lmr ppt by ajid

8/9/2019 LMR PPT BY AJID

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L E C T U R E R :

PROF. ISIDRO G. OLIVAREZ,RN, MBA, MAN

Leadership & Management


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LEADERHIP

Definitions

- A process of getting facts accomplished throughindividuals or group.

- The ability to convey a vision/mission, to win over inachieving the goals and objectives, to persuade groupagreement, and to be a role model.


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Definitions

- The process of inspiring others in an effort to achievegoal.

- Is the process through which the leaders win over tochange followers mind and those whose competenceand commitment produce performance.


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Theories of Leadership

Great Man Theory

Leadership is an innate, inherited ability: leaders areborn not made. The great man excels at both

instrumental and supportive behavior.

Example: Pres. Elect Benigno Aquino III was the sonof the late Pres. Cory Aquino


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Leadership Trait Theory

- Trait Theory identified the qualities andcharacteristics of great political, religiuos and army

leaders. The goal was to find a set of traits thatdefined the great leaders.

- The strongest version of trait theory sees theleadership characteristics.


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Leadership Traits Identified:

- Intelligence

- Alertness - Decisiveness

- Dependability -Enthusiasm

- Creativity - Self-Confidence

- Personal Integrity - Technical mastery

- Emotional Balance / Control


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Contingency Theory

- it was developed by FRED FIEDLER in the 1960s.The central idea was the effective leadership was

dependent on a mix factors. Effectiveness dependson two interacting factors: leadership style and thedegree to which the situation gives the leader controland influence.


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Contingency Theory : Three Important Things

1. Relationship between the leaders and followers.

- If leaders are liked and respected they aremore likely to have the support of other


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2. Structure of the task

-if the task are clearly spelled out as to goals, morelikely leaders will be able to exert influence on

methods and standards of performance of theemployees


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3. Position power

- If an organization or group confers powers on the

leader for the purpose of getting the job done, thenthis may well increase the influence of the leader.


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Contemporary Theory

Transformational Leadership Theory is appealing forit embraces leadership at all levels.

Managers can motivate new nurses to submitfeedback on how well the specific procedures arecarried out and implemented.

The leader and follower exchanges are dynamic.


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Contemporary Theory

Charismatic Theory based on qualities such ascharm, power, persuasiveness and confidence.

People will follow out of affection and emotionalcommitment. People become leaders because eitherthey have strong convictions of their beliefs and

vision. Followers unquestionably accept and obey the

leaders belief, teachings and orders.


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Situational Leadership Theory

Developed by PAUL HERSEY & KENNETHBLANCHARD (1977).

They classify the activities of leaders into two distinctbehavioural dimensions:

1. Initiation of Structure (Task actions)

- leader engages in one way communication byexplaining what, when, where, and how tasks are to

be completed.


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2. Relationship of maintenance actions

- a leader engages in two way communication byproviding emotional support and facilitating

behaviours.


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Styles of Leadership (Situational)

a. S1 (Directing)

High Task Low Relationship

Leader defines the roles of group members and

tells them how, when and where to do varioustasks. As the members experience and understandthe situation, task goes up and also their maturity.


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b. S2 Coaching

High Task, High Relationship

Leader attempts to get the group members to

psychologically buy the decisions that have to bemade. As group members commitment to the taskincreases, so does their maturity.


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c. S3 Supporting

Low Task, High Relationship

The leader and group members share in decision

making. The group members have the ability andknowledge to complete the task.


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d. S4 Delegating

Low Task, Low Relationship

The leader allows autonomy in completing the task.

Both willing and able to take responsibility fordirecting their own task behaviour.


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Transformational Leadership Theory

-James Mac Gregor Burns (1978), a noted scholar inthe area of leader follower interactions. He said that

there are two types of leaders in managements. Thetraditional manager concerned with day to dayoperation, known as transactional.


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Transactional leadership builds power by doingwhatever will to get more followers.

Burns calls leadership that delivers true value,integrity, who is committed, his vision, empowerother and trust transformational leadership


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Transactional Leadership

Focuses on management task

Is a caretaker

Uses trade offs to meet goals

Shared values not identified

Examine causes

Uses contingency reward


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Transformational Leadership

y Identifies common values

y Is committed

y Inspires other with vision

y Has long term vision

y Looks at effects

y Empower others


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House Path Goal Theory

Leadership is a function of both structure andconsideration and both are contingent on the needs

of the followers.Based on the experience and affiliation needs of

the followers either structure or consideration willbe values. The leader clears the way for goal

accomplishment.


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LEADERSHIP STYLES

y Authoritarian

- Leader dictates others and determines all policywithout involving group member in decision making.

-Leader does all planning and decision making-Leader moves the group toward the leader goals.

-Also referred as Directive/Autocratic


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y Democratic

-Leader sets policies through group discussions anddecisions.

-Considerate to members feelings and needs.-Leader encourages staff participation.

-Leader moves the group towards its goals.

-Also called as Participatory/Cooperative


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y Based on the premise that leadership originates froma desire to serve and that in the course of serving,one may be called to lead.

y Occurs when other peoples needs take priority,when those being served become healthier, wiser,freer, more autonomous and more likely themselvesto become servants.


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Servant Leadership

y This concept may have some substantive appeal fornursing leadership because nursing is founded inprinciples of caring, service and the growth and

health of others. Nursing leaders serve anyconstituencies, often quite selflessly, andconsequently bring about change in individuals,systems and organizations.


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Filipino Style:Manager by kayod

y Sweats it out, gives oneself to hard work

y action hungry

y highly dedicated

y manners rather formal

y an introvert

y a serious worker

y

will not give in to bribery or any anomalous deals


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Filipino Style: Manager by Lusot

y capitalizes on a loophole and will use them to avoidtoo much work, or as an excuse for failure

y driven to make short cuts

y does unconventional or illegal ways to attainobjectives


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Filipino Style: Manager by Libro

y operates by the dictates of the book- what themanuals and other formal documents say

y systematic, thorough, analytical

y usually has adequate formal training in Management


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Filipino Style: Manager by Oido

y learns his managerial skills by ear

y has a vast field of practical experiences tocompensate for his lack of formal education in

managementy the opposite of the libro manager


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Filipino Style: Manager by Ugnayan

y a hybrid of all types of managers

y a gifted reconciler of all philosophies and beliefs heldby various types of managers

y integrates various types of management, dependingon the needs and conditions of the organization

y participatory

y coordinative


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Factors of Leadership

1. Leader

You must have an honest understanding of whoyou are, what you know and what you can do.

2. Followerhaving an understanding of human nature such asneeds, emotions and motivations.


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3. Communication

It should be two way. Understanding both verbal andnon verbal.

4. Situationevents may need different styles.


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Principles of Leadership

y Keep your workers informed

y Develop a sense of responsibility in your workers

y Ensure that tasks are understood, supervised and

accomplishedy Train as a team

y Use the full capabilities of your organization


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Characteristics of Effective Leaders

Attributes of Effective Leader

Values, skills and style are important

Perception of self in role makes difference

Leaders expectation impact on followers

Internal factors

1. confidence in employees

2. sense of security3. values


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10 Traits of Leaders

1. Self knowledge

2. Open to feedback

3. Eager to learn and improve

4. Curious, risk taker

5. Concentrate at work


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6. Learn from adversity

7. Balance tradition and change

8. Open style

9. Work well with systems

10. Serves as models and members


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Qualities of a Leader

y Guiding others through modelling

y Technical/specific skill at some task at hand

y Initiative and enterpreneurial drive

y Charismatic inspiration

y Preoccupation with a role

y A clear sense of purpose or mission

y

Results orientation


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y Cooperation

y Optimism

y Rejection of determinism

y Ability to encourage and nurture those that report tothem

y Role models

y

Self knowledgey Self awareness


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y With regards to people and to projects, the ability tochoose winners

y Understanding what others say, rather than listening

to how they say things


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The END

What you are isGods gift to you.

What you will becomeis your gift to God.

God Bless.....sir ajid

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