Professional Documents
Culture Documents
LEADERSHIP
“If your actions inspire others to dream
more, learn more,
John Quincy
Adams
INTRODUCTION:
zzLeadership does not mean dominating the subordinates. The leader’s job is
t get work done by other work done by other people,, and make people willingly want to
accomplish something. So effective leadership means effective and productive group
performance. Leadership is the inspiration for decided response and getting work done
through others. Leader focus on purpose and doing the right thing. They are future oriented
changed by change and able to plan strategies and facilitate human potential. A leader need
good stress and time management to meet the challenges of leadership they need to use good
communication and decision making skills. Leaders needs to use their knowledge of
leadership theories help leaders to know how to adjust their leadership style to fits on
different situations Leaders focus on doing the right thing but may also be manage who help
do the thing right way.
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LEADER
A leader is an influential person has the ability to lead a group or department without
having a formal appointment.
A leader is the person who influences and guides direction, opinion and course of
action.
Arieu, A. defines a leader as "a person capable of inspiring and associate others with a
dream."
It is therefore important that organizations have a mission high transcendent, since it is a
powerful way to strengthen the leadership of its directors.
L – LEAD, LOVE, LEARN
E – ENTHUSIASTIC, ENERGETIC
A – ASSERTIVE, ACHIEVER
D – DEDICATED, DESIROUS
R – RESPONSIBLE, RESPECTFUL
LEADERSHIP
Origin of the word is from the word “lead” meaning “to go”
Leader ship is the process of influencing people to accomplish goals; that is, it is the ability
to influence the behavior of others, towards the achievement of a mutually established goal.
Leadership is the art of getting others to want to do something you are convinced should be
done.
Leadership is management skills that focus on the development and employment of vision,
mission and strategy as well as the creation of a motivated work force.
Leadership is a style or a process whereby a person called a nurse leader will influence a
group of people known as the followers for the purpose of attaining a single goal or objective
DEFINITION
Bennine&Nanas
2. Leadership is a special quality which enabls people to stand up and pull the rest of us
over the horizon
John.F. Kennedy
3. The act of guiding or influencing people to achieve desired outcomes; occurs any
time a person attempts to influence the beliefs, openions or behaviors of an individual
or group
Hersey and Blanchard.
4. Leadership is the special quality which enables people to stand up and pull the rest of
us over the horizon. Jamse L Fisher.
5. Leadership is getting people to work for you when they are obligated.
Fred Smith.
6. Leadership is lifting a person’s vision to higher sight, the raising of a person’s
performance to a higher standard, the building of a personality beyond its limitations.
Peter F Druckes
7. A process of influencing the behavior of either an individual or a group, regardless of
the reason, in an effort to achieve goals in a given situation.
8. Leadership is the process of influence the thoughts and action of the other people (a
person or a group) to attain the desired objectives.
LEADER:
Leaders typically are the ones who “go first”. They have a vision and they influence othersby
their actions and their comments. This ability is the essence of leadership like the word
“Lead”. The verb “to lead” is also defined in several ways to guide, to run in a special
direction, to direct, to go at the head of, to be first, to open play, to tend towards a definite
result. As far as Nursing is concerned all of these actions are expected by a Nurse Leader.the
leader and follower roles are determined by people’s interaction within groups.
A skilful leader is a synergist, who co-ordinates the efforts of multiple workers with diverse
skills.
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LEADERSHIP OVERVIEW:
TYPE OF LEADERS:
a) Natural leader:
Here the person becomes the leader inspite of himself. He does not seek the goal, it is trusted
upon him by the group and by the tide of events.
b) Charismatic leader:
Here the person is an authentic hero in the eyes of his followersfor he can do no wrong.
He/she inspires people to make any sacrifice even their lives for the cause.
c) Rational leader:
d) Consensus leader:
The leader is perceived as acceptable to all. He/she rises in the absence of the above three and
this leader is in a tenous position of walking a tight rope for existence.
e) Leader by force:
Here the leaders power speaks through the nozzle of gun. He/she dominates others through
fear. He is ruthless in suppressing opposition. He does not reign as long as this type of
leadership contaiiiins with in itself the seeds of its own destruction.
ROLES OF A LEADER
Service provider
Team builder
Recourse manager
Decision maker and problem solver
Change agent
Clinical consultant
mentor
FUNCTIONS OF A LEADER:
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Professionalism
Advocacy
Acts as an advocate for others specially for nursing profession and for nursing
staff
Acts as an advocate with physician
Acts as patient advocate
Acts as an advocate for nursing education and students for the right and
standards.
Diagnosing: Diagnosing involves being able to understand the situation and the
problem to be solved or resolved .this is a cognitive competency.
Adapting: Adapting involves being able to adapt behaviors and other resources to
match the situation. This is a behavioral competency.
Communicating; Communicating is employed to advance the process in a way that
individuals can understand and accept. This is a process competency.
Self-awareness: Ability to read one’s own emotional state and be aware of one’s
own mood and how this affects staff relationships.
Self-management: ability to take corrective action so as not to transfer negative
moods to staff relationship.
Social awareness: An intuitive skill of empathy and expressiveness in being
sensitive and aware of the emotions and mood of others.
Relationship management: effective communication with others that disarms
conflict and the ability to develop the emotional maturity of team members.
♦ Firm personality, insistent, self assured, highly directive, dominating, with or with out
intention.
♦ Has high concern for work than fir the people who perform the task.
♦ Uses the efforts of the workers to the best possible shows no regard to the interests of
the employees.
♦ Sets rigid standards and methods of performance and expects the subordinates to obey
the rules and follow the same.
♦ Makes all decisions by him or her related to the work and pass orders to the workers
and expect them carry out the orders.
♦ There is minimal group participation or none from the workers.
♦ Thinks that what he or she plans does is the best. May listen to them by not influenced
by their suggestions.
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♦ Has no trust or confidence in the subordinates in turn they fear and feel they have
nothing much in common.
♦ Exercise power, manipulate the subordinates to act according to his goals, plans and
keeps at the center of attention.
LEADERSHIP:
Identity
Independence
Authenticity
Responsibility
Courage
Integrity
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From a review of leadership theories, there is no best leadership style. Leaders are rarely
totally people oriented or task oriented. Intrapersonal, interpersonal, organizational, cultural,
physical, mental, emotional and spiritual perspectives are all important. The leader, the
follower, the situation – al influence the leadership effectiveness. Consequently an integration
of leadership theories seems appropriate. Leaders need to be aware of their own behaviour
and influence on others, individual differences of followers, group characteristics,
motivation, task structure, environmental factors and situational variables and situational
variables adjust their leadership styles accordingly. Integrative leadership is a holistic
approach to oneself and others that requires adaptive behaviour.
LEADERSHIP SKILLS:
LEADERSHIP FUNCTIONS
There are 5 essential functions are required for effective leadership at any level
Creative function
Leader must be creative and must envision and better ways to solve problems.
This first step involves creative thinking about problems, which includes developing methods
and activities for carrying out their solutions. This function requires knowledge to stimulate
sensory perception, curiosity, openness, sensitivity to problem, and flexibility.
The creative leadership function includes generating ideas and developing design for
action. It also involves risk taking and inventive problem solving when buffering resisting
forces. Finally it includes empowering others to use their own creativity to accomplish goals.
Initiating function
A leader introduces changes and sets its process in motion. For a nurse, the
initiating function includes convincing clients or followers of the need for change, starting
the problem solving process, and launching the activities needed to carry out the plan. Like
all of the other leadership function it requires decision –making skills. The initiating function
begins the process toward goal accomplishment. It is the stimulus that starts clients or
followers on their way to meet personal or agency goals.
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Every leader is faced with uncertainty, and to proceed under uncertain condition is to
be a risk-taker, leaders cannot guarantee outcomes. The leadership process requires careful
planning based on all available data and the creation of scenarios to predict all possible
obstacles and outcomes. It requires preparation of alternative course of action, should earlier
plans fail. Nevertheless, some variables cannot be predicted beyond a certain point, and
leaders must be willing to take risk and expose themselves to possible failure and
embarrassment. Taking risks also means that they may expose clients or followers to
potential negative outcomes. Effective leaders, however take calculated risks, they weigh the
potential consequences, pro and con of each action before proceeding. Their concern is to
minimize perceived barriers and harmful consequences and maximize positive outcome for
followers.
The integrative aspect of the leadership role focuses on strengthening collective ties
and uniting clients or followers through a strong sense of purpose. The leader remains the
followers of their goals. Encourages pride in their group identity. Stabilizers intra group
relations, and meditates interpersonal conflict (kouzer&posner 2003)
Individuals in any group setting tend to have their own agendas and separate needs.
One job of the nurse leader is to keep the client group on target by clarifying and reinforcing
the goals that they mutually identified. The integrative function requires good inter personal
skills for establishing positive relationship with as well as between followers. The function
supports the aim of promoting member commitment and cooperation.
Instrumental
Leaders also must keep followers moving in the right directions; this is the purpose
of the instrumental or facilitative function inspired by vision and goals, the leader serves as
an enabler to move followers to act (Kouzs & Posner,2003 Sullivan Decker & Jamerson
2001) For nurse leaders, this function involves good communication. They must keep in
constant touch with clients or followers to make certain that goals and activities are
understood and agreed on and to encourage both positive and negative feedback. Leaders
further stimulate followers to progress toward achievement of goals by reinforcing desired
behavior and by setting the pace themselves. The letter is particularly important for gaining
follower’s respect and sustained commitment to set pace means that nurse leaders must
demonstrate competence, practice what they preach, and demonstrate their belief in the
followers and in what the followers are being asked to accomplish.
The values, skills, and style of leaders are important. The leader must have an honest
understanding of who you are, what you know, and what you can do. Also note that it is the
followers, not the leader or someone else who determines if the leader is successful. you have
to convince your followers, not yourself or yours superiors, that you are worthy of being
followed.
Followership is the flip side of relationship. followers are vital because they accept or
reject the leader and determine the leader’s power.
The specific circumstances surrounding any given leadership situation will vary.
Elements such as work demands ,control systems, amount of task structure, degree of
interaction , amount of time available for decision making, and external environment shapes
the differences among situations .the personality styles of both superiors and subordinates
have an influence on the situation. What you do in one situation will not always work in
another. You must use your judgment to decide the best course of action, and the leadership
style needed for each situation.
Communication process varies among groups as to the patterns and channels used and in
regard to how open or closed the communication flow is. Communicating is basic to the
process of influencing. Through communication the leader’s vision and messages are
received by the followers. Communication is transmitted through both verbal and non verbal
modes.
Organizations have goals, and individuals working in organization is also have goal. These
goals may or may not be congruent.
Traits are characteristics that an individual possess. Traits may or may not lead to the actions
that are required for successful leadership. It is also possible to lack leadership traits yet be
able to carry out successful leadership behaviours.
Critical thinking:
The ability to think critically is a multistep process similar to the nursing process. Critical
thinkers must be able to analyse data, organise and plan, and use creativity in the resolution
of problems. Leaders must often make important decisions on the basis of incomplete data.
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Problem solving:
Being able to use problem solving process effectively is essential to effective l eadership.
Leadersin the health care settings, face problems that arise from many sources, including
staffing and personnel, scheduling, and administrative budget and client demands.
Personality is the sum total of people’s experiences. Because no two people have identical
experiences. Because no two people have identical experiences, each one has different needs,
feelings and orientations. The effective leader recognises these differences and is able tto
direct the people to their highest level of achievement given their highest level of
achievement given their varying orientations.
Active listening:
To be effective, leaders must be able to not only hear the words that the person is saying but
also observe the body language and its underlying emotions and meaning. The experts tells
that 7% of communication, 93% is all the other non verbal content. Leaders often fail in their
leadership roles when they do not listen to the full message of the individuals they are
attempting to lead.
Skillful communication:
Communication is a complex process that involves and exchange of information and feed
back. Mistakes happen on both sides when the information being shared is incomplete or
confusing. Providing frequent and positive feed back is one of the best methods for leaders to
determine how well they are communicating and how open the communication channels
remain.
Groups who lack clear goals often feel frustrated and lost. Initially, leaders must clearly
identify the goals shared by the group and use them to motivate the group. Successful
outcome is often a thoughtful melding of the vision of the leader and the group.
One of the most valuable lessons that nursing students can learn while in nursing school is
that education does not end when they graduate-it begins. One of the primary goal of nursing
education process should be to teach the students how to learn. Life long learning is a goal
that effective leaders seek not only for themselves but also for those whom they are leading.
INFLUENCE:
Exchange
Upward appeal
POWER:
Ability to efficiently and effectively exercise authority and control through personal,
organizational and social strength
Ability to impose the will of one person or group to bring about certain behaviors in
other groups or persons
AUTHORITY:
FORMS OF AUTHORITY:
a. Chain of Command
b. Unity of Command
c. Span of Control
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Staff Authority
Team Authority
RESPONSIBILITY:
ACCOUNTABILITY:
It is a form of reckoning, where one accepts the consequences of their decisions, good
or bad
LEADERSHIP STYLES:
a) Style:
Style is a particular form of a behavior directly associated wioth an individual.
Or
The way in which a leader uses interpersonal influences to acheivet he objective of an
organization.
One should ask why the style of functioning of a leader need to be understood?
The reasons are;
➢ The style of leadership affect the health care delivery system.
➢ A style allows the nurse to interact more productively and more harmoniously
to achieve personal and organizational goals.
a) Leadership style:
Leadership style is how a leader uses interpersonal influence to accomplish goals of
an organization.
Leadership style is the manner and approach of providing direction, implementing plans, and
motivating people. Kurt Lewin (1939) led a group of researchers to identify different styles of
leadership. This early study has been very influential and established three major leadership
styles. The three major styles of leadership are;
○ Authoritarian or autocratic
○ Participative or democratic
○ Delegative or Free Reign or Laissez-Faire style of leadership
○ Bureaucratic style of leadership
○ Paternalistic style of leadership
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AUTOCRATIC LEADERSHIP:
Following on from the merits and drawbacks listed above, the autocratic leadership style is
useful in the following work situations:
1. Short term projects with a highly technical, complex or risky element.
2. Work environments where spans of control are wide and hence the manager has little time
to devote to each employee.
3. Industries where employees need to perform low-skilled, monotonous and repetitive tasks
and generally have low levels of motivation.
4. Projects where the work performed needs to be completed to exact specifications and/or
with a tight deadline.
5. Companies that suffer from a high employee turnover, i.e. where time and resources
devoted to leadership development would be largely wasted. Although one could argue
that a lack of leadership development in the first place caused the high turnover.
ADVANTAGES:
✔ Efficient in times of crisis, easy to make decision by one person than by group and
less time consuming.
✔ It is useful when there is only one leader who is experienced, having new and
essential information while the subordinates are in-experienced and new.
✔ It is useful when the workers are unsure of takin gdcision and expect the leader to tell
them what to do.
✔ A more productive group ‘while the leader is watching’.
✔ Improved logistics of operations.
✔ Faster decision making.
✔ Reduced stress due to increased control.
DISADVANTAGES:
✔ Does not encourage the individuals growth and does not recognize the potentials,
initiativeness and creates less co-operation among members.
✔ The leader lacks supportive owet that results in decisions made with consultation
although he may be correct.
✔ Inhibits group participation which results in lack of growth, less job satisfaction can
lead to less commitment to the goals of organization.
✔ Short-termistic approach to management.
✔ Manager perceived as having poor leadership skills.
✔ Increased workload for the manager.
✔ People dislike being ordered around.
✔ Teams become dependent upon their leader.
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DEMOCRATIC LEADERSHIP:
It is also referred to as participative or consultative style of leadership.
CHARACTERISTICS:
♦ There for, the group feels they have important contribution to make, freedom-
ideas drawn develop sense of, responsibility for the good of the whole.
1. Leader’s works through people not by domination but by suggestions and persuasions
♦ The leader motivates the workers to set their own goals, makes their own work
plans and evaluates their own performance.
♦ Informs the overall performance purpose and the progress of the organization.
1. Performance standards exist to provide guidelines and permit appraisal of workers
thus result in high productivity
3. Non profit organisations also tremendously benefit from drawing upon the creative
energies of all their staff to bring about cost cutting techniques or fund raising ideas.
ADVANTAGES:
DISADVANTAGES:
✔ It takes more time for making the decisions by the group than the leader alone.
However the advantages overweigh the negative outcomes.
✔ Lengthy and ‘boring’ decision making.
✔ Danger of pseudo participation.
leaves all decision making and decision making to the group. Here he leader chooses not to
adopt a leadership roles and actually abdicates the leadership positions. It may be due to lack
of self confidence and fear of failure. The leader may think that subordinates will perform
better if a great deal of freedom is given. This style is effective where the subordinates are
highly motivated and experienced.
Characteristics features
The group where there is no appointed leader will fall in this category
Behaviour of the leader in laissez faire type of leadership:
a) He/she is permissive with little or no control.
b) Motivates by support when requested by the group or individual.
c) Little or no direction is provided.
d) Communication is between members of the group and upward and downward.
e) Decision making is dispersed throughout the group.
f) Emphasis on the group.
g) Criticism not given
ADVANTAGES:
✔ In limited situations creativity may be encouraged for specific purposes. Eg. Highly
qualified people plan a new approach to a problem that need freedom of action.
✔ To try new method of actions.
DISADVANTAGES:
✔ May lead to instability, disorganization, inefficiency, no unity of actions.
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✔ Neither the group, nor any one in the group will feel to be responsible to solve the
problems that may arise. The individual members will lose the interest, initiative and
desire for achievement.
In this kind of leadership the leader functions only on lines with rules and
regulations. The leader cannot be flexible and does not like to take any risks out of the rules.
The bureaucratic leadership style is concerned with ensuring workers, follow rules and
procedures accurately and consistently. Bureaucratic leadership normally has the following
characteristics.
1. Leaders expect an employee to display a formal, business like attitude in the
workplace and between each other.
2. Managers gain instant authority with their position because rules demands that
employees pay them certain privileges, such as being able to sign off on all major
decisions. As a result, leader suffer from ‘position power’. Leadership development
becomes pointless, because only titles and roles provide any real control or power.
3. Employees are rewarded for their ability to adhere to the rules and follow procedures
perfectly.
4. Bureaucratic systems usually, gradually develop over a long period of time and hence
more commonly found in large and old buiseness.
ADVANTAGES:
✔ Increased safety
In dangerous work places where procedures saves lives, a bureaucratic
management styles can help enforce health and safety rules.
✔ Quality work
Some tasks such as, completing professional works or medical examinations,
need to be done in a meticulous fashion. Laziness can result in poor work, and hence
one solution is to enforce the rules via bureaucratic leadership style.
✔ Ultimate control
An environment where by employes are intrinsically motivated to follow rules
in order to be promoted and succeed results in the tightest control management can
ever assume over a company. This control can be used to cut costs or improve
productivity.
DISADVANTAGES:
✔ Dehumanizes the business
Bureaucratic companies tend to remove as much potential for human error, out of
the picture as possible. Unfortunately this also has the effect of removing all the
enjoyment and reward that comes from deciding how to do a task and accomplishing
it.
✔ Lack of self fulfilment:
The bureaucratic way of working hampers employees efforts to become successful
and independent, because the system becomes too constraining.
✔ Position power obsession
✔ Lack of creativity
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✔ Poor communication
When is the bureaucratic style effective?
It is found in extremely large corporations such as General Electric, Daimler and General
Motors.
1. Government bodies often have bureaucratic systems, and while these are often
despised by the public, they ensure accountability to the tax payer and fair treatment
for all. Excessive form filling also serves the purpose oof passing effort from the
government authority (with a tight budget) onto the individual, helping to save costs.
2. Dangerous workplaces such as, mines, oil riges, construction sites and film sets, all
benefits from the tight control over health and safety that rules over.
PATERNALISTIC STYLE OF LEADERSHIP:
Paternalism has at times been equated with leadership styles. Yet most definitions of
leadership normally state or imply that one of the actions within leadership is that
of influencing. Leadership is influencing people — by providing purpose, direction, and
motivation — while operating to accomplish the mission and improving the organization.
“Paternalism” is defined as (Webster):
“a system under which an authority undertakes to supply needs or regulate conduct of those
under its control in matters affecting them as individuals as well as in their relationships to
authority and to each other”.
Thus paternalism supplies needs for those under its protection or control, while leadership
gets things done. The first is directed inwards, while the latter is directed outwards.
A transactional leader is focused on the maintenance and management or ongoing and routine
work.
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Institutional culture. Tr
Performance
ansformational beyond expectation
Leader and altered
institutional culture.
ds of followers and provides rewards to meet those needs in exchange for expected performance
Institutional culture.
Transactional Effort produced
and performance
Leader
obtained is as
expected.
Transformational leadership
It is the graphical tool for evaluating leader behaviour along two basic attributes concern for
results and concern for people. Effective leadership styles exhibit high levels of both
attributes.
The Grid itself is a framework for understanding various approaches to leadership, and how
those different approaches can harness or impede potential. It has two components: Concern
for Production and Concern for People, which are measured on a scale from 1 to 9.
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How it works.
Concern for Production refers to commitment to expected outcome, such as number of units
produced, time expended, sales volume, quality level - whatever a team is responsible for
producing.
Concern for People refers to attitude towards superiors, peers or subordinates, and include
concerns about job satisfaction, quality of work life, training/development, working
conditions, salary structure, fringe benefits, job security etc.
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LEADERSHIP THEORIES
Because strong management skills are historically valued more than strong leadership skills,
the scientific study of leadership did not begin until the 20th century. Early works focused on
the broad conceptualization of leadership, such as the traits or behaviours of the leader.
Contemporary research focuses more on leadership as a process oof influencing others within
an organizational culture and the interactive relationship of the leader nad the follower. To
better understand the newer views about leadership, it is necessary to look at how leadership
theory has evolved over the last century.
This theory attempts to classify what personality characteristics sucha s physical, personality
and mental are assosciated with leadership success. Trait theory has a belief that leadrs are
born with certain wualities that determine leadership ability and success and relies on
research that relates various traits to the success of a leader. A broad classification of six
categories of traits are as follows.
According to this theory, the leader is gifted with or develops certain physical, intellectual, or
personality characteristics.
The Great Man Theory and trait theories were the basis for most of the leadership research
until the mid 1940s. Focuses on certain characteristics of the leader until mid 1940s, the trait
theory was the basis for leadership research. Early work in this area maintained that traits are
inherited, but later theories suggest that traits could be obtained through learning and
experiences. The Great Man theory, from Aristotelian philosophy, asserts what some people
are born to lead whereas others are born to be led. It also suggests that great leaders will arise
when the situation demands it.
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Trait theories assumes that some people have certain characteristics or personality traits make
them better leaders than others. To determine the traits that distinguish great leaders,
researchers studied the lives of prominent people throughout history. The effect of followers
and the impact of the situation were ignored. Contemporary opponents of these theories
argue, however that leadership skills can be developed, not just inherited.
In the trait approach, theorists have sought to understand leadership by examining the
characteristics of leaders. The trait list has generated multiple lists of traits proposed to be
essential for leadership. Researchers identified the leadership traits as; energy, drive,
enthusiasm, ambition, aggressiveness, decisiveness, self- assurance, friendliness, affection,
honesty, fairness, loyalty, dependability, technical mastery teaching skills. Later researches
arrived at some common leadership traits.
They are;
Initiative: leaders must be initiative and have the ability to perceive and start courses of
acting which are not considered by others.
Creative: creativity is an asset, having originality; the ability to think of new solutions to
problems and ideas of new ways to be productive is helpful for a leader.
Emotional maturity with integrity: Emotional maturity is very much essential trait of a
leader. Other trait is persistence dependability and objectivity. Mature leaders do what they
say and are consistent in their action which is referred to integrity.
Communication: Communication skills are important. The leader needs to understand others
speak and write clearly.
Persuasion: Communication is used by leaders to gain the consent of followers’ .The leader
makes suggestions, supply supportive data, ask penetrating or exploring questions, make
compromise and request action to persuade others.
CHARISMATIC THEORY:
People may be leaders because they are charismatic, but relatively little is known about this
intangible characteristics. What constitutes charisma? It is an inspirational quality possessed
by some people that makes others feel better in their presence. The charismatic leader
inspires others by obtaining emotional commitment from followers and by arousing stron
feelings of loyality and enthusiasm. Under charismatic leadership, one may overcome
obstacles not thought possible. Howver, because charisma is so elusive, some ,ay sense it
while others do not.
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Charismatic leaders have a strong conviction in their own beliefs, high self confidence, and a
need for power. They are likely to set an example, by their behaviour, commun icate high
expectationsto followers and express confidence in them, and arouse motives for the group’s
miossion.
Charisma is more likely attributed to a leader aho advocates a vision discrepent from the
status quo, emerges during a crisis, accurately assess the situation, communicate self-
confidence, uses personal power, makes self sacrifices, and uses unconventional strategies.
Followers may idolize and worship charismatic leaders as spiritual figures or super-humans.
This blind obedience can lead to good or bad outcomes, such as group suicide. Both
Mahatma Gandhi and Adolf Hitler can be classified as charismatic leaders. Transformational
leaders use charisma for good things only.
ATTITUDINAL THEORY:
• Initiating Structure
– The extent to which a leader is likely to define and structure his or her role and
those of subordinates in the search for goal attainment
• Consideration
• Employee Oriented
• Production Oriented
MANAGERIAL GRID:
The managerial grid model (1957) is a behavioral leadership model developed by Robert R.
Blake and Jane Mouton. This model originally identified five different leadership styles
based on the concern for people and the concern for production. The optimal leadership style
in this model is based on Theory Y.
The Managerial Grid focuses on task (production) and employee (people) orientations of
managers, as well as combinations of concerns between the two extremes. A grid with
concern for production on the horizontal axis and concern for people on the vertical axis and
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plots five basic leadership styles. The first number refers to a leader's production or task
orientation; the second, to people or employee orientation. The Blake Mouton Managerial
Grid (Blake & Mouton, 1964)
Blake and Mouton propose that “Team Management” - a high concern for both employees
and production - is the most effective type of leadership behaviour.
• Leaders may be concerned for their people and they also must also have some
concern for the work to be done. The question is, how much attention to they pay to
one or the other?
• The Managerial Grid was the original name. It later changed to the Leadership Grid.
Behavioural Elements
SITUATIONAL THEORY:
Situational theories become popular during 1950s. The idea that leadership style should vary
according to the situation or the individuals involved was first suggested almost 100 years
ago by Mary Parker Follett, on eof the earliest management consultants and among the first
to view an organization as a social system of contingencies.
Situational theories focuses on the frequency of the observed behaviours to make predictions.
The leader observes abilities and motives in the followers. One choice of a leader has is to
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alter his or her own behaviour and the leadership style used. A leader would choose to alter
his or her behaviour and style.
Among the variables that determine the effectiveness of leadership such as;
A person may be a leader in one situation and a follower in other situations, because
the types of leadership required depends on the situation. A leader would choose hios or her
behaviour and style if the needs and motives of the followers varied. Personal flexibility and
leadership skills are needed to vary one’s style when the followers needs and motives are
different. The ability to diagnose, choose and alter behaviour to implement a leadership style
best matched to the situation is a critical skill needed for effective leadership. Thus no, one
leadership is optimal in all situations. The nature of the situation need to be considered.
Styles can be chosen to match the situation.
• An ideal leader (according to this theory) studies the overall situation, draws
conclusions and adopts the leadership style which is most appropriate to the
prevailing situation. This is the essence of situational leadership theory.
• An ideal leader is one who can adjust his style of functioning as per the situation
within which he has to operate. This means the internal and external environment to
the enterprise.
• A leader may act as a dictator at one time and also as a democratic leader on some
other occasion. A good leader is one who studies the situation around him and adopts
the most suitable leadership style.
• A situational leader knows different leadership styles but selects one particular style,
which is most, appropriate to a given situation/environment.
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• A situational leader adopts flexible approach in his style of functioning. This makes
his leadership effective and result-oriented. A situational leader knows when to use
autocratic style and when to use democratic style. He makes corresponding
adjustment in his style. This makes him effective/successful as a leader.
• The situational leadership theory is a practical one and is based on real facts of life.
The best leadership style is situational.
• It focuses attention not on the personality of the leader, but on the personality of the
Organisation as a whole.
• The situational leadership theory is flexible and adaptable. It can operate in any style
(autocratic, democratic, etc.) as per the need of the situation.
Fred Fielder introduced the contingency model of leadership in 1960s. He argued that a
leadership style will be effective or ineffective, dependent on the situation. He identified
three aspects of a situation that structures the leaders role.
Leader member relations involve the amount the amount of confidence and loyality the
followers have in their leader.
Task structure is high if it is easy to define and measure a task. The structure is low if it is
difficult to define the task and to measure progress towards its completion. Fielder used four
criteria to determine the degree of task structure.
These theories suggest that the traits required of a leader differ according to varying
situations. Among the variables that determine the effectiveness of leadership such as;
• The expectancy theory argues that the people act as they do because they expect their
behavior to produce satisfactory results.
• In the path-goal relationship, the leader facilitates task accomplishment by
minimizing obstructions to the goals and by rewarding followers for completing their
tasks.
• The leader helps the staff to assess the needs, explore alternatives.
• Helps them to make the most beneficial decisions
• Rewards personal for task achievements.
• Provides additional opportunities for satisfying goal accomplishments.
The path-goal theory intrinsically rests on the expectancy theory which states that an
individual cognitively determines his motivation based on amount of effort required,
the rewards or returns of the effort and the importance the individual gives to the rewards.
Leaders who practiced structured activities have more productive work groups and got higher
performance evaluations from the superiors. Structure includes planning, organizing,
directing and controlling through activities such as clarifying expectations, scheduling work,
making assignments, determining procedures and setting standards.
Path-Goal theory defines the role of a leader as one who defines the goal and lays down the
path for the subordinate that facilitates completion of goal.
• Clarifies the criteria on which both the task success and subordinates
accomplishments will be judged.
• Leadership Style
• Subordinate Preference
• Task Structure
Here are 4 types of leadership behaviors as per the path-goal theory of leadership which
effective project leaders use time to time knowingly or unknowingly.
• Directive Leadership – Such project leaders let followers know what is expected and
tells them how to perform their tasks.
• Participative Leadership – Such project leaders consult the followers, asks for their
suggestions before making a decision.
• Supportive Leadership – Such project leaders are friendly and approachable and
shows concern for the follower’s well being.
Strengths of Path-Goal:
• It is the first attempt to provide an expanded framework which combines the previous
works of situational, contingent leadership and expectancy theory.
• It is also the first theory to emphasize the importance of motivational factors from the
subordinate perspective.
Criticism of Path-Goal:
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• It is very complex theory since it considers more parameters and requires analysis of
those parameters to effectively choose leadership style.
• It is also criticized for placing a great deal of responsibilities on the leader and less on
the subordinates, thus it might make the subordinates more dependent on leadership
and inhibit their independent growth.
TRANSACTIONAL LEADERSHIP:
Transactional leadership focuses on management tasks and trade-offs to meet tha goals. It is
an exchange posture that identifies the needs of followers and provides rewards to meet these
needs in exchange for expected performance. It is a contract for mutual benefits that has
contingent rewards. The leader or manager is a care taker who sets goals for employees,
focuses on day-to-day operations, and uses management by exception. It is a competitive,
task focused approach that takes place in the hierarchy. It tends to maintain the status quo
through policies, procedures routinized performances, self interest and interpersonal
dependence.
Burns (1978) said that transactional leadership occurs when the leader takes the initiative in
contacting others for the exchange of valued things. Therefore transactional leadership is
comparable to a bargain or contract for mutual benefits that aids the individual differences of
both the leader and the follower. Key characteristics are contingent rewards and management
by exception. Expected effort and expected performance are the outcomes. The transactional
leader works within the existing organizational culture and is an essential component of
effective leadership.
Eg. In Nursing, exchange of salary for the services of a nurse to provide care.
CONTEMPORARY THEORY:
TRANSFORMATONAL LEADER:
A transformational leader is defined as a leader who motivates followers to perform their full
potential over time by influencing a change in perceptions and by providing a sense of
direction. They use charisma, individualized consideration and individual stimulation to
produce greater effort, effectiveness and satisfaction in followers.
Transformational leadership occurs when person engages with others to higher levels f
motivation and ethical decision making. Instead of emphasising difference between the leader
and followers, transformational leadership focuses on collective purpose and mutual growth
and development. This type of leadership is used for higher order change and to change the
organizations culture.
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Eg. In Nursing, “magnet Hospitals” where the nursing organizations facilitates the best
efforts in their staff.
Individual consideration
Charisma
Intellectual stimulation
During the human relations era, many behavioural and social scientists studying management
also studied leadership. As leadership theory developed, researchers moved away from
studying ehat traits the leader had and placed emphasis on what he or she did – the leader’s
style of leadership. A major breakthrough occurred when Lewin (1951) and White and
zLippitt (1960) isolate common leadership styles. The four styles of leadership based on the
behavioural theory.
According to the theory, a leader bhaves according to the role expectations of the group. This
theorists believe that leadership style, like other behaviours can be learned., regulated and
developed. The effectiveness of each leadership style depends upon the situation. As the
situation changes, the effective manager adapts by changing leadership behaviour.
This theory was developed dby Elton Mayo and Fritz Roethlisberger after conducting series
of studies from 1924 to 1932 at Howthrone Western electric plan, Chicago to test several
assumption of scientific management. They believe that real power centres within the
organization are the interpersonal relationship established within the wok organization these
studies aimed at finding out if changes in illumination, rest period and lunch breaks can affect
the productivity of the workers. It was found that less light, shorter and fewer rest periods and
shorter lunch breaks resulted in increased productivity. Increased in productivity was
attributed to the attitude of the workers towards each other and their feeling of togetherness.
In addition attention paid to the workers by researcher made them feel important which
resulted in improvement in their work performance. It suggest that organization should be
developed around human relationship including those between leaders, managers and
employees. These finding of the study concluded that a leader not only should plan, decide,
organise and lead and control but also consider the human element.
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Mc GREGOR THEORY:
Dougla sMc Gregor (1960) categorised leadership style into two categories in his theory, ie.
Theory X and theory Y., having two different beliefs and assumptions about subordinates.
Manager, who believes in theory X and assumes that people inherently dislike work and will
avoid it when possible and the average individual prefers to be directed, wants to avoid
responsibility and is more interested in financial incentives than personal achievement.
Therefore the style of leadership exercises strong controls and directions and wherever
necessary punish people if they do not do the work of people do the work as desired, they
may even get monetary or other rewards.
In contrast to the theory X, the theory Y provides a more accurate assessment of human
nature, one that encourages workers to develop their full potential. This theory Y assumes
that employees can enjoy physical and mental work just as they enjoy play and rest.
employees are capable of self motivation and job satisfaction, if they are happy in the
organization and committed to its goals. Under proper condition the average person learns
both to seek and accept responsibility. The capacity to apply creativity in solving
organizational problems is widely, not narrowly distribute d among the workers. Theory Y
leader assumes that people will work hard and assume responsibility if they can satisfy their
personal needs and the objectives or goals of their organizations.
It is suggested that theory Y organization will satisfy higher human needs, resulting in
greater employee responsibility and in turn , higher productivity. An effective leader need to
examine carefully his own ideas about the motivation and behaviour of the subordinates and
others, as well as situation, before adapting any particular leadership.
LEADERSHIP Vs MANAGEMENT
"Leaders manage and managers lead, but the two activities are not synonymous….
Management functions can potentially provide leadership; leadership activities can contribute
to managing. Nevertheless, some managers do not lead, and some leaders do not manage".
• Leadership is setting a new direction or vision for a group that they follow, ie: a
leader is the spearhead for that new direction
Work focus
Managers are paid to get things done (they are subordinates too), often within tight
constraints of time and money. They thus naturally pass on this work focus to their
subordinates.
Seek comfort
An interesting research finding about managers is that they tend to come from stable home
backgrounds and led relatively normal and comfortable lives. This leads them to be relatively
risk-averse and they will seek to avoid conflict where possible. In terms of people, they
generally like to run a 'happy ship'.
People focus
Although many leaders have a charismatic style to some extent, this does not require a loud
personality. They are always good with people, and quiet styles that give credit to others (and
takes blame on themselves) are very effective at creating the loyalty that great leaders
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engender. Although leaders are good with people, this does not mean they are friendly with
them. In order to keep the mystique of leadership, they often retain a degree of separation and
aloofness.
This does not mean that leaders do not pay attention to tasks - in fact they are often very
achievement-focused. What they do realize, however, is the importance of enthusing others to
work towards their vision.
Seek risk
In the same study that showed managers as risk-averse, leaders appeared as risk-seeking,
although they are not blind thrill-seekers. When pursuing their vision, they consider it natural
to encounter problems and hurdles that must be overcome along the way. They are thus
comfortable with risk and will see routes that others avoid as potential opportunities for
advantage and will happily break rules in order to get things done.
A surprising number of these leaders had some form of handicap in their lives which they had
to overcome. Some had traumatic childhoods, some had problems such as dyslexia, others
were shorter than average. This perhaps taught them the independence of mind that is needed
to go out on a limb and not worry about what others are thinking about you.
Seek and then follow direction Provide a vision to believe in and strategic
alignment
Control people by pushing them in the right Motivate people by satisfying basic human
direction needs
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Conclusion:
Bibliography: