leadership (for posting)
Post on 09-Apr-2018
214 Views
Preview:
TRANSCRIPT
-
8/7/2019 Leadership (for posting)
1/95
By: Eric F. Pazziuagan, RN, MAN
-
8/7/2019 Leadership (for posting)
2/95
Do not followwherethe pathmay lead.
Go instead wherethere is nopath and leave a trail.
Harold R. McAlindon
-
8/7/2019 Leadership (for posting)
3/95
`Onewho directs others.
`Occupies the chief position and
thereforehas the responsibility tolove and care forhis followers.
-
8/7/2019 Leadership (for posting)
4/95
Good leaders keep a close
watch on their fellowworkers needs
-
8/7/2019 Leadership (for posting)
5/95
`Wisdom
` Vision
` Faithfulness` Caring
`Diligence
` Trustworthy
-
8/7/2019 Leadership (for posting)
6/95
` Decision- maker
` Communicator
` Evaluator
` Facilitator` Risk taker
` Mentor
` Energizer` Coach
` Counselor
-
8/7/2019 Leadership (for posting)
7/95
` Teacher
`
Criticalthinker` Buffer
` Advocate
` Visionary
` Forecaster` Influencer
` Creative problem solver
` Change agent
` Diplomat
` Role model
-
8/7/2019 Leadership (for posting)
8/95
` Process of influencing the activities of an organizedgroup in its efforts toward goal setting and goalachievement. (Stogdill)
` Process of persuasion and example by which anindividual (orleadership team) induces a group totake action that is in accord withtheleaderspurposes orthe shared purposes of all (Gardner)
` Social interaction in whichone person influencesothers (Merton).
` Vital ingredientthattransforms a crowd into afunctioning, usefulorganization. (Talbott)
-
8/7/2019 Leadership (for posting)
9/95
` Process whereby a nurse influences two
or more persons to achieve specific goal
in the provision of nursing care foroneor
more clients.` Formula for a successful nurse manager
performance:
-
8/7/2019 Leadership (for posting)
10/95
` Useof personaltraits to constructively and ethically influencepatient, families, and staffthrough a process where clinical andorganizationaloutcomes are achieved through collective
efforts.` A collective function in the sensethat it is integrated
synergized expression of a groups efforts; it is notthe sum ofindividual dominance and contributions, it is theirinterrelationship.
` Occurs when you persuade a person totake an action that is
your mutual best interest.` Process of influencing the actions of a person or a group to
attain desired objects.` Concept and process that is capablethrough interactional
phenomena to influence a group towards goal achievement.`
Process of persuasion and by example by which an individualinduces a group totake action that is in accordancewiththegroups purpose.
-
8/7/2019 Leadership (for posting)
11/95
SKILLS: Technical, behavioural,
conceptual+
VARIABLES: Motivational,Abilities, Role Calrity
=
SUCCESSFUL NURSE
MANAGER
-
8/7/2019 Leadership (for posting)
12/95
` Rising intensive and specialized areas in
thehospitals.
` Swift in population group.
` Increase in physical facilities and
decrease in nursing personnel in the
hospital.
` Technology and computers.` Emerging social problems.
-
8/7/2019 Leadership (for posting)
13/95
` Leader: a person performing leadership functions. Formal Informal
` Followers: the constituents who are duty- bound tofollowleaders orders and gives respecttolatter.
` Group: includes theleaders and the group members.` Process: the means, style, formula, policies used by
bothleader and his follower forthe achievementof acommon goal.
` Goal: the purpose, objectives or reason for
leadership.
-
8/7/2019 Leadership (for posting)
14/95
Understanding
of individualsstrength and
weaknesses
and potentials.
Knowledge
of basic
ingredientsfor
leadership
and
manageme
nt.
Systematic
useof selfto getthe
rightthings
done atthe
righttime.
EFFECTIVE
LEADERSHIP
AND
MANAGEMENT
-
8/7/2019 Leadership (for posting)
15/95
Leaders not only know; they
also know how to get there.
-
8/7/2019 Leadership (for posting)
16/95
L- lead, love, learn
E- enthusiastic, energeticA-Assertive, achiever
D- dedicated and serious
E- effective, efficientR- responsible, respectful
-
8/7/2019 Leadership (for posting)
17/95
`A person receiving a communication
understands it.
` This person has the resources to dowhatis being asked in the communication.
` This person believes it is consistentwith
the purpose and values oftheorganization.
-
8/7/2019 Leadership (for posting)
18/95
-
8/7/2019 Leadership (for posting)
19/95
` The characteristics of a leader.
` The attitude, needs and other personal
characteristics of followers.
` The characteristics oftheorganization, such as itspurpose, its structure; the natureofthetask to be
performed.
` The social, economic and political milieu. The
personal characteristics required foreffectiveperformanceof a leader vary, depending on the
other factor.
-
8/7/2019 Leadership (for posting)
20/95
` Alienated: independent and critical yet passive in theirbehaviour.
` Sheep: dependent and uncritical; they are being told bytheirleaders.
` Yes people: dependent and uncritically reinforcethe
thinking and ideas oftheirleaders withenthusiasm,neverquestioning of challenging theleaders ideas orproposals; most dangerous to a leader.
` Survivors: least disruptive and lowest risk- followers;Better safethan sorry.
` Effective followers: self- leaders and do not requireclose supervision.
-
8/7/2019 Leadership (for posting)
21/95
` Self- management: thinks foroneself and works
wellwithout close supervision.
` Before you can lead anyone else, you must first learn to
manage yourself
` Commitment: effective followers are committed to
something beyond themselves.
` Leadership is not about power. It is not about control.` Its about helping to live according to the vision
`
-
8/7/2019 Leadership (for posting)
22/95
` Competence and focus: builds competence and
focuses theirefforts for maximum impact.
` Courage: effective followers establishthemselves
as independent, criticalthinkers, and will fight for
whatthey believe is right.
-
8/7/2019 Leadership (for posting)
23/95
-
8/7/2019 Leadership (for posting)
24/95
` VISION: provides a direction tothe influence process.
A vision foreffectiveness should:
x
Appear as simple, yet vibrant, image in the mind oftheleader.
x Describe a future state, credible and preferableto a
present state.
x Appear desirableenoughtoenergize followers.
x Succeed in speaking to followers at an emotionalor
spirituallevel.
-
8/7/2019 Leadership (for posting)
25/95
Wherethere is no vision,the people perish.
Proverbs 29:18
-
8/7/2019 Leadership (for posting)
26/95
`Leaders always have an
eye on the future and that
includes preparing their
organization for its next
leader
-
8/7/2019 Leadership (for posting)
27/95
` INFLUENCE
` Ability toobtain followers; any attempt by any individualto
changethe behaviourofothers.
When leaders have influence, people begin to followthem.
When they have respect, people keep followingthem.
-
8/7/2019 Leadership (for posting)
28/95
x ASSERTIVENESS: one sends direct messages to
others and is ableto stand up forherown rights
without violating others.
x INGRATIATION: where an individual makes another
feel importantor good before making any request.
x RATIONALITY: convincing someonethe merits of adetailed plan, which is usually supported by
information, reasoning orlogic.
Oneof a leaders greatest sources of influenceovertheir
followers is theirexample
-
8/7/2019 Leadership (for posting)
29/95
x
BLOCKING: holistic form of influencewhere an individualachieves the goalof influencing another person either
withthethreatoforthe cutting off from communication
or interaction theother person intended to be
influenced.
x COALITION: collective form of influencewhere a person
get several persons to back her up when making a
request.x .
-
8/7/2019 Leadership (for posting)
30/95
x SANCTION: hinged on the promiseof punishment in
the caseof non- cooperation and reward in caseof
acquiescenceor cooperation; behaviour- based.
x EXCHANGE: offering a favouror a personal sacrifice
as an incentive forthe performanceofthe request.
x UPWARD APPEAL: obtaining support from a higher
up to push someone into action
-
8/7/2019 Leadership (for posting)
31/95
LEVEL I- POSITION (RIGHTS)` Territorial rights; protocol; traditional and organizational
charts; theonly influence a nurse can have atthis level isthatwhich comes with a title.
LEVEL II- PERMISSION (RELATIONSHIP)` Based on howwellthe people knowtheleader.` Peoplewantto knowwhat motivates theirleader and ifthis means shewill care forthem.
` Often lead by intimidation.
` Leaders atthis levellead by interrelationship orthroughcaring concern forothers.
-
8/7/2019 Leadership (for posting)
32/95
LEVEL III- PRODUCTION (RESULTS)` Purposeof coming together.` Peoplework togetherto achieve similarobjectives andhope forthe samethings.
LEVEL IV- PEOPLE DEVELOPMENT (REPRODUCTION)` Great- leader: empowers others because a leaders main
responsibility is to develop others.
LEVEL V- PERSONHOOD (RESPECT)` Only a proven leader may arrive atthis level and reap the
rewards that areeternally satisfying.`
Thehighertheleader goes, theeasier it becomes toleadand the greaterthe growth.` It is essentialthat along withtheleader, theother
influential people in the group ascend as well.
-
8/7/2019 Leadership (for posting)
33/95
` legitimate rightto give commands, to act in the
interestof an organization; rightto directothers
obtained through position power.
`
Powerhas the potentialto controlthe behaviourofothers while authority has the potentialtoexert
controlthroughthelegitimacy of a managerial
position
-
8/7/2019 Leadership (for posting)
34/95
` - ability to imposethewillofone person or groupto bring about certain behaviours in other groups
` -ability toefficiently and effectivelyexercise authority and controlthrough personal,
organizational and social strength.` - includes caring practices by nurses which
are used toempower patients; nurses need powerto influence patients, physicians and otherhealth
care professionals, as well as eachother.
-
8/7/2019 Leadership (for posting)
35/95
` UNDERSTANDINGPOWER` -may be feared, worshipped or mistrusted` -frequently misunderstood` -appears to be more aligned with male than with
female` GENDER and POWER` -Some women hold negative connotation of power
and never learn to use power constructively` -Some women, power maybe viewed as a dominance
versus submission, associated with personal qualities;
not accomplishment and dependent on personal orphysical attributes, not skill`
-
8/7/2019 Leadership (for posting)
36/95
` 1. LEGITIMATE POWER- bestowed upon a leaderby a given position in thehierarchy of an organization
` 2. REWARD POWER- derived from the managersability to give rewards toher subordinates forcompliancewithherorders or request
` 3. COERCIVE POWER- leaders ability to punishsubordinates for non-compliancewithhis directives;holds rewards oreven create an untenableworkingconditions
` 4. EXPERT POWER- special abilities or skills unique
totheleader; ability to influenceothers throughthepossession of knowledgeor skills that are usefultothem.
-
8/7/2019 Leadership (for posting)
37/95
` 5. INFORMATION POWER- being well-informed and up-to-date; power comes from knowledge and access toinformation
` 6. REFERENT POWER- based on relationships andconnections; attracts others and build loyalty; based on
charisma and interpersonal skills ofthe powerholder;shown in two forms:` a. it can be based on certain attractiveness or
appealofone person to another` b. it may also be based on a persons
connection with another powerful individual` 7. SELF-POWER- the power a person gains overhis orherown life and maintains thatthis powerthat comes frommaturity, ego, integration, security in relationship andconfidence in ones impulse.
-
8/7/2019 Leadership (for posting)
38/95
` REFERENT association withothers
` LEGITIMATE position
` COERCIVE f ear
` REWARD ability to grant favors` EXPERT knowledge and skills
` CHARISMATIC personal
` INFORMATIONAL the need for information
` SELF maturity, ego, strength
-
8/7/2019 Leadership (for posting)
39/95
` 1. Taking good careof yourself` 2. Eat a well-balanced diet` 3. Rest. Relax. Exercise
` 4. Develop relationship` 5. Develop hobbies and interest.` 6. Have fun.
` 7. Develop and focus your goal.` 8. Recognize priorities.` 9. Be assertive.
` 10. Learn howto collect and review accurate information` 11. Be a proactive decision-maker` 1
2. Expand your personal resources by broadening your skill baseand continuing education` 13. Show up to do networking and develop potential alliances and
coalitions`
-
8/7/2019 Leadership (for posting)
40/95
` SELF-IMAGE -thinking ofoneself as powerfuland effective
` GROOMING and DRESS -well-groomed hair; appropriatemake up; clothing and appearancethat are neat, clean andappropriatetothe situation
` GOOD MANNERS - treating peoplewith courtesyand respect
` BODY LANGU AGE - good posture, gestures thatavoid too much drama, good eye contact and confidentmovement
` SPEECH - a firm confident voice, goodgrammar and diction, an appropriate vocabulary andgood communication skills
`
-
8/7/2019 Leadership (for posting)
41/95
` -Self-image
` -Grooming and dress
` -Speech
` -Body language` -belief in power as positive force
` -belief in valueof nursing to society
` -career commitment
` -continuing professionaleducation
-
8/7/2019 Leadership (for posting)
42/95
` -Behonest` -always be courteous` -smilewhenever appropriate` -accepts responsibility for and learn from them your
own mistakes` -be a risk taker` -win and lose gracefully` -learn to be comfortablewith conflict and ambiguity` -develop the ability totake constructive criticism
gracefully` -always followthroughon promises`
-
8/7/2019 Leadership (for posting)
43/95
corresponding obligation tothe assigned task;authority granted mustequalthe assignedresponsibility
`
` 2 CATEGORIES of RESPONSIBILITY`
` 1. INDIVIDUAL RESPONSIBILITY- proficient in job;responsible fortheir actions; assumewhen oneaccepts a position in theorganization
` 2. ORGANIZATIONAL RESPONSIBILITY- collectiveorganizational accountability and includehowwellthedepartment perform theirwork
-
8/7/2019 Leadership (for posting)
44/95
` answerthe results oroutcomes ofher actions and
decisions in herwork;
` flows upward in theorganization;
` final act in theestablishmentofones credibility;` rewards in good performance, as well as discipline
in poor performance
-
8/7/2019 Leadership (for posting)
45/95
` 1. PASSIVE or NON-ASSERTIVE- feels self-pity
and is lacking self-worth; acts apologetically;
easily dominated by others and speaks hesitantly,
softly refusing tolook atothers when talking;
allows others to choose and does not achieve
desired goals
-
8/7/2019 Leadership (for posting)
46/95
` 2. AGGRESSIVE BEHAVIOR- talks loudly on
every subject, depreciates others remarks and has
shown, insensitivity tothe feelings ofother people;
disregard other peoples rights; propensity to point
a finger and says you frequently; dictatethe
action ofothers and achieve desired goals by
hurting others
`
-
8/7/2019 Leadership (for posting)
47/95
` 3.ASSERTIVE BEHAVIOR- midway between
passive and aggressive; express opinions and
beliefs without infringing on or belittling the rightor
beliefofothers; refused to be dominated and
manipulated; feel good abouttheir self and others
-
8/7/2019 Leadership (for posting)
48/95
We are moulded uniquely by the Potters hands
Took a life in collegewithhardships like countless sandsOf allthose RRs, NCPs, and LFDs
We became morethan wethoughtwe can ever be
In the near future, wed beout somewhereApplying allwhatwehavelearned
Teaching and caring forthe sick and the needyJustwhatwevelearned from our dear HTU
To be compassionate, loving and over understandingGuided by the Gods willwe arewere planning
And living a good Christian leader and nurses lifeBothlocally and globally
Thats whatwere alloughtto be!
` From theOrange Group
-
8/7/2019 Leadership (for posting)
49/95
-
8/7/2019 Leadership (for posting)
50/95
-
8/7/2019 Leadership (for posting)
51/95
Directiveor bureaucratic Mostextreme; uses coercion in theexerciseof power
High concern fortask accomplishment butlow concern
peoplewho performs this task.
No confidenceortrustto subordinates.
Subordinates do not feel freeto discuss their job with
their supervisors.
Seldom gets ideas and opinions form subordinates in
solving work problems.
In nursing, gives orders and expects adherencetopolicies and procedures.
-
8/7/2019 Leadership (for posting)
52/95
Subordinates areexpected to followwithout
questions.
Provides strong motivation and psychologicalregard totheleader.
Mosteffective in crisis situation when highly
specialized skills are required and options for
activities arelimited. Used to bring orderoutof chaos.
Sometimes called centric
Workers feartheleader
Communication flows downward
Emphasis is on the difference in status (I and
You)
-
8/7/2019 Leadership (for posting)
53/95
-
8/7/2019 Leadership (for posting)
54/95
People- oriented
Focuses on human aspects and builds effectiveteamwork.
Interaction between leader and subordinates is open,
friendly, and trusting. Collaborative spirit and jointeffortexists.
Group participation in decision- making.
Open communication prevails.
Leader consults subordinates to in solving problems
and work- r elated decisions are made by the group. consultative styleofleadership
-
8/7/2019 Leadership (for posting)
55/95
Performance standards existto provide
guidelines and performance appraisal.
radic leader becausehe/ she radiates outtoencompass the needs ofothers
Economic and ego awards are used to
motivate.
Communication flows up and down. Criticism is constructed.
Emphasis on we ratherthan I and You
-
8/7/2019 Leadership (for posting)
56/95
-
8/7/2019 Leadership (for posting)
57/95
let alone styleofleadership
Leaderwho is appointed manager abdicates leadershipresponsibility and leaves workers without direction,supervision, or coordination.
Workers lack central direction and control.
Free- rein leader avoids responsibility by relinquishing powerto subordinates.
Permits followers toengage in managerial activities such asdecision making, planning, structuring theorganization,setting goals, and controlling theorganization.
Leader is ultraliberal. Effective in highly motivated professionals likethose in
research, where independentthinking is rewarded.
-
8/7/2019 Leadership (for posting)
58/95
Not useful in organizations that arehighly structured such as
thehealthcare delivery system whereorganization and control
form the baselineoftheorganization.
Kind ofleader is permissivewithlittleor nolittleor no control,
motivates by supportwhen requested by the group or
individuals, puts emphasis on the group, does not criticize,
disperses decision making within the group, and provides
littleor no direction at all. Motivation by supportwhen requested by the group orthe
individual.
Communication upward and downward flow among members
ofthe group.
Decision making dispersed throughoutthe group. Emphasis on the group.
Criticisms withheld.
-
8/7/2019 Leadership (for posting)
59/95
` -Nurseleader manages by the book` -everything must be done according to procedureor
policy` -highly structured; systematic controlof superior` -members aremethodologicand disciplined; they
areexpected to becompetent and responsible` -climateof rules; clear division oflabor; standardized` -systems of procedures; written specification; memos
and minutes` -bureaucratic nurseleader and manager- moreof a
policeofficerthan a leader`
-
8/7/2019 Leadership (for posting)
60/95
` -this style can beeffectivewhen:
` a. routinetasks are performed
` b. certain standards or procedures areto beunderstood
` c. employees areworking with dangerous ordelicateequipmentthat requires a definite setofprocedures tooperate
` d. safety or security training is conducted, and
` e. employees are performing tasks that requirehandling cash
-
8/7/2019 Leadership (for posting)
61/95
`
To guide, to go beforeor showtheway.` Leadership in nursing is necessary to guide
nursing personnelto a specific goal, that is, theprovision ofquality nursing caretotheir patient.
` The artof developing people.
` Leadership activities: Directing which is actuating efforts to accomplish goals
Supervising oroverseeing work ofemployees
Coordinating or unifying personnel and services among
others.
-
8/7/2019 Leadership (for posting)
62/95
` In LEADERSHIP
` SUCCESS is SUCCESSION
` If someone coming along behind me is not
` Able to take what I have offeredand built on it
` Then I have FAILED in my responsibility to the
NEXT GENERATION
-
8/7/2019 Leadership (for posting)
63/95
-
8/7/2019 Leadership (for posting)
64/95
` Top ---------------------- Administrator
` Middle ------------------ Supervisors/ Clinical
Coordinators/ Clinical managers
` First Line -------------- Head Nurses/ Senior
Nurses
` Operational level----- StaffNurses/ Nursing
attendants
-
8/7/2019 Leadership (for posting)
65/95
`Administrators: over-all
planning and setting up of
objectives, developing andscheduling programs,
budget proposals, and
establishmentof policies.
` Supervising nurse:
managing nursing care and
services in twoor more
nursing units.
-
8/7/2019 Leadership (for posting)
66/95
` Head nurse/ senior nurse: management andsupervision of a particular nursing unit
Connecting link between the staff nurses and thehighermanagement
Oversees thetechnical and interpersonal skills ofhis staff andcoordinatethe services and activities through daily rounds,reports, referrals, and reviewofthe patients nursing careplans.
` It is the managers duty to: Ensurethat all activities in his nursing unit are going on
smoothly
The patients welfare is promoted and protected
Employees adheretoestablished standards and procedures Properwork flow is facilitated
-
8/7/2019 Leadership (for posting)
67/95
-
8/7/2019 Leadership (for posting)
68/95
` A leader possesses a striking personality and isenergetic.
`
A leader possesses a senseof purpose and direction.A leader knows his own personalobjectives andthoseofthe group. He is ableto set goals and movetowards the direction.
` A leaderhas the powerof ready speech. He is ableto
communicate in bothwritten and spoken language.` A leader is enthusiastic aboutthe purposeofthe
group and devoted to its cause.
` A leaderhas keen insight intothehuman natureof
people. Hehas faith and trust in the peopleheleads.
-
8/7/2019 Leadership (for posting)
69/95
` A leader displays courage and persistenceeven inthe faceofopposition.
` A leader is decisive. He uses independentjudgment and does nothesitateto consultotherswhen needed.
` A leader is cheerful and even- tempered.
`
A leader shows technical mastery that inspiresothers to do above average performance in theirjobs.
` A leader is intelligent, versatile and has a keensenseofhumor.
` A leaderhas moral vision, integrity, and idealism.
-
8/7/2019 Leadership (for posting)
70/95
-
8/7/2019 Leadership (for posting)
71/95
-
8/7/2019 Leadership (for posting)
72/95
Sensitivity tothe feelings ofothers Identification withthe needs ofthe group
Acceptanceof peoples suggestion rather
than criticizing or ridiculing them
Helping others feel important and needed
-
8/7/2019 Leadership (for posting)
73/95
Ability tolisten attentively totheopinion ofothers
Establish positive
communication within the group
Make sureeveryone
understands what areexpected
ofthem
Getting feedback from followers
and recognizing thateveryone
may have importantcontributions to make.
-
8/7/2019 Leadership (for posting)
74/95
Willingness to assistthegroup in making short-
and long- range plans and
objectives
Share responsibilities andopportunities
Implement plans, follow up
and evaluate results
Participate in problemsolving
-
8/7/2019 Leadership (for posting)
75/95
Awareness of personalmotivations, ofown
strengths and weaknesses,
and willingness to improve
them.Assisting the group in
recognizing and utilizing
Filipino values essentialto
caring fortheir patients.
-
8/7/2019 Leadership (for posting)
76/95
Th l d h ld h
-
8/7/2019 Leadership (for posting)
77/95
The nurseleader should have:
` Intellectual, technical and administrative
skills` Integrity, honesty, ability towork withothers
` Tact and emotional stability
`Ability towin the support and loyalty offellowworkers; and
` Good human relationships with co-workers
-
8/7/2019 Leadership (for posting)
78/95
-
8/7/2019 Leadership (for posting)
79/95
Leader behaves according to a given situation which
may vary from one setting to another.
Considers a persons qualities and motivations, the role
expectations ofthe group, and the social forces atwork
such as theexternal factors that bring forththe
leadership potential. Situationalor contingency styleofleadership is one in
whichtheleaders style matches the situation and
needs.
In thework situation, the managers leadership style and
expectations, and the followers characteristics and
expectations blend together and form a productive
combination.
-
8/7/2019 Leadership (for posting)
80/95
x The natural leaderwho becomes a leader in spiteofhimself/or
herself.
x Does not seek the role butthe group thrusts upon him/her by thetideof
events.
x The charismatic leaderwho is an authentic hero in theeyes ofhis/
her followers.
x Tothe, he can do nowrong; he inspires peopleto make sacrifices forthecausethey represent.
x The rational leaderwho is consistent and persistent in whathe
thinks is right.
x The consensus leaderwho is perceived to be accepted by all.
xThe leader who dominates by force or fear.x Ruthless in suppressing opposition.
x Does not reign long (contains within the seeds of self destruction).
-
8/7/2019 Leadership (for posting)
81/95
Based on the beliefthatleaders are born with
certain qualities that properly develop toenable
them to be successfulleaders.
Leaders are gifted with certain qualities that aredeveloped and which show in their ability to get
along wellwith people and persuadethem to a
courseof action.
They have forceful personalities, possessintegrity, and areefficient in work.
-
8/7/2019 Leadership (for posting)
82/95
Categories oftraits:
x Physical characteristics: age, built, height and weight
bearing
x Background information: education, social status,
experience
x Intelligence: knowledge, judgement, ability
x Personality: decisiveness, authoritarianism,extroversion, alertness, aggressiveness, enthusiasm,
independence, self- confidence.
x Task- oriented characteristics: persistence,
responsibility, achievement need, initiativex Social characteristics: supervisory activity, popularity,
prestige, tact, diplomacy
-
8/7/2019 Leadership (for posting)
83/95
Leadership behaviour is generally
determined by theleaders
personality and the specific
situation.
To be successful, theleader must
diagnosethe situation and select
appropriate strategies from a large
repertoireof skills.
-
8/7/2019 Leadership (for posting)
84/95
Concerned withwhatleaders did and act
than whotheleader is.
The actions oftheleaders and nottheir
mentalqualities ortraits makethemleaders.
Based upon the beliefthat greatleaders
are made, not born.
-
8/7/2019 Leadership (for posting)
85/95
Enlarges upon Theory Y and the democraticapproachtoleadership.
Has a humanistic viewpoint and focuses on
developing betterways of motivating people.
xCollective decision makingx Opinion of all members aretaken
x Everyday problems are discussed through problem-
solving groups called quality circles.
x
They areencouraged to identify and resolveproblems faced by theorganization.
L t l t
-
8/7/2019 Leadership (for posting)
86/95
x Long- term employment
x Employees areemployed by only one
organization during theentire career.x They work in various organization to
understand howother departments work.
x It fosters commitment and loyalty tothe
company.
x Slower promotion
xAllows time fortheevaluation ofthe
employees long- time contribution totheorganization.
-
8/7/2019 Leadership (for posting)
87/95
x Indirect supervision
x Supervision is subtle
x
Workers become partoftheorganizations culture andare intimately familiarwith its philosophy, values and
goal.
x Theemployee becomes elf- directed.
x Holistic concern
x Trust, fairtreatment, strong commitmenttothe
organization, and loyalty are all characteristics of
Theory Z.
x The company considers theemployees as a whole,
taking noteoftheirhealth and well- being, as well as
their performance as workers.
-
8/7/2019 Leadership (for posting)
88/95
Burns concept (1978)ofleader- follower
interaction is raised tohigherlevels of
motivation and morality.
x
Identified this concept as transactionalleadership along withtwotypes ofleaders in
management:
x Transactionalleaders: traditional manager
concerned withthe day-to-day operationsx Transformationalleader: has a vision, is committed,
and has the ability toempowerothers to sharethat
vision
Transactional leaders focus on management tasks
-
8/7/2019 Leadership (for posting)
89/95
Transactionalleaders focus on managementtasks.
x Caretakers who usetrade- offs to meet goals.
x Do not identify shared values, do notexamine causes,
and use contingency reward.
Transformationalleaders
x Identify common values, are committed, inspireothers
with a long-term vision, look atefforts, and empower
others. Tyrell (1994) identifies VISIONING as a mark of
transformationalleaders.
x Nurses at alllevels areexpected to demonstrate
visionary leadership that sets direction for nursingpractice creating a pictureof an ideal future.
Based on trust the leader and the followers become
-
8/7/2019 Leadership (for posting)
90/95
Based on trust, theleader and the followers become
united in purposethereby creating unity, wholeness, and
environments thatenhance change brought by creativity
and innovation. (Wolf, et. al.)x Shared environment be maintained to develop and
supporttransactional, transformationalleadership skills
among its employees.
Vision is theessenceoftransformationalleadership. Itimplies the ability to picture some future state, sharing
withothers, thatthey too, may sharethat dream.
(Marquiz and Huston, 2006)
It is equally importantthatleaders recognize and manage
their failings because it is only then thatleaders canachieve greatness (Kellerman, 2004)
-
8/7/2019 Leadership (for posting)
91/95
-
8/7/2019 Leadership (for posting)
92/95
-
8/7/2019 Leadership (for posting)
93/95
` The manager is the person who
brings things about; theonewho
accomplishes has the responsibility,
and conducts.
A leader is the person who influences
and guides direction, opinion, and
courseof action.
-
8/7/2019 Leadership (for posting)
94/95
-
8/7/2019 Leadership (for posting)
95/95
top related