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 ones 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 y Followers y situation

y

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 Communicator Evaluator Facilitator Risk taker Mentor Energizer Coach Counselor Teacher Critical thinker

Buffer Advocate Visionary Forecaster Influencer Creative problem solver Change agent Diplomat Role model

CHARECTERISTICS ASSOCIATED WITH LEADERSHIP

Intelligence Knowledge Judgment Decisiveness Oral fluency Emotional intelligence Independence Personable Adaptability Creativity Cooperativeness

Alertness Self-confidence Personal integrity Emotional balance and control Ability Able to enlist cooperation Tact Diplomacy Prestige Social participation

LEADERSHIP
MOTTO Challenge Focus Time Frame Methods Questions Outcomes Do the RIGHT thing CHANGE PURPOSES FUTURE STRATEGIES WHY? 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 dont 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 y Has sanctioned role within an organization y Appointed by the administration y Given official or legitimate authority to act
y

INFORMAL LEADER
Person who demonstrates leadership and has influence even though he or she is not in a formal leadership role in an organization y Chosen by the group y 2 KEY TRAITS:
y

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 y The picture allows leader to set goals towards the desired future
y

PASSION = drive and ambition

Enthusiastic about the future possibilities y Has the ability to inspire people and align them in a common effort to make the future possibilities a reality
y

CORE TRAITS OF LEADERS

INTEGRITY and HONESTY

y

Possess a significant knowledge of self or selfawareness

Strengths and weaknesses Ability to receive feedback Learn from mistakes

Requires honesty and maturity y Supported by the inner strength of conviction and ability to deal with conflict or obstacle that arise y Developed though personal and professional experience and growth y Can be trusted
y

CORE TRAITS OF LEADERS

CURIOSITY
Enable them to take risks y Facilitates change y Shorten the learning curve
y

Leaders zero in on what works rather than wasting time on what doesnt work

COMMON TRAITS OF A LEADER

FLEXIBILITY
Adapts rapidly to changes in all aspects of the environment y Allows leaders to deal effectively and creatively with uncertainty and hostility
y

INTELLIGENCE
y

Subject-based intelligence

knowledge and skills associated with the persons job functions Ability to use knowledge and skill to solve problem and improve work process 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

People-based intelligence

COMMON TRAITS OF A LEADER

Ability to SUPPORT others

Responsiveness to wide range of situations and people face situations head-on rather than withdrawing y Practices open and effective communication y Possesses key social skills ability to work effectively with respect and diverse constituent to defuse conflict and to generate trust and enthusiasm in others
y

SELF-CONFIDENCE
Able to trust his abilities and decisions y Able to receive feedback and input from others without feeling threatened
y

COMMON TRAITS OF A LEADER

DESIRE to lead
y

Interested in 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 LEADERS 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 Strong control DEMOCRATIC Less control LAISSEZ FAIRE No control Motivated by support when requested by the group/individuals Uninvolved Upward and downward between members of the group Abdicates decision making Emphasis on the group Does not critize

Others are motivated Economic and ego by coercion rewards Directive Downward communication Participative Up & down communication

Does decision making Makes suggestions I & YOU Criticism is punitive Fosters dependency WE Constructive criticism

Fosters independence Fosters chaos

SHIFT OF LEADERSHIP ROLE

TRAIT THEORIES

WHAT IS LEADER LIKE? 1910-1940

BEHAVIORAL THEORIES

HOW DOES THE LEADER BEHAVE 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 leaders behavior Suggest that no one leadership style is ideal for every situation

CONTINGENCY THEORY

3 characteristics for effective leadership Leader member relation

y

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

Task structure
y

y y

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 The amount of influence or degree of formal authority the leader has High position power considered favorable

Position power
y y

FIEDLER CONTINGENCY MODEL

STEP 1 -------BASIC PREMISE THE LEADERS CHARACTERI STICS OR TRAIT ARE FIXED AND RIGID STEP 2 --------STEP 3

Identify the leaders trait or characteristics

MATCH THE LEADERS TRAIT OR CHARACTERI STICS TO THE JOB SITUATION STUDY LEADER/MEM BER RELATIONSHI P AND LEADER POSITION POWER

MEASURE EFFECTIVEN ESS BY TASK OR GOAL ACCOMPLISH ED

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 Motivate Employees help them achieved valued goals Consider contingencies Employees personal characteristics, needs and abilities Environmental characteristics Authority system Work group HIGH JOB SATISFACTION HIGH PERFORMANCE FEWER GRIVANCES

SPECIFIC LEADER BEHAVIOR

EXPECTED OUTCOME

SITUATIONAL THEORY

Hersey and Blanchard

A person may be a leader in one situation & follower in another y Type of leadership needed depends on the situation
y

Effectiveness of a persons 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. b.

c. d.

High task/low relationship behavior telling leadership style High task/high relationship behavior selling leadership style getting people top buy in to an approach, policy or new staffing or management structure Low task/high relationship behavior participating leadership style 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 leaders 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. b.

Transactional leader: person responsible for day to day operations 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 followers 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 dont 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 dont 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 LEADERS 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:
y y y y

People are very complex and highly variable Peoples motives do not stay constant, changes over time Goals can differ in various situations Persons 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 two-way process Leadership exchange involves 3 basic elements:
y

Leadership effectiveness requires:

y y y y

The LEADER: his personality, perception, and abilities The FOLLOWERS: their personality, perception, and abilities The SITUATION: within which the leader and followers function formal and informal group norms, size and density

Ability to use problem solving process Maintain group effectiveness Communicate well Demonstrate leader fairness, Competence, Dependability, Creativity Develop group identification

KANTER (1977)
The structural aspect of job shape a leaders effectiveness Leaders becomes empowered through both formal and informal system of the organization

NELSON AND BURNS (1984)

Suggested that organization and their leaders have 4 developmental levels and these levels influence productivity and worker satisfaction 4 developmental levels

Reactive y Responsive y Proactive y High performance team

y

4 DEVELOPMENTAL LEVEL
REACTIVE LEVEL Reactive leaders: focuses on the past Is crisis driven Frequently abusive to subordinates Leader is able to mold subordinates to work together as a team, although the leader maintains most decision-making responsibility Leader and followers become more future oriented and hold common driving values

RESPONSIVE LEVEL

PROACTIVE LEVEL

HIGH PERFORMANCE Maximum productivity and worker TEAM satisfaction are apparent

TRANSFORMATIONAL LEADERSHIP THEORY

Transformational leader
y

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 y Inspires and motivates followers not only as role model by also recognizing the uniqueness of their followers and being creative y An interactive relationship based on trust that positively impacts both the leader and the followers
y

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 Focuses on management task I s a caretaker Uses trade-offs to meet goals Does not identify shared values Examines causes Use contingency reward TRANSFORMATIONAL Identifies common values Is committed Inspires others with vision Has long term vision Looks at effects Empowers others

LEADERSHIP THEORIST AND THEORIES

THEORIST ARISTOTLE LEWIN AND WHTE FOLLETT FIEDLER BLAKE AND MOUTON HERSEY AND BLANCHARD KANTER GARDNER THEORY Great man theory Leadership style Law of the situation Contingency leadership Task vs relationship in determining leadership style Situational leadership theory Organizational structure shapes leader effectiveness 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 y Put serving others as the number one priority
y

Employees Customers Community

Howatson-Jones (2204)
y

leaders serving the needs of followers, and empowering them rather than the organization

QUALITIES OF SERVANT LEADERS

Ability to:
y y y

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

y

HUMAN AND SOCIAL CAPITAL THEORY

y

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 organizations best interest

Recognizes that individuals and organizations invest in human capital in anticipation of gains, in the forms of increased productivity and financial returns

Human capital groups collective knowledge, skills, and abilities

21ST CENTURY THEORY OF LEADERSHIP

EMOTIONAL INTELLIGENCE THEORY

Reeves (2005): suggest that cognitive intelligence is only half of the equation necessary for success in the workplace y The other half of the equation and of most important half is EI
y

Emotional Intelligence
The capacity to get optimal results from relationships with other y Ability to use emotions effectively - it is the foundation of high performing relationship (Inst. of Organizational Performancce)
y

5 COMPONENTS OF EI

Self awareness
y

Empathy
y

Ability to recognize and understand ones own moods, emotions and drives as well as its effects on others Ability to control or redirect disruptive impulses Passion to work for reasons that go beyond money or status

Ability to understand and accept emotions of others

Social skills
Proficiency in handling relationship and building networks y Ability to find common grounds
y

Self regulation
y

Motivation
y

AUTHENTIC LEADERSHIP
1990s Suggest that in order to lead, leaders must be true to themselves and their values and act accordingly

Stanley (2006) Call this Congruent leadership

y

A match (congruence) between the activities, actions and deeds of the leader and the leaders values, principles and beliefs

5 DISTINGUISHING CHARACTERISTICS OF AUTHENTIC LEADER

Purpose
y

Relationship
y

Understand their own purpose Link between purpose and passion by having congruence with beliefs and actions

Values
y

Value building relationship and establishing connections with others Incorporates balance into the personal and professional life

Self discipline
y

Heart
Care for themselves and the people they lead y Genuine compassion
y

21ST CENTURY THEORY OF LEADERSHIP

THOUGHT LEADERSHIP
Applies to a person who is recognized among his peers for innovative ideas and demonstrates the confidence to promote those ideas y Any situation in which one individual convinces another to consider a new idea, product or way of looking at things
y

QUANTUM LEADERSHIP
1990s y Leaders must work together with subordinates to:
y

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 ones skill to influence others to perform to the best of their ability towards goal achievement