9225249 nursing leadership lecture (1)

8/12/2019 9225249 Nursing Leadership Lecture (1)

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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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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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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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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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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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Five (5) management styles are

identified:

Organizational Man

Managementadequate

performance is accomplished

by balancing staff morale andgetting work done


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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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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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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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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

9225249 nursing leadership lecture (1)

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