LEADERSHIP AND

MANAGEMENT
NCM 105
2ND SEMESTER SY 2010-2011
LEADERSHIP
LEADERSHIP
 A process of influence
 Not limited to people in traditional position of authority

 Can occur in numbers of dynamics and settings

 Use of one’s skill to influence others to perform to the

best of their ability toward achieving a goal
 Vital ingredient that transform a crowd into functioning,
useful organization  Talbott
 Dynamic, interactive process that involves:
 Leaders
 Followers
 situation
LEADERSHIP
 A vital component of change  Bednash (2003)
 Not a science or discipline, an art and as such must be
felt, experienced,& created
 Process of moving group in same direction through non-
coercive means
 Process of persuasion and example to pursue objectives

 Process of empowering others to tap their full

capabilities
 Art of developing people
LEADERSHIP ROLES
 Decision maker  Buffer
 Communicator  Advocate
 Evaluator  Visionary
 Facilitator  Forecaster
 Risk taker  Influencer
 Mentor  Creative problem solver
 Energizer  Change agent
 Coach  Diplomat
 Counselor  Role model
 Teacher
 Critical thinker
CHARECTERISTICS ASSOCIATED WITH
LEADERSHIP
 Intelligence  Alertness
 Knowledge  Self-confidence
 Judgment  Personal integrity
 Decisiveness  Emotional balance and
 Oral fluency control
 Emotional intelligence  Ability

 Independence  Able to enlist cooperation

 Personable  Tact

 Adaptability  Diplomacy

 Creativity  Prestige

 Cooperativeness  Social participation

LEADERSHIP
MOTTO Do the RIGHT thing

Challenge CHANGE

Focus PURPOSES

Time Frame FUTURE

Methods STRATEGIES

Questions WHY?

Outcomes JOURNEYS
FACTORS FFECTING LEADERSHIP
 The importance of result

 The nature of work

 The characteristics of the worker

 The personal characteristics of the manager

LEADER
 PERSON who:
 Influences and guides direction, opinion and course of
action
 Enables to work together to achieve objectives set for
certain purpose
 Influences others to move in the direction of achieving
goals
A LEADER
 Often don’t have delegated authority
 Have variety of roles than managers

 May or may not be part of formal organization

 Focus on group process, information gathering, feedback

and empowering others
 Emphasize interpersonal relationships

 Directs willing follower

 May have goals that may or may not reflect those of the
organization
 Interested in risk-taking and exploring new ideas
TYPES OF LEADERS
 FORMAL LEADER
 Person in a position of influence or authority
 Has sanctioned role within an organization
 Appointed by the administration
 Given official or legitimate authority to act

 INFORMAL LEADER
 Person who demonstrates leadership and has influence even
though he or she is not in a formal leadership role in an
organization
 Chosen by the group
 2 KEY TRAITS:
 Ability to influence others
 Other people in the group or organization recognize the ability and are

influenced
THEORIES OF LEADERSHIP
EARLY LEADERSHIP THEORY

Focus on traits and characteristics of leaders

TRAIT APPROACH
TRAIT APPROACH

1. GREAT MAN THEORY: Aristotelian philosophy

 Some people are born to lead; others are born to be led -
Aristotle
 Great leaders will arise when the situation demands it
 few people are born with necessary characteristics to be
great

2. TRAIT THEORY:
 Some people have certain characteristics that makes them
better leaders than others
 selection is based on physical, mental and psychological
characteristics
CORE TRAITS OF LEADERS
 Guiding VISION
 Able to see picture of the desired future
 The picture allows leader to set goals towards the desired
future
 PASSION = drive and ambition
 Enthusiastic about the future possibilities
 Has the ability to inspire people and align them in a common
effort to make the future possibilities a reality
CORE TRAITS OF LEADERS
 INTEGRITY and HONESTY
 Possess a significant knowledge of self or self-awareness
 Strengths and weaknesses
 Ability to receive feedback

 Learn from mistakes

 Requires honesty and maturity

 Supported by the inner strength of conviction and ability to
deal with conflict or obstacle that arise
 Developed though personal and professional experience and
growth
 Can be trusted
CORE TRAITS OF LEADERS
 CURIOSITY
 Enable them to take risks
 Facilitates change
 Shorten the learning curve
 Leaders zero in on what works rather than wasting time on what
doesn’t work
COMMON TRAITS OF A LEADER
 FLEXIBILITY
 Adapts rapidly to changes in all aspects of the environment
 Allows leaders to deal effectively and creatively with
uncertainty and hostility
 INTELLIGENCE
 Subject-based intelligence
 knowledge and skills associated with the person’s job functions
 Ability to use knowledge and skill to solve problem and improve

work process
 People-based intelligence
 Emotional intelligence – ability to use not only rational but also
emotional perception in learning, prob. Solving and working with
people effectively to achieved desired outcomes
COMMON TRAITS OF A LEADER
 Ability to SUPPORT others
 Responsiveness to wide range of situations and people 
face situations head-on rather than withdrawing
 Practices open and effective communication
 Possesses key social skills  ability to work effectively with
respect and diverse constituent to defuse conflict and to
generate trust and enthusiasm in others
 SELF-CONFIDENCE
 Able to trust his abilities and decisions
 Able to receive feedback and input from others without
feeling threatened
COMMON TRAITS OF A LEADER
 DESIRE to lead
 Interestedin and have desire to influence change in people or
organizations
BEHAVIORAL THEORIES

LEADERS HAVE SPECIAL BEHAVIORS

CHARACTERIZING THE DIFFERENT STYLES OF

LEADERSHIP
 LEADERSHIP STYLE
 Kurt Lewin (1951) and White and Lippitt (1960) : isolated
common leadership style
a. AUTHORITARIAN LEADERSHIP
 Based on centralized decision making
 Leader makes decision and expect s subordinates to obey
 Uses power to command and control others
 Results in well defined group action
 Productivity is high, but creativity, self motivation , and autonomy is
reduced
 Useful in crisis situation
CHARACTERISTICS OF AUTHORITARIAN
LEADER’S BEHAVIOR

 Strong control is maintained over the work group

 Others are motivated by coercion

 Others are directed with command

 Communication flows downward

 Does not involve others in decision making

 Emphasis is on difference in status  “I” and “You”

AUTOCRATIC
 CLOSED SYSTEM

NURSE MANAGER

FOLLOWERS
LEADERSHIP STYLE

b. DEMOCRATIC LEADERSHIP
 Allow others to participate in decision making and to share
authority
 Power is based from expertise
 Appropriate for group who works together for extended periods
 Group performs well whether or not the leader is present
 Leaders and followers tend to maintain positive relationship
 Promotes autonomy and growth in individual workers
BEHAVIORS OF DEMOCRATIC LEADER
 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”

 Criticism is constructive
DEMOCRACTIC

 OPEN SYSTEM

NURSE MANAGER

FOLLOWERS
LEADERSHIP STYLE
c. LAISSEZ FAIRE LEADERSHIP
 Leaders disperse decision making to followers
 Permissive with little or no control
 Provides little or no direction
 Motivates by support when requested by the group or individual
 Uses upward and downward communication between members
of the group
 Place emphasis on the group
 Do not criticize
. LAISSEZ FAIRE LEADERSHIP
 PERMISSIVE

NURSE MANAGER

FOLLOWERS
LEADERSHIP STYLE
AUTOCRATIC DEMOCRATIC LAISSEZ FAIRE
Strong control Less control No control
Others are motivated by Economic and ego Motivated by support
coercion rewards when requested by the
group/individuals
Directive Participative Uninvolved
Downward Up & down Upward and downward
communication communication between members of the
group
Does decision making Makes suggestions Abdicates decision
making
“I” & “YOU” “WE” Emphasis on the group
Criticism is punitive Constructive criticism Does not critize
Fosters dependency Fosters independence Fosters chaos
SHIFT OF LEADERSHIP ROLE
WHA HOW
TRAIT THEORIES

BEHAVIORAL THEORIES
T IS DOE
LEA S
DER THE
LIKE LEA
? DER
1910- BEH
1940 AVE
1940-
1960
BEHAVIORAL THEORIES
Supports human relation theory
 Benefits of positive attitude towards others
 Development of the workers
 Satisfaction of the needs of the worker
 Commitment thru participation
 CONTINGENCY THEORIES
Contingency approach to leadership
Fred Fiedler
 Leadership style will be effective or ineffective depending
on the situation
 State that a variety of environmental factors affect the leadership style or
characteristics
 The outcome of leadership are determined by factors other than the

leader’s behavior
 Suggest that no one leadership style is ideal for every situation
CONTINGENCY THEORY
 3 characteristics for effective leadership
 Leader member relation

 Followers feeling about the leader  level of trust, acceptance of the leader,
perception of the members of the leader

 Task structure
 Extent to which work task are defined by specific procedure, direction and goal
 HIGH STRUCTURE: routine, clearly defined

 LOW STRUCTURE: not predictable, creative, working “on the fly”

 Position power
 The amount of influence or degree of formal authority the leader has
 High position power  considered favorable
FIEDLER CONTINGENCY MODEL
STEP 1 -------- STEP 2 --------- STEP 3
BASIC PREMISE
Identify the MATCH THE MEASURE
THE LEADERS leaders trait or LEADERS EFFECTIVENES
CHARACTERIS characteristics TRAIT OR S BY TASK OR
TICS OR TRAIT CHARACTERIS GOAL
ARE FIXED TICS TO THE ACCOMPLISHE
AND RIGID JOB SITUATION D

STUDY
LEADER/MEMB
ER
RELATIONSHIP
AND LEADER
POSITION
POWER
PATH-GOAL THEORY
 Robert House
 Derived from Expectancy theory
 Believed that people act as they do, because they expect their

behavior to produce satisfactory result

 People are motivated by being able to carry out their work, which

they believe will contribute to the desired outcome and provide

them with rewards for work
 Leaders clarify and set the goals of the subordinates and help them

find the best path to achieve their goals.

 The effective leader makes the appropriate path easier for the worker

to follow
 Effective leader matches style to the situation or environment
PATH GOAL THEORY
 LEADER FUNCTION
 Directive
 Supportive

 Participative

 Achievement oriented

 SPECIFIC LEADER BEHAVIOR

 Motivate Employees – help them achieved valued goals
 Consider contingencies

 Employees’ personal characteristics, needs and abilities

 Environmental characteristics

 Authority system

 Work group

 EXPECTED OUTCOME
 HIGH JOB SATISFACTION
 HIGH PERFORMANCE

 FEWER GRIVANCES
SITUATIONAL THEORY
 Hersey and Blanchard
 A person may be a leader in one situation & follower in
another
 Type of leadership needed depends on the situation
 Effectiveness of a person’s leadership style depends not so much of
the leader but on the followers
 Maturity of the follower s should be assess

 Effective leader :

 changes or adapt leadership style to match the followers ‘ need

 Attempt to increase followers’ level of maturity

SITUATIONAL THEORY
 4 CATEGORIES OF LEADERSHIP STYLE: based on
task and relationship levels
a. High task/low relationship behavior  “telling”
leadership style
b. High task/high relationship behavior  “selling”
leadership style  getting people top “buy in” to an
approach, policy or new staffing or management structure
c. Low task/high relationship behavior ”participating”
leadership style
d. Low task/low relationship behavior  “delegating”
leadership style
“SUBSTITUTES FOR LEADERSHIP”
 Kerr and Jermier
 Certain variables or factors may influence followers’ behaviors as
much or more than the leader’s behavior
 IDENTIFIED SUBSTITUTES FOR LEADER BEHAVIOR

a. Amount of feedback provided by task

b. Significant work group cohesion
c. Rigid adherence of group to rules
d. Intrinsic satisfaction provided by the work or task
CURRENT COMTEMPORARY THEORIES
CHARISMATIC THEORY
Robert House
Charismatic leaders have 4 characteristics:
- Dominance
- Self confidence
- Need for influence and power
- Conviction of moral righteousness
CHARISMA – Inspirational quality possessed by some
people that makes others feel better in their presence
LEADERS inspires other by:
- obtaining emotional commitment from followers
- arousing strong feeling of loyalty and enthusiasm
TRANSFORMATIONAL LEADERSHIP
THEORY
 Both leaders and followers act on one another to raise
their motivation and performance to higher levels
 Focus : allowing innovation and change

 Depends on the concept of EMPOWERMENT

 All parties are allowed to work together to the best of their ability, to
achieve a collective goal
 Two types of leader
a. Transactional leader: person responsible for day to day
operations
b. Transformational leader: person responsible for
maintaining the overall vision and motivating people to
incorporate the vision in their work
MOTIVATIONAL THEORIES
REINFORCEMENT THEORY
 B.F. Skinner (1953)
 Views motivation as learning

 Person becomes conditioned to associate a behavior with

a consequence (+ or -)
 Leaders are more effective when they can control or
manipulate the consequences of the follower’s behavior
 Works well when enough positive reinforcement exist
and when leaders have certain control over followers’
access to the rwards
EXPECTANCY THEORY
 Emphasizes that people don’t just respond passively to
reinforcement or lack thereof; rather they are actively
and consciously interacting with their environment
 3 motivational components:

a. EXPECTANCY: the perceived probability that certain

effort will lead to desired action or behavior
b. INSTRUMENTALITY: the belief that a given
performance level will lead to an outcome
c. VALENCE: perceived value of the outcome
EQUITY THEORY

 The degree of perceived fairness in the work situation is

the key to job satisfaction and effort of workers
GOAL SETTING THEORY
 Suggest that people don’t expend effort for rewards or
task outcome but to accomplish the goal themselves
 3 assumptions according to Locke (1968)

a. Specific goals are more effective than general goals

for motivating higher performance
b. More difficult or challenging goals lead to higher
performance
c. Incentives or rewards are effective only in that they
encourage people to change their goals
INTERACTIONAL THEORIES
1970 – PRESENT
LEADERSHIP BEHAVIOR IS GENERALLY
DETERMINED BY THE RELATIONSHIP BETWEEN
THE LEADER’S PERSONALITYAND THE SPECIFIC
SITUATION
 Focuses more on leadership as a process of influencing
others within an organizational culture and the
interactive relationship of the leader and the follower
INTERACTIONAL THEORIES
 SYSTEM THEORY - Shein (1970)

 Hollander (1978)

 Kanter (1977)

 Nelson and Burns (1984)

SYSTEM THEORY: SCHEIN (1970)
 System: a set of objects , with relationship between the
objects and their attributes
 Assumptions:
 People are very complex and highly variable
 Peoples motives do not stay constant, changes over time
 Goals can differ in various situations
 Person’s performance and productivity are affected by the
nature of the task and by ability, experience, and motivation
 No single leadership strategy is effective in every situation
HOLLANDER (1978)
 Saw leadership as a dynamic  Leadership effectiveness
two-way process
requires:
 Leadership exchange involves 3
 Ability to use problem
basic elements:
 TheLEADER: his personality,
solving process
perception, and abilities  Maintain group
effectiveness
 The FOLLOWERS: their  Communicate well
personality, perception, and  Demonstrate leader
abilities
fairness, Competence,
Dependability, Creativity
 The SITUATION: within which
 Develop group
the leader and followers function
 formal and informal group identification
norms, size and density
KANTER (1977)
 The structural aspect of job shape a leader’s
effectiveness
 Leaders becomes empowered through both formal and
informal system of the organization
NELSON AND BURN’S (1984)
 Suggested that organization and their leaders have 4
developmental levels and these levels influence
productivity and worker satisfaction
 4 developmental levels
 Reactive
 Responsive
 Proactive
 High performance team
4 DEVELOPMENTAL LEVEL
REACTIVE LEVEL Reactive leaders:
• focuses on the past
•Is crisis driven
•Frequently abusive to subordinates
RESPONSIVE LEVEL Leader is able to mold subordinates to work
together as a team, although the leader maintains
most decision-making responsibility
PROACTIVE LEVEL Leader and followers become more future
oriented and hold common driving values
HIGH PERFORMANCE Maximum productivity and worker satisfaction
TEAM are apparent
TRANSFORMATIONAL LEADERSHIP
THEORY
 Transformational leader
 A manager who:
 is committed
 Has a vision

 Able to empower others with his vision

 Inspires able to motivate performance beyond expectations

through their ability to influence attitudes
 Inspires and motivates followers not only as role model by
also recognizing the uniqueness of their followers and being
creative
 An interactive relationship based on trust that positively
impacts both the leader and the followers
TRANSACTIONAL THEORY
 Traditional managers concerned with day to day
operations

 Set goals, gives direction, and uses rewards to reinforce

employees behavior associated with meeting established
goal

 Emphasize process in setting goals and giving directions

and seeks to control both situation and followers
COMPARISONS
TRANSACTIONAL LEADER TRANSFORMATIONAL

Focuses on management task Identifies common values

I s a caretaker Is committed

Uses trade-offs to meet goals Inspires others with vision

Does not identify shared values Has long term vision

Examines causes Looks at effects

Use contingency reward Empowers others

LEADERSHIP THEORIST AND THEORIES
THEORIST THEORY
ARISTOTLE Great man theory
LEWIN AND WHTE Leadership style
FOLLETT Law of the situation
FIEDLER Contingency leadership
BLAKE AND MOUTON Task vs relationship in determining
leadership style
HERSEY AND BLANCHARD Situational leadership theory
KANTER Organizational structure shapes leader
effectiveness
GARDNER The integrated leader-manager
21ST CENTURY CONCEPT OF LEADERSHIP
SERVANT LEADERSHIP
 Greenleaf : developed the idea of servant leadership 30
years ago
 Greatly influence the 21st century
 Put serving others as the number one priority
 Employees
 Customers

 Community

 Howatson-Jones (2204)
 “leadersserving the needs of followers, and empowering
them rather than the organization
QUALITIES OF SERVANT LEADERS
 Ability to:
 listen on deep level
 keep an open mind and hear
without judgments
 deal with ambiguity, paradoxes
and complex issues
 Be servant, helper, and teacher
first and then a leader
 Use foresight and intuition
 Belief that honestly sharing
critical challenges with all
parties and asking for their
input is more important than
personally providing solution
 Being clear on goals & good
at pointing the direction
towards goal achievement
without giving orders
 Always thinking before
reacting
 Choosing words carefully so
as not to damage those being
led
 Seeing things whole and
sensing relationship and
connections
21ST CENTURY THEORY OF LEADERSHIP
 PRINCIPAL AGENT
THEORY
 Suggest that not all
followers are inherently
motivated to act in the best
interest of the leader
 Because followers may have
an informational
(knowledge/expertise)
advantage over the leader
 Leaders must identify and
provide agents with
appropriate incentives to act
in the organization’s best
interest
 HUMAN AND SOCIAL
CAPITAL THEORY
 Recognizes that
individuals and
organizations invest in
human capital in
anticipation of gains, in
the forms of increased
productivity and financial
returns
 Human capital – group’s
collective knowledge,
skills, and abilities
21ST CENTURY THEORY OF LEADERSHIP
 EMOTIONAL  Emotional Intelligence
INTELLIGENCE
THEORY
 Reeves (2005): suggest
that “ cognitive
intelligence” is only half
of the equation necessary
for success in the
workplace
 The other half of the
equation and of most
important half is EI
 The capacity to get
optimal results from
relationships with other
 Ability to use emotions
effectively - it is the
foundation of high
performing relationship
(Inst. of Organizational
Performancce)
5 COMPONENTS OF EI
 Self awareness  Empathy
 Ability to recognize and  Ability to understand and
understand one’s own accept emotions of others
moods, emotions and
drives as well as its effects
 Social skills
 Proficiency in handling
on others
relationship and building
 Self regulation
networks
 Ability to control or  Ability to find common
redirect disruptive impulses
grounds
 Motivation
 Passion to work for reasons
that go beyond money or
status
AUTHENTIC LEADERSHIP
 1990’s  Stanley (2006)
 Suggest that in order to  Call this Congruent
lead, leaders must be true leadership
to themselves and their  A match (congruence)
values and act between the activities,
accordingly actions and deeds of the
leader and the leader’s
values, principles and
beliefs
5 DISTINGUISHING CHARACTERISTICS OF
AUTHENTIC LEADER

 Purpose  Relationship
 Understand their own  Value building
purpose relationship and
 Values establishing connections
 Link
with others
between purpose and
passion by having  Self discipline
congruence with beliefs  Incorporates balance into
and actions the personal and
 Heart professional life
 Care for themselves and
the people they lead
 Genuine compassion
21ST CENTURY THEORY OF LEADERSHIP
 THOUGHT LEADERSHIP
 Applies to a person who is
 QUANTUM
recognized among his peers
for innovative ideas and
demonstrates the confidence
to promote those ideas
 Any situation in which one
individual convinces another
to consider a new idea,
product or way of looking at
things
LEADERSHIP
 1990’s
 Leaders must work
together with
subordinates to:
 Identify common goal
 Exploit opportunities
 Empower staff to make
decisions for organizational
productivity to occur
MANAGEMENT
DEFINITION
 Management skill: Focus on the development and
deployment of: VISION, MISSION, STRATEGY &
CREATION OF MOTIVATED WORK PLACE
 The process of empowering people thru persuasion.

 Use of one’s skill to influence others to perform to the

best of their ability towards goal achievement