NURSING LEADERSHIP AND MANAGEMENT 9 TASKS OF LEADERSHIP

LEADERSHIP (Gardner)
STOGDILL 1. Envisioning goals
The process of influencing the activities of 2. Affirming values
an organized group in its effort towards goal setting 3. Motivating
and goal achievement 4. Managing
5. Achieving a workable unity
TALBOTT 6. Explaining
Is the vital ingredient that transforms a 7. Serving as a symbol
crowd into a functioning, useful organization the 8. Representing the group
process of sustaining an initiated action 9. Renewing

GARDNER LEADERSHIP THEORIES

The process of persuasion and example by A. EARLY LEADERSHIP THEORIES
which an individual induces a group to take action 1. TRAIT THEORIES
that is in accord with the leader’s purposes or the 2. BEHAVIORAL THEORY
shared purposes of all 3. SITUATIONAL OR CONTINGENCY
The process in which a person inspires a THEORIES
group of constituents to work together using B. CONTEMPORARY LEADERSHIP THEORIES
appropriate means to achieve a common mission 1. TRANSACTIONAL LEADERSHIP
and goals THEORY
LEADERSHIP 2. TRANSFORMATIONAL LEADERSHIP
- Is the ability to achieve a workable unity in 3. SERVANT LEADERSHIP THEORY
the group and build community 4. EMOTIONAL INTELLIGENCE IN
- more of an art than science NURSING LEADERSHIP THEORY
5. MULTIPLE INTELLIGENCES IN
MANAGEMENT NURSING LEADERSHIP THEORY
Science in which a series of steps must be
followed to implement the goal 1. TRAIT THEORY
Is the process of working through staff Assumes that people inherit extraordinary
members to be able to provide comprehensive care qualities and traits that make them better suited to
to the patient leadership
They have special traits that make them
4 PRIMARY CONDITIONS FOR EFFECTIVE leaders like, tireless ambition, zest for life, great
LEADERSHIP speaking skills, irresistible good looks and
1. the person receiving the communication extremely persuasive
understands Traits common to all GOOD Leaders:
2. This person has the resources to do what is a. Honesty
being asked of him b. Trustworthiness
3. The person believes the behavior being asked c. Integrity
of him is consistent with personal interests and d. Fair
values e. Skilled communicator
4. The person believes the request is consistent f. Goal oriented
with the purposes and values of the organization g. Dedicated
h. Hardworking
4 Major variables involved in Leadership i. Committed
1. Characteristics of the leader
2. Attitudes, needs and other characteristics of Pope John Paul II
the followers Mother Teresa
3. Characteristics of the organization Margaret Thatcher
4. Social, economic and political milieu Nelson Mandela
Gandhi
2. GREAT MAN THEORY
This theory was formulated after studying
men who were already leaders
This theory assumes that the capacity for
leadership is inherent that great leaders are born
and not made
This theory often portrays leaders as
HEROIC, MYTHIC & DESTINED TO RISE TO
LEADERSHIP WHEN NEEDED
Most of them were rich and born into
leadership
ARISTOTLE
GENGHIS KHAN
SUN TZU
ABRAHAM LINCOLN
TRAIT THEORY
Reeves in 2001 found some traits of a leader
 EMOTIONAL STABILITY
 ADMITTING ERROR
 GOOD INTERPERSONAL SKILLS
 INTELLECTUAL BREADTH
3. INDIVIDUAL CHARACTER THEORY
Traits determine whether or not an
individual will become an effective leader, these
people have innate character that makes them
great leader
Distinctive physical and psychological
individual characteristics account for leadership
effectiveness
Napoleon Bonaparte
4. BEHAVIORAL THEORY
- proponents assume that leaders are made not
born
- theorists believed anyone can learn to be a
leader
- behavioral theories were more concerned with
what leaders do and act, the actions of the
leaders and not their mental qualities and traits
make them leaders.
- several theorists studied the behavior of leaders
as it affects management and how humans relate
to each other in organizations
these includes : KURT LEWIN, RENSIS
LIKERT, BLAKE MOUTON, CHRIS ARGYRIS,
ALVIN TOFFLER
BEHAVIORAL THEORY
KURT LEWIN
psychologist who proposed that the
worker’s behavior is influenced by interactions
between the personality, the structure of the
primary work and the socio technical climate of the
work place.
he categorized leadership into 3
he also developed “FIELD THEORY
BEHAVIOR”
FIELD THEORY OF HUMAN BEHAVIOR
People act the way they do depending on self
perceptions and their environment
To understand a leader’s behavior or that of the
follower one must look into the totality of the
individual’s experience
Change undergoes 3 stages
 UNFREEZING
 CHANGE OCCURS
 RE FREEZING
UNFREEZING
Overcoming inertia and dismantling the existing
“mind set”
Replace the previous culture learned with new one
CHANGE OCCURS
A period of confusion and transition
Old ways are being challenged but there is no
clear picture to replace them with yet may be ready
to accept new role
RE FREEZING
The new mindset is crystallizing and one’s comfort
level is returning to previous level
Have internalized new roles and can adapt to new
environment and culture
LEWIN’S LEADERSHIP STYLES:
AUTOCRATIC
DEMOCRATIC
LAISSEZ FAIRE
AUTOCRATIC
Make decisions without consulting anyone
Caused a great level of discontent and can lead to
revolution
Ex. Administration decides on a change without
consulting nursing=low morale, bad feeling and
undercover retaliation.
DEMOCRATIC Format:
Involve people in decision making, although they Strongly disagree
may make the final decision Disagree
Neither agree/disagree
Democratic leader may appreciate being consulted Agree
, but they may be confused when confronted with Strongly agree
wide range of options with no clear way to reach a
decision. LINKING PIN MODEL
A concept of the ideal work relationship of
LAISSEZ FAIRE workers in an organization
Are minimally involved in decision making Used the concept of “family” to characterize
this style works best when people are the desirable social interaction that should occur
capable and motivated to decide and are not between different work units
hindered by a central coordinator He also encouraged strong personal
relations between work units above and below
CHRIS ARGYRIS management to achieve an effective organization
- Sought to study the way people in the
organization act and react with each other LIKERTS ORGANIZATIONAL DESIGN
- He also studied the patterns of reasoning that UNDER THIS APPROACH:
explains one’s behavior - SUPERIORS AND SUBORDINATES TRUST
- He developed the concepts: EACH OTHER
Ladder of Inference - INFORMATION FLOWS FREELY DOWNWARD
Double Loop Learning AND LATERALLY
- GROUP PARTICIPATION HIGH AND SETS
Ladder of Inference REALISTIC GOALS
A reminder that when communicating, one needs to - DECISIONS ARE DONE THROUGH
communicate not just subjective conclusions but DEMOCRATIC PROCESS
also the objective reasoning process and - TRAINING HUMAN RESOURCES AND
assumptions that underlie the conclusions. CONTROL IS DONE OFTEN

DOUBLE LOOP LEARNING LIKERTS LEADERSHIP STYLE

Sees learning as a process of detecting and  EXPLOITIVE AUTHORITATIVE STYLE
correcting errors  BENEVOLENT AUTHORITATIVE STYLE
The focus of the theory is on solving problems that  CONSULTATIVE LEADER
are complex and ill structured  PARTICIPATIVE LEADER

ALVIN TOFFLER EXPLOITIVE AUTHORITATIVE STYLE

He examined technology and its impact to the world
and the reaction of and changes in the society
“ society needs people who takes care of the elderly and
who knows how to be compassionate and honest.
Society needs people who work in hospitals. Society
needs all kinds of skill that are not just cognitive; they
are emotional, they are affectionate. You cant run the
society on data and computers alone”
RENSIS LIKERT
Likert Scale and Linking Pin model
LIKERT SCALE
5 scale measurement tool that determines the level
of agreement and disagreement of a respondent to
a set of questions that could be objective or
subjective in nature.
The leader uses threats and other fear
based methods to achieve conformance
People’s concern are ignored, and communication
comes from the top down
BENEVOLENT AUTHORITATIVE
Leader is concerned for people and forms a
benevolent dictatorship
rewards are dispensed and appropriate
performance is praised
The leader listens to people’s concerns
although what others hear is often rose colored
Some decisions maybe delegated but most
are still made by the leader
CONSULTATIVE LEADER
Makes major decisions and offers
somewhat rose colored information
 information flows upward from the staff and
the leader listens to people
PARTICIPATIVE LEADER
makes maximum use of participative
methods
engages people in making decisions
helps make sure everyone works well
together at all levels
the downside of participative leadership is
that it can lead to feelings of betrayal and cynicism
when managers ask for input and then ignore it
5. ROLE THEORY
was based on the assumptions that
individuals:
a. define roles for themselves and others
based on social learning and reading
b. form expectations about the roles that
they and others will play
c. Subtly encourage others to act within
role expectations
d. Will act within the role they adopt
Within organizations, informal and formal
information about leadership values, culture,
training and modeling shapes expectations
and behavior. When expectations do not
match behavior, role conflict can occur.
THE LEADERSHIP GRID
DR ROBERT BLAKE & DR JANE S
MOUTON developed a grid to chart leader’s
concern about the work to be done compared to
their concern for their people
THE LEADERSHIP GRID
2 BEHAVIORAL DIMENSIONS:
1. CONCERN FOR TASK OR PRODUCTION
- leaders care little for people and operates in fear
of something going wrong
- focus is on achieving results and productivity
2. CONCERN FOR PEOPLE
- leaders care little about productivity and operates
wholly from a desire to be loved and approved of
3 THINGS TO REMEMBER:
1. LEADERS LAY SOMEWHERE ALONG THE
CONTINUUM OF CONCERN FOR
PRODUCTIVITY TO CONCERN FOR PEOPLE
2. THERE IS NO ONE BEST WAY OF
LEADERSHIP
3. DIFFERENT STYLES ARE NEEDED FOR
DIFFERENT SITUATIONS
6. SITUATIONAL OR CONTINGENCY
LEADERSHIP THEORY
(PAUL HERSEY AND KENNETH
BLANCHARD)
A situational leader takes into account
follower’s motivation and capability and other
factors within a particular situation
leader’s should adapt their style to their
followers’ development levels of maturity based on
the followers competence and motivation
FRED FIEDLER CONTINGENCY MODEL
fiedler believed there is no single
approach that can provide an adequate solution for
the various management problems
his model focused on personality
and relationship between leader and group
members, programming of group’s assignment and
positional power of the leader
It is a task oriented leadership style wherein the
leader exerts a great influence or power over the
group member
3 aspects of situation that needs to be
considered:
a. leader-member relation
b. task structure
c. position or power
VICTOR HAROLD VROOM AND YETTON
Suggested that selection of a leadership
style will determine decision making
The effectiveness of a decision procedure
will depend on the aspects of situation:
- Importance of the decision quality and acceptance
- Amount of relevant info
- Likelihood that the subordinates will accept the
decision
- Amount of disagreement between the
subordinates with respect to their preferred
alternatives
Provided a set of rules that determine how a
participatory leader should be when making
decisions
ROBERT HOUSE
Proposed the PATH GOAL THEORY
He said that leaders can affect the performance,
satisfaction and motivation of a group through
rewards , clarification of paths to goals and removal
of obstacles in work performance
 4 LEADERSHIP STYLES
1. HIGH TASK, LOW RELATIONSHIP
FOCUS
When the follower cannot do the job and is
unwilling or afraid to try, the leader steps in and
tells the person what to do, providing a working
structure for the follower, and determines the
source of the lack of motivation
2. HIGH TASK, HIGH RELATIONSHIP
FOCUS
When the follower cannot do the job to some extent
but is over confident, the leader listens, advises
and coaches.
3. LOW TASK HIGH RELATIONSHIP FOCUS
When the follower can do the job but refuses to do
it, the leader listens, praises, and makes the
follower feel good when he or she shows the
necessary commitment
4. LOW TASK LOW RELATIONSHIP FOCUS
when the follower can do the job and is motivated.
The leader gets out of the way and doesn’t interfere
except to provide occasional recognition and praise
NORMATIVE LEADERSHIP
Is a variant situational leadership. Vroom
and Yetton noted that situational factors could yield
unpredictable leader behavior
According to this theory, participation
increases acceptance of a decision.
This model is most apt when opinions about
the decision are clear and accessible
PATH GOAL THEORY (Robert House)
leaders:
a. Clarify the path toward the goal
b. Remove the roadblocks
c. Increase rewards along the way
PATH GOAL THEORY ADOPTS THE
FOLLOWING LEADERSHIP STYLE
1. SUPPORTIVE LEADERSHIP
is the best choice when work is stressful,
boring, and or hazardous - the leader strives to
increase followers’ self esteem and make the
job more interesting
2. DIRECTIVE LEADERSHIP
Is the best choice when task is
unstructured and/or complex and followers are
inexperienced.
3. ACHIEVEMENT ORIENTED LEADERSHIP
Is the best choice if the task is complex
with this style, the leader knows the right
and the best way of achieving a goal
the follower is dependent but is believed to
be able to succeed
4. PARTICIPATIVE LEADERSHIP
Decision making is based on consultation with the
group and information is shared in the group
B. CONTEMPORARY
 Attempts to define leadership in a nursing
context , focus on the traits of the nurse
involved
 Positive traits may not be enough.
2 TYPES LEADERSHIP RELEVANT TO
NURSING
1. TRANSFORMATIONAL LEADERSHIP
2. AUTHENTIC LEADERSHIP
1. TRANSFORMATIONAL LEADERSHIP
3 ASSUMPTIONS:
1. People will follow a leader who inspires
them
2. A leader with vision and passion can
achieve great things but must maintain personal
integrity, be willing to stand up and be counted and
use ceremonies, rituals and other types of cultural
symbolism
3. The best way to get things done is to
inject enthusiasm and energy into the effort.
Burn’s view
it appeals to social values and encourages
people to collaborate rather than work as
individuals who compete with one another.
transformational leaders give people an
uplifting sense of being connected to a higher
purpose enhancing their sense of meaning and
identity.
SERVANT LEADERSHIP
Robert Greenleaf
Emphasizes the leader’s role as steward of
resources
It encourages leaders to serve others while staying
focused on achieving the results
A true SERVANT LEADER is a servant first
rather than dominate then the individual must be
prepared for the following:
ENDURE MISUNDERSTANDING AND
SUFFERING INSTEAD OF SEEKING HONOR
AND GLORY
SHOW INITIATIVE WHEN PEOPLE ARE
APATHETIC
FORGE AHEAD SO IT WILL BE EASY TO DRIFT
WITH TIDE
Robert Greenleaf  LOGICAL-MATHEMATICAL
10 characteristics INTELLIGENCE
Listening commitment to growth of  SPATIAL INTELLIGENCE
people  BODILY-KINESTHETIC
Empathy building community INTELLIGENCE
Healing foresight  MUSICAL INTELLIGENCE
Awareness steward  INTERPERSONAL
Persuasion INTELLIGENCE
Conceptualization  INTRAPERSONAL
INTELLIGENCE
3. TRANSACTIONAL LEADERSHIP  NATURALIST
THE LEADER MOTIVATES THE INTELLIGENCE
FOLLOWER BY APPEALING TO THEIR OWN  6. QUANTUM LEADERSHIP
SELF INTEREST PORTER O’ GRADY AND MALLOCH
ITS PRINCIPLES ARE TO MOTIVATE BY MEANS  In quantum leadership,
OF EXCHANGE PROCESS CONTROL is not an issue
rather change dominates the
4. EMOTIONAL INTELLIGENCE IN NURSING climate.
LEADERSHIP  The quantum leader
DANIEL GOLEMAN recognizes continual
EMOTIONAL INTELLIGENCE- an individual’s movement and change occur
SELF AWARNESS, SELF CONFIDENCE, SELF in reality and creativity and
CONTROL, COMMITMENT & INTEGRITY AND innovation are at the core of
THE PERSON’S ABILITY TO COMMUNICATE, good work performance
INFLUENCE, INITIATE AND ACCEPT CHANGE When quantum principles are applied healthcare
administrators and faculty can.
 MODEL OF FIVE DIMENSION 1. Recognize how healthcare changes has
SELF AWARENESS affected all of them
SELF MANAGEMENT/SELF REGULATION 2. Properly explain each change, actively
MOTIVATION engage in conflict resolution and exchange
EMPATHY ideas
SOCIAL SKILLS 3. Work together to resolve the difficulties that
emerge as their system interact.
 Goleman’s definition of emotional
intelligence proposes 4 broad domains QUALITIES OF A QUANTUM NURSE
of EQ which consist of 19 competencies 1. Offer creative and innovative solution
 GOLEMAN’S 4 QUADRANT MODEL 2. Seek to develop educational opportunities
SELF AWARENESS instead of relying on past methods
SELF MANAGEMENT 3. Provide mentoring opportunities and expert
SOCIAL AWARENESS preceptorship, quantum leaders can help
RELATIONSHIP MANAGEMENT all involved to provide better care for pts.

 5. MULTIPLE INTELLIGENCES IN  CHARISMATIC THEORY

NURSING LEADERSHIP
HOWARD GARDNER
Focuses on how different intellectual abilities affect
leadership
According to Gardner the traditional notion of IQ is
far too limited
Dr Gardner proposed 8 different intelligences to
account for a human potential
Dr Gardner proposed 8 different intelligences to
account for a human potential
 LINGUISTIC INTELLIGENCE
CHARISMA
 Quality that sets one apart
from the others
 can be good or evil
 emerge in troubled time
 MC GREGOR’S THEORY X AND Y
each person is a whole individual living and
interacting within a world of other individuals
what happens to this person happens as a
result of other people’s behavior
 an effective leader creates an atmosphere
of approval for constituents
HOW DO TRANSFORMATION HAPPENS?
According to the Institute of Medicine nurse
leaders transform the work environment for nurses
by:
1. Balancing the work b/w production and
efficiency
2. Creating and sustaining trust through the
organization
3. Managing the process of change
4. Involving workers in decision making
5. Establishing the organization as a
learning organization.
NEGATIVE ASPECT OF TRANSFORMATION
LEADERS:
1. They may believe that passion and enthusiasm
are more important than truth and reality
2. Their energy can wear out their followers
3. They may see only the big pictures not the
details
4. They may become frustrated when an
organization doesn’t want to be transformed
AUTHENTIC LEADERSHIP
A positive leadership that is genuine,
trustworthy, credible, reliable and believable
authentic leaders have:
PURPOSE: dev a better understanding of
one’s personal passion and finding a way to
express it in work settings
VALUES: are exemplified by authentic
leaders actions, including speaking the truth
HEART
exemplified by authentic leaders who show
they care for themselves and for others
it is about encouraging others so that they
will actually achieve higher levels of performance.
RELATIONSHIP
are close b/w authentic leaders and
followers
this psychological engagement is the key to
a healthy work environment
SELF DISCIPLINE
Authentic leaders find a balance b/w their
personal and professional lives.
CREDIBILITY
means authentic leaders do what they
expect others to do
DIFFERENCES BETWEEN MANAGERS AND
LEADERS
GOALS
LEADERS
very proactive because they typically arise
out of -some personal passion for a better world
goals are dev through dialogue with others,
engagement with the literature and self reflection
shape ideas instead of merely responding to
the ideas of others
they act to change the way people think
about what is desirable, possible and necessary
MANAGERS
adopt impersonal attitudes towards goals
arise out of necessity rather than passion
and desire
CONCEPTIONS OF WORK
LEADERS
act to develop fresh approaches to long
standing problems and to open issues for new
options
they tend to create excitement in their work
MANAGERS
Work is seen as a task to be accomplished
with the least amount of turmoil and the greatest
amount of coordination and balance
they act to limit choices and to “rock the
boat as little as possible”
RELATIONSHIP WITH OTHERS
LEADERS
are concerned with what events and
decision means to those affected by them
they care about the people with whom they
work
they want to promote & develop individual
creativity of their followers
MANAGER
 Are thought of as “human engineers”
 They like people
 Tend to maintain a lower level of
emotional involvement with
employees
 Are concerned with how events
occurred, how things get done and
whether tasks get accomplished
SENSE OF SELF
LEADER
Are not threatened by ideas of others because their
sense of self comes from within, not from their roles
or the expectations of others
MANAGER
Define themselves in terms of organization and
prefer not to have their ideas as challenged
• Good leaders like good managers provide
visionary inspiration, motivation and
direction
• Good managers like good leaders attract
and inspire
• People want to be led rather than managed,
they want to pursue goals and values they
consider worthwhile. therefore they want
leaders who respect the dignity, autonomy
and self esteem of constituents