leadership and management lecture

8/12/2019 Leadership and Management Lecture

1/32

LeadershipLeadershipa master discipline

that illuminates some of thetoughest problems of humanneeds and social change (Burns(2003) Bk of Jones on Leadershipand management


2/32

Leadership

- is about having a vision and gettingpeople to follow, using the art of

persuasion. - some would equate leadership with

management, and use the wordinterchangeably.

- is social influence or a persons ability tomove other people to act.


3/32

Management

Wikipedia(2006) states that the term

management comes from the old French

term menagement which means thedirecting and from the Latin term manu

agere, which means to lead by the hand

- management is the process of leading anddirecting all or part of an organization through

deployment and manipulation of resources.


4/32

Management is a process by which acooperative group directs actionstowards a common goal.

Composed of four major functions:planning, organizing, directing, andcontrolling


5/32

Differences between a leaderfrom a manager

Leader:

- may or may not have officialappointment ( the job title alone does notmake a person a leader. Only a personsbehavior determines if he/she occupies

a leadership position)


6/32

Manager

A manager is officially appointed.

_-Have an assigned position within theformal organization


7/32

Leader

Vested with power and authority by thegroup


8/32

Manager

Vested with power and authority by theorganization

Managers have a legitimate source ofpower due to the delegated authoritythat accompanies their position


9/32

Leader

Influence others toward goal setting


10/32

Managers

Implements predetermined goals,policies, rules and regulations

(As managers, you are expected to carryout specific functions, duties and

responsibilities)


11/32

Leaders

Risk taker


12/32

Manager

Measures the risk to be taken in line with

expected results Hence,

emphasizes control, decision making,decision analysis and results

-greater formal responsibility andresponsibility for rationality and controlthan leaders


13/32

Leader

Relates to people personally


14/32

Manager

Relates to people according to their roles

- manipulate people, environment,money time, and other resources toachieve organizational goals


15/32

Leader

Feels rewarded by personal achievement


16/32

Manager

Feels rewarded when accomplishingorganizational missions or goals


17/32

Leaders

Do the right thing


18/32

Managers

Do things right


19/32

In nursing practice:

We must do the rightthing and do that thing

right


20/32

GOAL

RESOURCES

7 MS

Theories &Principles

Management

Process/

functions

Effective &Efficient

Leadership


21/32

Conceptual framework ofa nurse-manager

At the center of the paradigm is the goal.

Around it are the various factors that will

help in attaining the goal.

The figure is cyclical which shows theinterconnectedness of leadership andmanagement.


22/32

7 MS

Money,

Men,

Machines,

Materials,

Methods,

Momentmanager


23/32

Historical Development ofLeadership Theories

The Great Man Theory

Trait Theory

Behavioral Theories-1940-1980

Mc Gregor-1960

Lewin, white and Lippit (Leadership styles :authoritarian, democratic, laissez-faire)

Situational and Contingency leadershiptheories(1950-1980) Follet, Fiedler, Hersey and

Blanchard, Tannenbaum and Schmidt,


24/32

Interactional Leadership theories:

Hollander,leaadership as dynamic two-way

process,

Theory Z- Ouchi,(an expansion of

McGregors Theory X-Y

Kanter,

Nelson and Burns


25/32

Transactional and TransformationalLeadership


26/32

Great Man Theory From Aristotelian philosophy, asserts that some

people are born to lead

Assumed that all leaders were men and allwere great.

Assumed leadership by their genetic andsocial inheritance.

Not widely accepted today, but that waswhat the world thought of leaders for many

years. Not conceivable that working class could

be leaders


27/32

Trait Theories (early part of 20thcentury

Assume that some people have certain

characteristics Studies revealed that these leaders

possessed multiple characteristics.

Stogdill(1974) developed a profile of

successful leaders and traits. Bass, 1990 classified three categories:

intelligence, personality, abilities.


28/32

Traits that still used to describesuccessful leaders of today

Intelligence self-confidence

Knowledge personal integrity

Judgment interpersonal skills Decisiveness tact

Oral fluency diplomacy

Emotional intelligence prestige

Independence social participation

Adaptibility Creativity

alertness


29/32

Answer the following:

List additional characteristics that youbelieve an effective leader possesses

Which leadership characteristics do youhave?

Do you believe that you were born withleadership skills, or have you consciously

develop them during your lifetime? If so,how did you develop them?


30/32

Leadership Qualities Warren Bennis , 2004 present to the American

Society of Association Executives Foundation

Forum six competencies of a leader: 1. leaders must foster a clear vision with an

endowed purpose that is owned by thepeople involved with the leader.

Leaders must keep reminding people of what

is important because people can really forgetwhat they are there for. Getting people tosupport a vision or mission.


31/32

Being optimistic and see possibilities

Must Create a culture of candor. Such a

culture requires integrity, balance ofambition, competence, and having amoral compass. When integrity is lost, aculture of candor cannot be created,

and one cannot be effective leader.


32/32

leadership and management lecture

Documents