10 Leadership Theories

TRAIT THEORY These are traits according to Swansburg (1993): 1. Intelligence traits. Judgment, decisiveness, knowledge, and fluency of speech are intelligence traits that a nurse manager is perceived to possess. 2. Personality traits. Adaptability, alertness, creativity, cooperativeness, personal integrity, self-confidence, emotional balance and control and independence (nonconformity). 3. Ability traits. Ability to enlist cooperation, popularity and prestige, sociability (interpersonal skills), social participation, tact, and diplomacy fall under ability traits of a leader.

attention to their followers and followers needs. The leader should be a servant first, leading from a desire to better serve others and not to attain more power. Larry Spears, outlined ten characteristics of servant leaders by analyzing the writings of Greenleaf. These ten characteristics are listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of others, and building community.

MOTIVATIONAL THEORY Physiological needs - the base of needs system. These needs are based on homeostasis. Safety needs are the second group in the hierarchy. Among these are security, protection, dependency, and stability; freedom from anxiety, chaos, and fear; need for order, limits, structure, and law; strength in the protector, and others. Their satisfaction influences a persons philosophy of life and of values. The need for self-actualization - The effort of people to be what they can be. Nurses want to become everything that they are capable of becoming, to achieve their potential, to be effective nurses, to be creative, and to meet personal standards of performance.

BEHAVIORAL THEORY The behavioral theory of leadership underscores the significance of understanding human behavior. A nurse manager must understand human beings as the behavior of people is at the core of leadership and management in nursing.

SERVANT THEORY Postulated by Robert Greenleaf Servant Leadership is a recent theory of leadership that argues that the most effective leaders are servants of their people. Servant leaders get results for their organization through whole-hearted

SITUATIONAL THEORY

McGregor (1966) explicitly stated that research finding to date suggest that it is more fruitful to consider leadership as a relationship between the leader and the situation than as a universal pattern of characteristics possessed by certain people. This approach based its main point from the popular terms expressed by Uris (1953) as he advised the would-be leaders in the following manner. The skill with which you apply the three basic tools of leadership autocratic, democratic, and free-rein techniques determines your personal success as a leader.

Conger & Kanungo (1998) describe five behavioral attributes of Charismatic Leaders:

1. Vision and articulation; 2. Sensitivity to the environment; 3. Sensitivity to member needs; 4. Personal risk taking; 5. Performing unconventional behavior. TRANSFORMATIONAL THEORY Transformational leadership is a type of leadership style that leads to positive changes in those who follow. Transformational leaders are generally energetic, enthusiastic and passionate. The concept of transformational leadership was initially introduced by leadership expert and presidential biographer James MacGregor Burns. According to Burns, transformational leadership can be seen when "leaders and followers make each other to advance to a higher level of moral and motivation." Through the strength of their vision and personality, transformational leaders are able to inspire followers to change expectations, perceptions and motivations to work towards common goals Bass also suggested that there were four different components of transformational leadership:

INTERACTIONAL THEORY Interactional theory signifies an interaction between the person and situation. It maintains that in simple reflex types of behavior the stimulus acts on the organism and elicits the response, and the organism plays no active part in the selection or interpretation of behavior.

CHARISMATIC THEORY Charm and grace are all that is needed to create followers. Self-belief is a fundamental need of leaders. People follow others that they personally admire. The Charismatic Leader gathers followers through dint of personality and charm, rather than any form of external power or authority.

1. Intellectual Stimulation Transformational leaders not only challenge the status quo; they also encourage creativity among followers. 2. Individualized Consideration Transformational leadership also involves offering support and encouragement to individual followers. 3. Inspirational Motivation Transformational leaders have a clear vision that they are able to articulate to followers. 4. Idealized Influence The transformational leader serves as a role model for followers. TRANSACTIONAL THEORY Transactional leadership, also known as managerial leadership, focuses on the role of supervision, organization and group performance. This theory of leadership was first described in by sociologist Max Weber, and further explored by Bernard M. Bass in the early 1980s.

CONTINGENCY THEORY Contingency theorists believe organizational performance can be enhanced by matching an organizations structure to its environment. The environment is defined as the people, objects, and ideas outside the organization that influence the organization. The environment of a health care organization includes patients and potential patients; third party payers, including Medicare and managed-care companies; regulators; competitors; and suppliers of physical facilities, personnel (such as schools of nursing and medicine), equipment, and pharmaceuticals

Basic Assumptions of Transactional Leadership: People perform their best when the chain of command is definite and clear. Workers are motivated by rewards and punishments. Obeying the instructions and commands of the leader is the primary goal of the followers. Subordinates need to be carefully monitored to ensure that expectations are met. -VAN