NEWAPPROACHESTOLEADERSHIP
CONTEMPORARY THEORIES OF LEADERSHIP
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TRANSFORMATIONALLEADERSHIP
Burns (1978)
Both leader and followers have the ability to
raise each other to higher levels of
motivation and morality Traditional managerconcerned with day-to-day
operations termed as transactional leader
Manager who is committed, has a vision, andempowers others with vision is termed as
transformational leader
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TRANSFORMATIONAL LEADERSHIP
Inspirational, idea-oriented, visionary
Dramatic, arouses intense feelings
Communicates high expectations and a
need for a changeUnpredictable
Relies on referent or charismatic power
Raises level of awareness and commitment Gets followers to transcend their self-
interests
Requires trust and belief in the vision
presented
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Transactional Leadership
Exchanges rewards for services
Management by exception (Watches for
deviations)
Keeps the system operating smoothly Uses reward and coercive power bases
Recognizes what workers want and tries to
deliver it
Rewards according to worker effort
Responsive to worker self-interests
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Leadership Styles
Transactional leadership
Transformational leadership
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Transactional leadership
Contingent Reward
Management by Exception
Laissez Faire
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INTERACTIONALLEADERSHIPTHEORIES
Interactional theoryLeadership behavior is determined by the
relationship between the leaders
personality and the specific situation
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INTERACTIONALLEADERSHIPTHEORIES
Schein (1970)Human as complex beings whose working
environment was an open system to which
they respondedSystemobjects, with relationships
between the objects and its attributes
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INTERACTIONALLEADERSHIPTHEORIES
Brandt (1994)
Leaders develop work environment that
fosters autonomy and creativity through
valuing and empowering others Affirms uniqueness of individuals
Contribute unique talents to a common goal
Peter Druckerleadership is a
responsibility rather than a rank or privilege
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INTERACTIONALLEADERSHIPTHEORIES
Kanter (1989)
Title and position authority were no longer
sufficient to mold a workforce, subordinates
are encouraged to think for themselves andinstead managers must learn to work
synergistically with others
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LEADERSHIP ROLES
Guiding
Directing
Teaching
Motivating for goal setting
Motivating for achievement
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CHARACTERISTICSOFLEADERS
Honesty
VisionCompetence
Communication
MotivationKnowledge
Decisiveness
Risk-takingCaring
Balance
HumorSelf-awareness
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CHARACTERISTICSOFLEADERS
Intelligence
Knowledge
Judgment
Decisiveness
Oral fluency Emotional intelligence
Independence
Personable
Adaptability Creativeness
cooperativeness
Alertness
Confidence
Personal integrity
Emotional balance and
control Ability
Able to enlist cooperator
Interpersonal skills
Tact
Diplomacy
Prestige
Social participation
N f it