leadership and management
DESCRIPTION
..leadership and management in nursingTRANSCRIPT
LEADERSHIP AND MANAGEMENT
NCM 1052ND SEMESTER SY 2009-2010
LEADERSHIP
DEFINITION
• Management skill: Focus on the development and deployment of: VISION, MISSION, STRATEGY & CREATION OF MOTIVATED WORK PLACE
• The process of empowering people thru persuasion.
• Use of one’s skill to influence others to perform to the best of their ability towards goal achievement
LEADERSHIP
• A process of influence• Not limited to people in traditional position of
authority• Can occur in numbers of dynamics and
settings
TYPES OF LEADERSHIP
• FORMAL LEADER– Person in a position of influence or authority– Has sanctioned role within an organization
• INFORMAL LEADER– Person who demonstrates leadership and has influence
even though he or she is not in a formal leadership role in an organization
– 2 KEY TRAITS:• Ability to influence others• Other people in the group or organization recognize the
ability and are influenced
LEADERSHIP ROLES
• Decision maker• Communicator• Evaluator• Facilitator• Risk taker• Mentor• Energizer• Coach• Counselor• Teacher• Critical thinker
• Buffer• Advocate• Visionary• Forecaster• Influencer• Creative problem solver• Change agent• Diplomat• Role model
LEADER
• PERSON who:• Influences and guides direction, opinion and
course of action• Enables to work together to achieve
objectives set for certain purpose• Influences others to move in the direction of
achieving goals
A LEADER
• Often don’t have delegated authority• Have variety of roles than managers• May or may not be part of formal organization• Focus on group process, information gathering,
feedback and empowering others• Emphasize interpersonal relationships• Directs willing follower• May have goals that may or may not reflect those of
the organization• Interested in risk-taking and exploring new ideas
CORE TRAITS OF LEADERS
• Guiding VISION– Able to see picture of the desired future– The picture allows leader to set goals towards the
desired future• PASSION = drive and ambition– Enthusiastic about the future possibilities– Has the ability to inspire people and align them in
a common effort to make the future possibilities a reality
CORE TRAITS OF LEADERS
• INTEGRITY and HONESTY– Possess a significant knowledge of self or self-awareness
• Strengths and weaknesses• Ability to receive feedback• Learn from mistakes
– Requires honesty and maturity– Supported by the inner strength of conviction and ability
to deal with conflict or obstacle that arise– Developed though personal and professional experience
and growth– Can be trusted
CORE TRAITS OF LEADERS
• CURIOSITY– Enable them to take risks– Facilitates change– Shorten the learning curve• Leaders zero in on what works rather than wasting time
on what doesn’t work
COMMON TRAITS OF A LEADER
• FLEXIBILITY– Adapts rapidly to changes in all aspects of the environment– Allows leaders to deal effectively and creatively with uncertainty
and hostility • INTELLIGENCE
– Subject-based intelligence• knowledge and skills associated with the person’s job functions• Ability to use knowledge and skill to solve problem and improve work
process
– People-based intelligence• Emotional intelligence – ability to use not only rational but also
emotional perception in learning, prob. Solving and working with people effectively to achieved desired outcomes
COMMON TRAITS OF A LEADER
• Ability to SUPPORT others– Responsiveness to wide range of situations and people
face situations head-on rather than withdrawing– Practices open and effective communication– Possesses key social skills ability to work effectively with
respect and diverse constituent to defuse conflict and to generate trust and enthusiasm in others
• SELF-CONFIDENCE– Able to trust his abilities and decisions– Able to receive feedback and input from others without
feeling threatened
COMMON TRAITS OF A LEADER
• DESIRE to lead– Interested in and have desire to influence change
in people or organizations
THEORIES OF LEADERSHIP
TRAIT APPROACHPersonal – Psychologic – Physical
CHARACTERISTICS
TRAIT APPROACH
1. GREAT MAN THEORY: AristotleSome people are born to lead; others are born to be lead- few people are born with necessary characteristics to be great
2. TRAIT THEORY:Some people have certain characteristics that makes them better leaders than others- selection is based on physical, mental and psychological characteristics
BEHAVIORAL THEORIES
LEADERSHIP STYLE
• Kurt Lewin (1951) and White and Lippitt (1960)a. AUTOCRATIC LEADERSHIP• Based on centralized decision making• Leader makes decision and expect s subordinates to
obey• Uses power to command and control others• May develop hostility between leaders and followers
AUTOCRATIC
• CLOSED SYSTEM
NURSE MANAGER
FOLLOWERS
LEADERSHIP STYLE
b. DEMOCRATIC LEADERSHIP• Allow others to participate in decision making and to
share authority• Power is based from expertise• Group performs well whether or not the leader is
present• Leaders and followers tend to maintain positive
relationship
DEMOCRACTIC
• OPEN SYSTEM
NURSE MANAGER
FOLLOWERS
LEADERSHIP STYLE
c. LAISSEZ FAIRE LEADERSHIP• Leaders defer decision making to followers• Permissive and tends to be distant or uninvolved• Workers may feel frustrated and efficiency may suffer
d. MULTICRATIC
. LAISSEZ FAIRE LEADERSHIP
• PERMISSIVE
NURSE MANAGER
FOLLOWERS
LEADERSHIP STYLE
• EMPLOYEE –CENTERED LEADERSHIP– Focus is on the human needs of employees– Considered more effective than job-focused
leadership more concerned with schedules, task or output
BEHAVIORAL THEORIES
Supports human relation theory- Benefits of positive attitude towards
others- Development of the workers- Satisfaction of the needs of the
worker- Commitment thru participation
SHIFT OF LEADERSHIP ROLETRAIT
THEORIES
WHAT IS LEADER LIKE?1910-1940
BEHAVIORAL
THEORIES
HOW DOES THE LEADER BEHAVE1940-1960
CONTINGENCY THEORIES
• Contingency approach to leadership• State that a variety of environmental factors affect the
leadership style or characteristics• The outcome of leadership are determined by factors
other than the leader’s behavior.
1. CONTINGENCY THEORY
• Fred Fiedler• Leadership style will be effective or ineffective
depending on the situation• Leadership effectiveness depends on matching
organizational structure with the best leadership style for the organization and situation• 3 characteristics for effective leadership
– Leader member relation» Followers feeling about the leader level of trust,
acceptance of the leader, perception of the members of the leader
CONTINGENCY THEORY– Task structure
» Extent to which work task are defined by specific procedure, direction and goal
» HIGH STRUCTURE: routine, clearly defined» LOW STRUCTURE: not predictable, creative, working “on
the fly”– Position power
» The amount of influence or degree of formal authority the leader has
» High position power considered favorable
FIEDLER CONTINGENCY MODELSTEP 1 -------- STEP 2 --------- STEP 3
BASIC PREMISE
THE LEADERS CHARACTERISTICS OR TRAIT ARE FIXED AND RIGID
Identify the leaders trait or characteristics
MATCH THE LEADERS TRAIT OR CHARACTERISTICS TO THE JOB SITUATION
STUDY LEADER/MEMBER RELATIONSHIP AND LEADER POSITION POWER
MEASURE EFFECTIVENESS BY TASK OR GOAL ACCOMPLISHED
2. PATH-GOAL THEORY
• Robert House• Derived from Expectancy theory – believed that people act as
they do, because they expect their behavior to produce satisfactory result– People are motivated by being able to carry out their work, which
they believe will contribute to the desired outcome and provide them with rewards for work
• Leaders clarify and set the goals of the subordinates and help them find the best path to achieve their goals.
• The effective leader makes the appropriate path easier for the worker to follow
• Effective leader matches style to the situation or environment
PATH GOAL THEORY• LEADER FUNCTION
• Directive• Supportive• Participative• Achievement oriented
• SPECIFIC LEADER BEHAVIOR• Motivate Employees – help them achieved valued goals• Consider contingencies
– Employees’ personal characteristics, needs and abilities– Environmental characteristics– Authority system– Work group
• EXPECTED OUTCOME• HIGH JOB SATISFACTION• HIGH PERFORMANCE• FEWER GRIVANCES
3. SITUATIONAL THEORY
• Hersey and Blanchard• Effectiveness of a person’s leadership style depends
not so much of the leader but on the followers• Maturity of the follower s should be assess• Effective leader :
– changes or adapt leadership style to match the followers ‘ need
– Attempt to increase followers’ level of maturity
SITUATIONAL THEORY
• 4 CATEGORIES OF LEADERSHIP STYLE: based on task and relationship levelsa. High task/low relationship behavior “telling” leadership
styleb. High task/high relationship behavior “selling” leadership
style getting people top “buy in” to an approach, policy or new staffing or management structure
c. Low task/high relationship behavior ”participating” leadership style
d. Low task/low relationship behavior “delegating” leadership style
4. “SUBSTITUTES FOR LEADERSHIP”
• Kerr and Jermier• Certain variables or factors may influence followers’
behaviors as much or more than the leader’s behavior• IDENTIFIED SUBSTITUTE S FOR LEADER BEHAVIORa. Amount of feedback provided by taskb. Significant work group cohesionc. Rigid adherence of group to rulesd. Intrinsic satisfaction provided by the work or task
CURRENT COMTEMPORARY THEORIES
1. CHARISMATIC THEORY
Robert HouseCharismatic leaders have 4 characteristics:- Dominance- Self confidence- Need for influence and power- Conviction of moral righteousnessCHARISMA – Inspirational quality possessed by some people
that makes others feel better in their presenceLEADERS inspires other by:- obtaining emotional commitment from followers- arousing strong feeling of loyalty and enthusiasm
2. TRANSFORMATIONAL LEADERSHIP THEORY
• Both leaders and followers act on one another to raise their motivation and performance to higher levels
• Focus : allowing innovation and change• Depends on the concept of EMPOWERMENT
• All parties are allowed to work together to the best of their ability, to achieve a collective goal
• Two types of leadera. Transactional leader: person responsible for day to day
operationsb. Transformational leader: person responsible for maintaining
the overall vision and motivating people to incorporate the vision in their work
MOTIVATIONAL THEORIES
1. REINFORCEMENT THEORY
• B.F. Skinner (1953)• Views motivation as learning• Person becomes conditioned to associate a behavior
with a consequence (+ or -)• Leaders are more effective when they can control or
manipulate the consequences of the follower’s behavior
• Works well when enough positive reinforcement exist and when leaders have certain control over followers’ access to the rwards
2. EXPECTANCY THEORY
• Emphasizes that people don’t just respond passively to reinforcement or lack thereof; rather they are actively and consciously interacting with their environment
• 3 motivational components:a. EXPECTANCY: the perceived probability that certain effort will lead to desired action or behaviorb. INSTRUMENTALITY: the belief that a given performance level will lead to an outcomec. VALENCE: perceived value of the outcome
3. EQUITY THEORY
• The degree of perceived fairness in the work situation is the key to job satisfaction and effort of workers
4. GOAL SETTING THEORY
• Suggest that people don’t expend effort for rewards or task outcome but to accomplish the goal themselves
• 3 assumptions according to Locke (1968)a. Specific goals are more effective than general goals for motivating higher performanceb. More difficult or challenging goals lead to higher performancec. Incentives or rewards are effective only in that they encourage people to change their goals
INTERACTIONAL THEORIES
INTERACTIONAL LEADERSHIP THEORIES
• 1970 – to the present• Leadership behavior generally determined by
relationship between the leader’s personality and the specific situation
• 1. SYSTEM THEORY: Schein (1970) • People are very complex and highly variable – have multiple motives
for doing things• Motives do not stay constant – changes overtime• Goals differ in various situation• Performance and productivity are affected by the nature of the
task, his ability, experience and motivation• No single leadership strategy is effective in every situation
INTERACTIONAL LEADERSHIP THEORIES
• 2. Hollander (1978) – leadership exchange involves:• The LEADER – his personality, perception and abilities• The FOLLOWER – with their personalities, perceptions
and abilities• The SITUATION – formal and informal group norms,
size and density
INTERACTIONAL LEADERSHIP THEORIES
• 3. Kanter ( 1977)• Structural aspect s of the job shapes effectiveness of a
leader• 3 major work empowerment structures
– OPPORTUNITY– POWER– PROPORTION
• 4. Nelson and Burns (1984)• Organization and their leader has 4 developmental
level that influence productivity and worker satisfaction
INTERACTIONAL LEADERSHIP THEORIES
• 4 Developmental Level» REACTIVE – leader focuses on the past, is crisis driven,
frequently abusive to subordinates» RESPONSIVE – leader is able to mold subordinates to
work together as a team» PROACTIVE – leader and follower more future oriented
and hold common driving values» HIGH PERFORMANCE TEAM – maximum productivity and
worker satisfaction
“NEW LEADERSHIP” CONCEPT
• Margaret Wheatley (1992)• LEADER’S FUNCTION IN AN ORGANIZATION
A. Use vision to guide followersB. Help followers make choices based on values
shared by leaders and followersC. Provide meaning and coherence in the
organizational culture