NURSING LEADERSHIP AND MANAGEMENT

LEADERSHIP
STOGDILL
The process of influencing the activities of an organized group in its effort towards goal
setting and goal achievement

TALBOTT
Is the vital ingredient that transforms a crowd into a functioning, useful organization the
process of sustaining an initiated action

GARDNER
The process of persuasion and example by which an individual induces a group to take
action that is in accord with the leader’s purposes or the shared purposes of all
The process in which a person inspires a group of constituents to work together using
appropriate means to achieve a common mission and goals
LEADERSHIP
- Is the ability to achieve a workable unity in the group and build community
- more of an art than science

MANAGEMENT
Science in which a series of steps must be followed to implement the goal
Is the process of working through staff members to be able to provide comprehensive
care to the patient

4 PRIMARY CONDITIONS FOR EFFECTIVE LEADERSHIP

1. the person receiving the communication understands
2. This person has the resources to do what is being asked of him
3. The person believes the behavior being asked of him is consistent with personal interests
and values
4. The person believes the request is consistent with the purposes and values of the
organization

4 Major variables involved in Leadership

1. Characteristics of the leader
2. Attitudes, needs and other characteristics of the followers
3. Characteristics of the organization
4. Social, economic and political milieu

9 TASKS OF LEADERSHIP
(Gardner)
1. Envisioning goals
2. Affirming values
3. Motivating
4. Managing
5. Achieving a workable unity
6. Explaining
7. Serving as a symbol
8. Representing the group
 9. Renewing

LEADERSHIP THEORIES
A. EARLY LEADERSHIP THEORIES
1. TRAIT THEORIES
2. BEHAVIORAL THEORY
3. SITUATIONAL OR CONTINGENCY THEORIES
B. CONTEMPORARY LEADERSHIP THEORIES
1. TRANSACTIONAL LEADERSHIP THEORY
2. TRANSFORMATIONAL LEADERSHIP
3. SERVANT LEADERSHIP THEORY
4. EMOTIONAL INTELLIGENCE IN NURSING LEADERSHIP THEORY
5. MULTIPLE INTELLIGENCES IN NURSING LEADERSHIP THEORY

1. TRAIT THEORY
Assumes that people inherit extraordinary qualities and traits that make them better
suited to leadership
They have special traits that make them leaders like, tireless ambition, zest for life,
great speaking skills, irresistible good looks and extremely persuasive
Traits common to all GOOD Leaders:
a. Honesty
b. Trustworthiness
c. Integrity
d. Fair
e. Skilled communicator
f. Goal oriented
g. Dedicated
h. Hardworking
i. Committed

Pope John Paul II

Mother Teresa
Margaret Thatcher
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”