LEILA A. DE VILLA-MASAJO, RNPROFESSOR

LEADERSHIP

LEADER

The person who influences & guides direction, opinion & course of action.

The one who is followed by others willingly and voluntarily.

 

LEADERSHIP

Process of directing and influencing people to get things done to a standard and quality above their norm. And doing it willingly.

LEADERSHIP

How do you differentiate

Leadership to Boss ship???

Five bases of power

LEGITIMATE POWER REFERENT POWER EXPERT POWER REWARD POWER COERCIVE POWER

Legitimate Power

refers to power of an individual because of the relative position and duties of the holder of the position within an organization.

formal authority delegated to the holder of the position. This is the least obvious power, but the most important

Referent Power power or ability of individuals to

attract others and build loyalty. It's based on the charisma and interpersonal skills of the power holder.

This is the second least obvious power, but the most effective.

Expert Power

an individual's power deriving from the skills or expertise of the person and the organization's needs for those skills and expertise.

expert is trained and qualified.

Reward Power

depends upon the ability of the power wielder to confer valued material rewards

become pushy or became reprimanded

Coercive Power

the application of negative influences onto employees.

tends to be the most obvious but least effective form of power as it builds resentment and resistance within the targets of Coercive Power.

Information Power

well-informed, up-to-date and also have the ability to persuade others

Types of Leaders

A. FORMAL or APPOINTED – appointed by the administration and given official or legitimate authority to act

B. INFORMAL LEADER – does not have official sanction to direct the activities of others

Some informal leaders are recognized for their ability to communicate and counsel others

Types of Leaders

Informal LeadersBecome leaders because:

1. Age2. Seniority -Tenure3. Special competence4. Inviting personality

Leadership Qualities

1. A leader possess a striking physical personality and is energetic.

2. A leader possess sense of purpose and direction. A leader knows his/her own personal objectives and those of the group. He/she is able to set goals and move towards that direction.

3. A leader has a power of ready speech. He/ she is ready to communicate in both written and spoken language.

Following are some characteristic qualities of leaders:

Leadership Qualities

4. A leader is enthusiastic about the purpose of the group and is devoted to its cause.

5. A leader has a keen insight into the human nature of people. He/she has faith and trust in the people he/she leads.

6. A leader displays courage and persistence even in the face of opposition.

Leadership Qualities

7. A leader is decisive. He/she uses independent judgment and does not hesitate to consult others when needed.

8. A leader is cheerful and even-tempered.

9. A leader knows technical mastery that inspires others to do above average performance in their jobs.

10. A leader is intelligent, versatile, and has sense of humor.

11. Leader has moral vision, integrity and idealism.

3 DIMENSIONS INVOLVED IN LEADERSHIP

1. The leader

2. The follower

3. The situation

CHARACTERISTICS OF LEADER

Leaders have a wider variety of roles than do managers

Leaders may or may not be part of the formal organization

Leaders focus on group process, information gathering , feedback and empowering others

Leaders emphasize interpersonal relationship

Leaders direct willing followers

Leaders have goals that may or may not reflect those of the organization

MAJOR VARIABLES IN LEADERSHIP

1. Personality of the leader.

2. Personality of the group.

3. Situation in which leadership is exercised.

4. Organizational factors.

LEADERS ARE IN THE FRONT ,MOVING FORWARD , TAKING RISKS AND CHALLENGING THE STATUS QUO.

Theories of Leadership

- is based on the belief that leaders are born, not made.

A. Trait Theory

Trait Theory

Traits that are related to leadership effectiveness:

Intelligence traits - knowledge, judgment, decisiveness.

Personality traits - adaptability, creativity, integrity, etc.

Ability traits – ability to enlist cooperation, popularity, prestige, etc.

Behavioral Theory

The behavioral theory of leadership underscores the significance of understanding human behavior.

THEORIES OF LEADERSHIP

c. Situational TheorySituational leadership means that there is no one best leadership style and maintains that effective leadership is matching the appropriate leadership style to the individual’s or group’s level of task relevant readiness.

Novice

Advanced Beginner

Competent

Proficient

Expert

Excellence and Power in Clinical Nursing Practice

Berner’s Model of Novice to Expert

Situational Leadership Theory

Stage 1. Novice nurse-task oriented & focusedStage 2. Advance Beginnerable to demonstrate marginally acceptable

performanceStage 3. Competent nurses performing the same role for 2-3 years who have

developed the ability to view their actions as part of the long-range goals set for their patients

Stage 4. Proficient Nurses the nurses who look at the situation as a whole

than a series of tasksStage 5. Expert NursesExpertise is so embedded in their practice as

they intuitively know what is happening with their patients

Berner’s Model of Novice to Expert

Theories of Leadership

A. Maslow’s Theory of Motivation

1. Shows that people are motivated to satisfy certain needs beginning from the basic physiological needs to complex psychological needs. He contends that people seek higher level needs when the lower needs have been met.

Motivational Theory

Theories of Leadership

Signifies an interaction between the person and situation. It maintains in simple reflex types of behavior. The stimulus acts on the organism and elicits the response, and the organism plays no active part in the selection or interpretation of behavior.

Interactional Theory

LEADERSHIP STYLES

Autocratic

Democratic

Bureaucratic

Laisez - Faire

AUTOCRATIC

CHARACTERISTICS OF AUTHORITARIAN LEADERSHIP

-strong control is maintained over the work group

- others are directed with commands

- communication flows downward - decision making does not

involve others - emphasis is on difference in

status ( I and you )- criticism is punitive

DEMOCRATIC

CHARACTERISTICS OF DEMOCRATIC LEADERSHIP

- less control is maintained- economic and ego awards are used to

motivate - others are directed through suggestions

and guidance- communication flows up and down - decision making involves others - emphasis is on “we” rather than “I”

and “you” - criticism is constructive

LAISSEZ-FAIRE

CHARACTERISTICS OF LAISSEZ-FAIRE LEADERSHIP

is permissive, with little or no control. -motivates by support when requested by the group or individuals -provides little or no direction -uses upward and downward communication between members of the group - disperses decision making throughout

the group - places emphasis on the group -does not criticize

BUREAUCRATIC

Acts as a representative of the power and prestige of the entire structure, irrespective of his position within the hierarchy.

Servant Leadership

Life and leadership in the service of the Lord. Nurse leaders should use their gifts from God according to the grace given to them.

Servant leadership in nursing is selfless commitment and devotion to duty. It recognizes the necessity of holistic care to the patients.

Filipino Styles of Leadership Describing Filipino styles of leadership could be very difficult and serious task. Most writers and researchers termed it as dynamic, not static, because the Philippine society is constantly under various pressures where changes are inevitable.

Soriano (1973) informed that the paternalistic style and the more professional style of leadership and management will continue to exist side by side in the Philippines: the first can be termed as autocratic style of leadership

Filipino style of leadership Management by Pakiramdam Management by takutan or sindakan Management by kulit or following up Management by patsamba-tsamba

or “guess work”

Filipino style of leadership Management by Pakiramdam Management by takutan or sindakan Management by kulit or following up Management by patsamba-tsamba

or “guess work”

Management by Pakiramdam

The manager are rule oriented rather than result oriented.

Management by takutan or sindakan

Manager see to it the his/her fellow subordinates fear him.

Use of threat, punishment and hostility

Suppresses questions and objections

Management by kulit or following up

Cummunicative in all respects

Follow up things he has ordered his people to do

Demands religious attention to one’s job

Management by patsamba-tsamba or “guess work”

Manager works without direction nor procedure

and the latter, democratic style of leadership. He believed that in the long run, a blend of the two will eventually emerge i.e. a Filipino managerial pool that practices benevolence but at the same time solidly based on professional competence will be guided by a well- honored sense of social responsibility.

Filipino Styles of Leadership

Motivation- inner drive, impulse, intention that causes one to act or to seek particular goal

People who flow with the crowd are not confronted with barriers, they take the path of least resistance.

Leadership & Motivation

HOW SHOULD A NURSE LEAD?

Leader is the one who is followed by others willingly and voluntarily

MANAGEMENT

Management is a process Management is a profession Management is a Science Management is an art Management is a class of

people

ROLES OF A MANAGER

1. Interpersonal Role* Shows the manager(a) as a symbol because of the position he/she excuse and consists of such duties as signing of paper/ documents required by the organization(b) as a leader who hires, trains, encourages, renumerates and judges(c) as a liason such as the community suppliers and the organization

ROLES OF A MANAGER

2. Informational RolePresents the manager:

(a) as one who monitors the information

(b) disseminates information from both external and internal sources

(c) spokesperson or representative of the organization

ROLES OF A MANAGER

3. Decision RoleMakes him/her:

(a) an entrepreneur or innovator, problem discoverer, a designer to improve the objects that direct and control change in the organization.

(b) trouble shooter who handles unexpected situations such as resignations

(c) negotiator when conflicts arises

FUNDAMENTAL SKILLS OF A MANAGER

1. Technical- proficiency in performing an activity in the

correct manner with right techniques

2. Human Relationship- dealing with people and how to get along

with them

3. Conceptual- deals with the ability to see individual matter

as they relate to the total picture and to develop creative ways of identifying pertinent facts.

MANAGER SHOULD POSSESS

1.Knowledge

2.Attitude

3.Ability