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Leadership & Management

Week 1
Introduction to Leadership & Management

Mohamad Ahmad El Najm

Objectives

At the end of this session, you will be able to:

• Define the terms leadership and management.
• Understand the relationship between leadership and
management.
• Discuss the Trait, Behavioral, Emotional Intelligence,
Situational, & Transformational leadership theories.
• Discuss the Scientific management, Maslow’s, &
McGregor management theories.
• Discuss the traits & behaviors that contribute to effective
leadership and management.

Leadership Defined
I suppose leadership at one time meant
muscles; but today it means getting
along with people.
Ghandi

To be a leader means to be able to

move masses.
Hitler

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Leadership Defined
Difficult to define
“Leadership is a process whereby an individual influences
a group of individuals to achieve a common goal”
(Northouse, 2007)

Influence, Groups, & Goals

Process Definition
Involving the interaction between Leaders & Followers

Followers

“Without followers there cannot be leaders &

without leaders there cannot be followers”
(Lyons, 2002)

Leadership

The ability to influence other people. It is the process of

using one's skills, qualities, & power to influence the
thoughts and actions of other people effectively.
It is the process of getting people does the job by guiding them
in a specific direction. (Lansdale, 2002)

Tasks
‰ Set direction: mission, goals, vision, & purpose
‰ Build commitment: motivation, spirit, & teamwork
‰ Confront challenges: Innovation, change, & turbulence
(Drath, 2001)

Nursing leaders affect others by inspiring, enlivening,

& engaging others to participate.
(Whitehead, Weis, & Tappen, 2007) 6

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Managers

¾ Is to do what ever is necessary to make sure that employees 
are doing their job effectively.        (Mintzberg, 1989)
¾ Effective  nurse  manager  is  responsible  for  insuring  that 
patient care is given in the most efficient manner.

Tasks 
‰ Assumes leadership
‰ Engages in planning, provides directions, monitors work
‰ Recognizes and rewards the quality
‰ Fosters  development  and  represent  his  staff  members  and  the 
administration
‰ Hiring, firing, budgeting

(Whitehead, Weis, & Tappen, 2007) 7

The Relationship Between Leadership &

Management
¾ Manthey (1990)  delineates  the  two,  a  manager 
guides,  directs  and  motivates  whereas  a  leader 
empowers  others.  Therefore  every  manager  should 
be a leader

¾ Farley  (1990)  maintains  that  management 

preparation occurs before leadership and that young 
nursing managers must be developed as leaders.

Leadership & Management

“Management is efficiency in climbing

the ladder of success; leadership
determines whether the ladder is
leaning against the right wall.”
Stephen Covey

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Differences between Leadership & Management

Leadership Management
Based on Influence & shared Based on Authority
meaning
An informal role A formally designated role

An achieved position An assigned position

Part of every nurse’s responsibility Usually responsible for budgets,

hiring, & firing people.
Requires initiative & independent Improved by the use of effective
thinking leadership skills

(Whitehead, Weis, & Tappen, 2007) 10

Leadership Theories
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Trait Theory
Leaders………….born or made?
¾ concerned with what the leader is.
¾ Every person can be a leader if he develops the necessary 
skills and knowledge.

Traits (qualities) that distinguish a leader from non-leader are:

• Intelligence
• Initiative
• Excellent interpersonal skills
• High self-esteem
• Creativity
• Willingness to take risks
• Ability to tolerate consequences of taking risks

(Whitehead, Weis, & Tappen, 2007) 12

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 Behavioral Theory

Concerned with what the leader does.

3 styles (White & Lippitt, 1960):

• Autocratic leadership
• Democratic leadership
• Laissez-faire leadership

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Autocratic Leadership Style

(directive, controlling, or authoritarian)

• Maintains strong control, makes all

decisions, solves all problems.
• Dominates the group by issuing
commands rather than by making
suggestions or seeking input.

(Whitehead, Weis, & Tappen, 2007) 14

Democratic Leadership Style

(participative)

• Leader acts primarily as a facilitator and

resource person.
• Demonstrates concern for each group
member as a unique individual.
• Every person’s viewpoint has equal
voice in making decisions.

(Whitehead, Weis, & Tappen, 2007) 15

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Laissez-faire Leadership Style
“Laissez-faire” = let it alone = hands off
(permissive or non-directive)

• Leader assumes a passive, non-directive, and

inactive approach.
• All decision-making is left to the group.
• Leader gives little, if any, guidance, support, or
feedback.
• Leader fails to set limits or state expectations.

(Whitehead, Weis, & Tappen, 2007) 16

(White & Lippitt, 1960) 17

Emotional Intelligence

addresses the effect of people’s feelings on the team’s emotional reality.
The emotional intelligent leader according to Goleman, Boyatzes, & McKee 
(2002):

¾ Welcomes constructive criticism
¾ Ask for help when needed
¾ Turns problems challenges to opportunities
¾ Maintains focus among problems
¾ Listen attentively to others
¾ Picks unspoken concerns
¾ Acknowledges other's perspectives
¾ Helpful and supportive

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Situational Theory

(McNichol, 2000)
¾ It  is  characterized  by  adaptability.  It 
recognizes  the  complexity  of  work  situations 
and  encourages  leaders  to  consider  many 
factors when deciding what action to take. 
¾ Doesn't  assume  that  one  approach  can  work 
for all work situations
¾ It  is  important  to  understand  all  factors 
affecting  work  conditions  in  the  work 
environment.

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Transformational Leadership

Bass & Avolio (1993):
¾ It  gives  meaning,  inspiration,  and  vision  enough 
attention.
¾ It  guides  nurses  towards  achievement  of  the 
nursing vision.
¾ Leaders  will  communicate  their  vision  with  the 
members to inspire their commitment.
¾ Goals  of  the  leader  and  staff  will  become  fused, 
united, and purposeful.
¾ Through trust and vision the leader empowers the 
staff so creative change is enabled     (Leach, 2005).

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 The Managerial Pyramid

Top Management CEO Strategic Plans

President
Vice President

Division Heads
Middle Management Regional Managers Tactical Plans
Supervisors

(first-line) Ward Managers Operational

Charge Nurses
Management Team leaders Plans

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Scientific Management (Fredrick Taylor)

¾ Stresses on ways to improve the productivity of each

worker.
¾ Analysis of work: Work by piece
How much time needed
¾ Giving a properly designed task + sufficient incentive,
so workers more productive
¾ Emphasis on eliminating excess staff and increasing
productivity of the remaining.

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Human Relations-Based Management

McGregor X & Y (what do the managers believe?)
Theory X Opposite viewpoint Theory Y
People don’t like to work very Work can be motivating
hard
People avoid taking any Meeting their own needs would
additional responsibility make employees enthusiastic
towards teamwork, productivity
& creativity
Managers should use: Managers should:
Strict rules, Punishment, & Provide guidance
Close Supervision Encourage growth

(McGregor, 1960) 24

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Theory Z
„ Theory Z: WS Ouchi, 1980s
‰ Well managed companies in US and Japan had lifetime employment,
collective decision making, promotion from within, non-specialised
career paths
‰ Characterised as a “democratic” management style

Theory Y Theory X
Objective setting Autocratic
(Laissez Faire)

ight
style m in
Your h ere
n yw
be a m
ntinuu
this co
Theory Z
Democratic

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Maslow Hierarchy of Needs

Physiological, Safety, Love & Belonging, Esteem, and Self-

actualisation.
As the person meets the first need then they move up the
hierarchy to continue satisfying the next needs. Maslow’s
theory has been adapted and recognised by many managers.
Maslow contends that the higher order needs are predominantly
satisfied internally usually through the work place. Lower order
needs externallyÆ pay and conditions

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Management Process

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Effective Leader

Qualities (traits) Behaviors

• Integrity • Critical thinking
• Courage • Problem solving
• Initiative • Respecting individuals
• Energy • Developing self & others
• Optimism • Skillful communication:
• Perseverance • Setting goals & share vision
• Balance
• Ability to handle stress
• Self-awareness.

(Whitehead, Weis, & Tappen, 2007) 30

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 Effective Manager
Qualities (traits)
• Leadership skills
• Clinical expertise
• Business sense

Behaviors
Interpersonal Decisional Informational
• Networking • Employee evaluation • Spokesperson
• Conflict negotiation & • Resource allocation • Monitoring
resolution • Hiring & Firing employees • Public relations
• Employee development • Planning
& coaching • Job analysis & redesign
• Rewards & punishment

(Whitehead, Weis, & Tappen, 2007) 31

Good Leaders & Managers

Good Leaders Good Managers

• Envision the future • Coordinate resources
• Communicate their visions • Optimize resource use
• Motivate followers • Meet organizational goals and
• Empower followers objectives
• Lead the way • Follow rules
• Influence others to • Plan, organize, control, and direct
accomplish goals • Use reward and punishment
• Inspire confidence effectively to achieve
• Take risks organizational goals
• Master change

(Whitehead, Weis, & Tappen, 2007) 32

Extra Readings
Aroian, J., Patsdaughter, C., & Wyszynski, M. (2000). DONs in long-term
care facilities: Contemporary roles, current credentials and educational
needs. Nursing Economics, 18(3), 149-156.

Ballard, T. (1995). The need for well-prepared nurse administrators in long-

term care. Journal of Nursing Scholarship, 27 (2), 153-154.

Krichbaum, K., Johnson, J., & Ryden, M. (1992). Educating nurses in

leadership and management. Geriatric Nursing, 13 (3), 170-173.

Scoble, K. (2003). Vision 2020, part I: Profile of the future nurse leader.
Journal of Nursing Administration, 33(6), 324-330.

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References
Bass, M.M. & Avolio, B.J. (1993). Transformational Leadership: A response to critiques. In Chemers, M.M. & Ayman, R. (eds.).
Leadership Theory & Research: Perspectives & Direction. San Diego: Academic Press.

Drath, W. (2001). The deep blue see. San Francisco: Jossey-Bass.

Goleman, D., Boyatzes, R., & McKee, A. (2002). Primal Leadership: Realizing the Power of Emotional Intelligence. Boston:
Harvard Business School Press.

Lansdale, B.M. (2002). Cultivating Inspired leaders. West Hartford, CN: Kumarian Press.

Leach, L.S. (2005). Nurse Executive Transformational Leadership & Organizational Commitment. Journal of Nursing
Administration, 35(5), 228-237.

Lyons, M.F. (2002). Leadership and Followership. The physician Executive, Jan/Feb, 91-93.

McGregor, D. (1960). The Human Side of Enterprise. New York: McGraw-Hill.

McNichol, E. (2000). How to be a model leader. Nursing Standard, 14(45), 24.

Mintzberg, H. (1989). Mintzberg on Management: Inside our strange world of organizations. New York: Free Press.

Northouse, P.G. (2007) Leadership Theory and Practice (4th ed.). California: Sage Publications.

Whitehead, D.K., Weiss, S.A., & Tappan, R.M. (2007), Essentials of Nursing Leadership and Management (4th ed.). Philadelphia:
F. A. Davis Company.

White, R.K. & Lippitt, R. (1960). Autocracy & Democracy: An Experimental Inquiry. New York: Harper & Row.

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