PRESENTATION ON

LEADERSHIP

SUBMITTED TO SUBMITTED BY

Mrs.G.Kamala Y.Nagamani

Asst. Professor Msc (N) 2nd year

Govt College of nursing Govt college of nursing

Hyderabad Hydearbad.
 STUDENT PROFILE

Name of the student : Y.Nagamani

Course : Msc(N) 2nd Year

Subject : Nursing Management

Unit :11th Unit

Topic : Leadership

Method of teaching : Lecture Cum Discussion

Group : Msc(N) 2nd Year

Number of students : 10

Place : Class Room

Date : 19-01-2021

Time : 11-1pm

Duration : 2hours

A.V Aids : Handouts(importance), leaflets(functions

Of leader), funnel chart(styles of leader
Ship), chart(formula of leadership).

Supervised by : Mrs. G.Kamala

Asst.professor
 OBJECTIVES

General objectives:

By the end of class the students will be able to gain in-depth

knowledge regarding Leadership in nursing management.

Specific objectives:

 Define the definition of leader and leadership

 Explain the concept of leadership
 Enlist the types of leadership
 Discus the theories of leadership
 List down the styles of leadership
 Explain the manager behavior and leader behavior
 Discuss the characteristics of effective leader
 Explain the skills of effective leader.
 LEADERSHIP

INTRODUCTION:

It focuses on encouraging individuals to add more to the overall effectiveness

of an organization. It is necessary to list a range of general functions. Which are
served by the leaders. Leading involves directing, influencing, and motivating
employees to perform. Leadership is one of the most important function of the
management. Leading involves directing, influencing and motivating employees to
perform.

HISTORY OF LEADERSHIP

How has leadership evolved over the years? 6th A Chinese general, Sun Tzu,
wrote the Art of War in the 6th century BC. It may be the first book on leadership-
specifically leadership in war. century BC Art of War Early 1900s The Great Man
Theory emerged i the early 1900s and suggested that great leaders like Abraham
Lincoln, Julius Caesar and Mahatma Gandhi The Great Man Theory were born to
lead. 1930s Group Theory In the 1930s, social scientists explored Group Theory and
how leadership may be learned and emerges and develops in small groups. 1940s-50s
Trait Theory During the 1940s-50s, studies were conducted to see which traits were
inherited + and common among great leaders. This ideology was called Trait Theory.
It is similar to the Great Man Theory. 1950s-60s Behavior Theory came about in the
1950s-60s and focused on what key behaviors resulted in leadership. This revelation
reflected a shift in e thinking since it focused on actions of leaders, Behavior Theory
not traits and attributes. 1960s-70s In the 1960s-70s, Contingency Theory was born as
leadership studies looked at which behaviors succeeded in specific situation:
Contingency Theory O 1980s From the 1980s and beyond, there have been numerous
studies into what interaction of traits, behaviors, and + Excellence in Leadership
Studies situations prompts people to lead organizations to excellence.

Florence nightingale, after leaving the crimea, exercised extraordinary

leadership in health care for decades with no organization under her command she
was also one of the purest examples of the leader as agenda setter. Her public image is
that of the lady of mercy, but under her gentle, soft-spoken manner she was a rugged
spirit, a fighter, and a tough-minded system changer. In mid 19 th century England, a
women had no place in public life, least of all in the fiercely masculine world of the
military establishment. Nightingale took on the establishment and revolutionized
health crae in the British military services. Yet she never made public appearance and
or speeches and except for her 2years in the crimea, held no public position. She was
formidable authority on the evils to be remedied, she knew exactly what to do about
them, and she used public opinion to goad top officials into adopting her agenda.
Florence nightingale was both leader and manager.

CONCEPTS:

Leader is a part of management and one of the most significant elements of

direction. A leader may or may not be manager but a manager must a leader. A
manager as a leader must lead his subordinate s and also inspire them to achieve
organizational goals. Thus leadership is the driving force which gets the things done
by others. Leadership represents an abstract quality in a man.

Competence

As leaders, we have to channel our energies to those arenas of leadership where we

are most likely to excel. Working in the areas of our strengths is crucial to being
effective.

Courage

When we're in a leadership role, we have to acknowledge that we are not always the
smartest person in the room. We might not always be the first one to see an
opportunity.

It takes courage to pull together the talents on your team. It takes vision to say we are
here at point A, we want to get to point B. What is the plan to pull all this great talent
together to create motion and momentum toward that? It takes courage to do this well
and consistently.

Clarity
The hallmark in my opinion of a great leader is somebody who can lead with clarity in
times of uncertainty. Those times of uncertainty, those are the times that can paralyze
us.

They force us to question ourselves. People are looking to us for guidance. And if we
are not able to lead with vision and get a group moving forward during those times,
we're just going stand still or hit a plateau and start going backwards.

Coaching

You may think you are really good at what you do. If you look around you, you look
at your peers. You may even feel like you're better than everyone else around you in
certain skill sets.

Without a coach, you'll never be as good as you could be. If your goal is to move
further, faster then working with a coach will accelerate your leadership growth
meaningfully.

Character

You can lead without character and we all know some of those leaders, but you won't
be a leader worth following. Character provides us with the moral authority that we
need to bring together people and resources to move an enterprise, a mission, a vision,
a project forward.

DEFINITON

LEADER:

A person who demonstrates and exercise influence and power over others.
Leaders have a vision and influence others by their actions and comments.
LEADERSHIP

Leadership is the ability to influence other people Lansdale Leadership is the

ability of a manager to induce subordinate to work with zeal confidence.

Koontz and O Donnell

 Leadership as the ability to secure desirable actions from a group of followers
voluntary, without the use of coercion.

Afford and Beaty

Leadership is the activity to persuade others to seek defined objectives

enthusiastically. It is the human factor which binds a group together and motivate it
towards goals.

Keith Davis

Leadership is the lifting of mans vision to higher sights, the rising of mans
performance to higher standard, the building of mans personality beyond its normal
limitation.

Peter Drucker

Who is a leader……

 One that leads or guides.

 One who is in charge or in command of others.
 On who heads a political party or organization.
 One who has influence or power especially of a political nature.

IMPORTANCE

a) LEADERS MOTIVATES PEOPLE

A leader motivates employees for higher output through motivational techniques. The
leader himself acts as a motivating factor.

 Make the work meaningful

 Make improvements to the workplace
 Don’t micromanage
 Promote good work
 Improve your communication
 Minimize the bureaucracy
 Improving email communications
  Get advices from the experts
 Get to know your team
 Improve your business copy writing.

LEADER COUNSELS EMPLOYEES

In an organization people needs counselling to reduce the emotional disequilibrium

and to remove barriers to effective performance. A leader solves such types of
problems and makes employees happy. Thus, a leader acts as a counsellor.

b) LEADER DEVELOPS TEAM SPIRIT

A leader creates confidence in his subordinates and gains their faith and cooperation.
Besides, the leader provides environment conductive to work which results in team
spirit.

c) LEADERS AIMS AT TIME MANAGEMENT

Leader is in a position to utilize time productivity in an organization. A leader gets

things done by people by the proper time management.

d) LEADER STRIVES FOR EFFECTIVENESS

A leader brings effectiveness to an organization by providing the workers with the

necessary resources in terms of money, methods, climate, work environment, etc.

Initiates actions: leaders is a person who starts the work by communicating the
policies and plans to the subordinates from where the work actually start.

Motivation: the leader who helps the employee to believe in themselves. and they
give confidence for them.

Co-ordination: the leader will able co-ordinate his followers around a credible
mission statement.

Effective planning: correct actions to achieve the organizational goals. It helps in

efficient utilization of available resources. Inspiration and motivation.

FUNCTIONS OF LEADER
 Executive, Planner, Policy maker, Expert, External group representative,
Controller of internal relation, Purveyor of rewards and punishment.

TYPES OF LEADER

a) Intellectual leader: He is one who possesses rich knowledge and technical

competence. All his subordinates listen and follow his advice because of his
specialized intellectual authority. e.g.- financial advisor, legal advisor, etc

b) Creative leader: Creative leader uses the technique of “circular response” to

encourage ideas to flow from group to him and vice versa. He draws out the best in his
followers and controls them with zeal to attain the goals.

c) Persuasive leader He gains faith and confidence from his followers. He possesses
a magnetic personality which attracts followers which helps to get work done by them
effectively.

d) Institutional leader: When a person becomes a leader by virtue of his position, he

is called an institutional leader. e.g. - the principal of a college, managing director of a
company

e) Democratic leader: A democratic leader is one who does not lead but is lead by his
followers. In other words, he follows the opinion of the majority of his followers and
delegates most of his power to them.

f) Autocratic leader: He is one who dominates and drives his group through coercion
and command. He institutes a sense of fear among his followers. Such leaders love
power and never delegate their authority.

THEORIES:

GREAT MAN THEORY: This theory suggests that leaders have some inborn traits.
They have certain set of characteristics that are crucial for inspiring others towards a
common goal. A successful leader is supposed to have the following traits- good
personality, tirelessness, capacity to read other‘s mind, ability to make quick decision,
courage, persuasion, intelligence, reliability, imagination

1. Great Man Theory• Leaders are born, not made.

• This approach emphasized that a person is born with or without the necessary traits
of leaderships. Early explanations of leadership studied the “traits” of great leaders
 “Great man” theories (Gandhi, Lincoln, Napoleon)
 Belief that people were born with these traits and only the great people possessed
them
Great Man Theory• Great Man approach actually emphasis “charismatic” leadership.
charisma being the Greek word for gift.
• No matter what group such a natural leader finds himself in, he will always be
recognized for what he is.
• According to the great man theory of leadership, leadership calls for certain qualities
like commanding personality, charm, courage ,intelligence, persuasiveness and
aggressiveness.
TRAIT THEORY:

• What characteristics or traits make a person a leader?

• Great Man Theory: Individuals are born either with or without the necessary traits
for leadership

• Trait theories of leadership sought personality, social, physical or intellectual traits

that differentiate leaders from non leaders

• Trait view has little analytical or predictive value• Technical, conceptual and human
skills (Katz 1974)

Trait Theories: Trait theories of leadership that consider personality, social, physical,
or intellectual traits to differentiate leaders from nonleaders.

Leadership traits:
Ambition and energy
The desire to lead
Honesty and integrity
Self confidence
Intelligence
Job relevant knowledge
Trait theory is based on the great man theory, but it is more systematic in its analysis
of leaders. Like the great man theory, this theory assumes that the leaders personal
traits are the key to leadership success.
Personality traits

Motivators
Abilities: Personal traits
 Need-for
 Supervising  Self assurance
occupational
ability  Decisiveness
achievement
 Intelligence  Masculinity/famininity
 Self actualization
 initiative  Maturity
 Power over others
 Working class affinity
 High financial
reward
Traits of leader:  Job security

 Intelligence
 Physical features
 Inner motivation
 Maturity
 Vision and foresight
 Acceptance of responsibility
 Open minded and adaptability
 Self-confidence
 Human relations attitude
 Fairness and objectivity

Trait theories

Limitations:
 I. No universal traits that predict leadership in all situations
II. Traits predict behaviour better in weak, than strong situations.
III. Unclear evidence of the appearance of leadership than distinguishing effective
and ineffective leaders.

BEHAVIOURAL THEORY:

Behavioural Theory In contrast with trait theory, behavioural theory attempts to

describe leadership in terms of what leaders do, while trait theory seeks to explain
leadership on the basis of what leaders are. Leadership according to this approach is
the result of effective role behaviour. Leadership is shown by a person’s acts more
than by his traits. This is an appropriate new research strategy adopted by Michigan
Researchers in the sense that the emphasis on the traits is replaced by the emphasis
onleader behaviour (which could be measured).

Theories proposing that specific behaviors differentiate leaders from non leaders.

• Pattern of actions used by different individuals determines leadership potential

• Examples – Autocratic, democratic and laissez-faire

– Michigan Studies: Employee centered versus task centered

Theories that attempt to isolate behaviors that differentiate effective leaders from
ineffective leaders Behavioral studies focus on identifying critical behavioral
determinants of leadership that, in turn, could be used to train people to become
leaders

Behavioual Leadership Studies

• The Ohio State Studies sought to identify independent dimensions of leader behavior
– Initiating structure

– Consideration

• The University of Michigan Studies sought to identify the behavioral characteristics

of leaders related to performance effectiveness

– Employee oriented
– Production oriented

HUMANISTIC THEORY

• Humanistic Leadership is an ethical philosophic approach that is at once:

compassionate, reasonable and strategic

• Humanistic Leaders are compassionate. They never forget that the people they are
working with and for are real people with real strengths, real weaknesses and, most
importantly, real emotions.

• Humanistic Leaders are ethical. They don’t just give lip service to their values. They
actually live them and lead by example. No one wants to follow a hypocrite.

• Humanistic Leaders are reasonable. They are willing to listen to dissenting views
because they want to base their decisions on reality and not on assumption.

• Humanistic Leaders are strategic. They review all their options, consider the pros
and cons of each solution and choose the one that will give them and their team the
best chance of success.

PARTICIPATIVE THEORY

• Involvement in decision-making improves the understanding of the issues involved

by those who must carry out the decisions.

• People are more committed to actions where they have involved in the relevant
decision-making.

• People are less competitive and more collaborative when they are working on joint
goals.

• When people make decisions together, the social commitment to one another is
greater and thus increases their commitment to the decision.

• Several people deciding together make better decisions than one person alone.

1. STYLE THEORY:
 This focuses on what leaders do in relational and contextual terms. The
achievement of satisfactory performance measures requires supervisors to pursue
effective relationships with their subordinates, while comprehending the factors in the
work environment that influence outcomes.

2. TRANSACTIONAL/TRANSFORMATIONAL THEORY:

This theory describes the relationship between leaders and followers. New
concepts such as empowerment, inspiration motivation and social learning are present.
This refers to a process whereby the leader attends to the needs and motives of
followers so that interaction raises to high levels of motivation and morality.
Transformational leadership is a style of leadership where a leader works with
subordinates to identify needed change, creating a vision to guide the change through
inspiration, and executing the change in tandem with committed members of a group.

• Transformational leadership serves to enhance the motivation, morale, and job

performance of followers through a variety of mechanisms; these include connecting
the follower's sense of identity and self to a project and to the collective identity of the
organization; being a role model for followers in order to inspire them and to raise
their interest in the project; challenging followers to take greater ownership for their
work, and understanding the strengths and weaknesses of followers, allowing the
leader to align followers with tasks that enhance their performance.

Transactional leadership, also known as managerial leadership, focuses on

supervision, organization, and performance; transactional leadership is a style of
leadership in which leaders promote compliance by followers through both rewards
and punishments.

• Unlike transformational leaders, those using the transactional approach are not
looking to change the future, they look to keep things the same.

• Leaders using transactional leadership as a model pay attention to followers' work in

order to find faults and deviations.
3. SITUATIONAL THEORY:

This theory Believes that leadership effectiveness depended on the relationship among
the leaders task at hand, their interpersonal skills and the favourableness the work
situation. This theory considers the challenge of situation and encourages an adaptive
leadership style to complement the issue being faced.

 Situational theories propose that leaders choose the best course of action based
upon situational variables.
 Different styles of leadership may be more appropriate for certain types of
decision making.

Contingency Theories & situational Theories of Leadership

 Contingency Theories

– Fiedler Model  Cognitive Resource Theory

– Hersey and Blencherd’s Situational Theory

– Leader-member Exchange Theory

– Path-Goal Theory

– Leader Participation Model

Contingency Theories

 While trait and behavior theories do help us understand leadership, an important

component is missing: the environment in which the leader exists.
 Contingency Theory deals with this additional aspect of leadership effectiveness
studies.

Fiedler Model

• The theory that effective groups depend upon a proper match between a leaders style
of interacting with subordinates and the degree to which the situation gives control
and influence to the leader.

• There are basically three steps in the model

1) Identifying Leadership Style

2) Defining the Situation

3) Matching leaders and situations

PATH GOAL THEORY

• The path-goal theory can best be thought of as a process in which leaders select
specific behaviors that are best suited to the employees' needs and the working
environment so that they may best guide the employees through their path in the
obtainment of their daily work activities (goals)

• While Path-Goal Theory is not a detailed process, it generally follows these basic
steps as shown in the graphic below:

1.Determine the employee and environmental characteristics

2.Select a leadership style

3.Focus on motivational factors that will help the employee succeed

ASPIRATIONAL THEORY

• Leaders (and their teams) who find meaning and purpose in their role are more likely
to flourish in life, and to be in a better position to positively influence the lives of
others. • This is the fundamental mindset of an aspirational leader. They see their
leadership as a privilege and not just a position, and they develop a sense of meaning
and purpose in being a leader.

• An aspirational leader is someone who intentionally focuses on positively

influencing the capacity of their people to flourish in their professional and personal
lives and to strive to perform at their best.

• Regardless of your leadership role, you’re accountable for creating an environment

where people can flourish, so they operate at their best possible level with a sense of
meaning and pride in achieving their goals.
SERVANT THEORY

• This implies that leaders primarily leads by serving others- customers, employees
and community.

• This includes listening , empathy, healing, awareness, foresight, commitment to

others growth and development and community building. 

STYLES OF LEADERSHIP

1. AUTOCRATIC LEADERSHIP: Leader assumes complete control over the

decisions and activities of the group.

CHARACTERISTIC OF THE LEADER

 Firm personality, insistent, self-assured, highly directive, dominating.

 Has high concern for the work than for the people who performs task
 Shows no regards to the interests of the employees
 Set rigid standards and method of performance and expects the subordinates to
obey the rules and follow the same
 Makes all decision by himself or herself
 Minimal group participation or none from the workers

ADVANTAGES AND DISADVANTAGES

ADVANTAGES DISADVANTAGES
Efficient in time of crisis, easy to make Does not encourage the individuals growth
decision by one group and less time and does not recognize the potentials,
consuming imitativeness and creates less cooperation
among members
It is useful when there is only leader who Leader lacks supportive power that results
is experienced having new and essential in decision made with consultation
information, while subordinates are in although he may be correct
experienced and new
It is useful when the workers are unsure Less job satisfaction leads to less
of taking decision and expect the leader commitment to goals of the organization
to tell what to do
2. DEMOCRATIC LEADER
Participative consultative style of leadership

CHARACTERISTIC OF THE LEADER

 Sense of equality among leader and followers

 Open system of communication prevails
 Interaction between the leader and group is friendly and trusting
 Leader works through people not by domination but by suggestions and
persuasions

ADVANTAGES AND DISADVANTAGES

ADVANTAGES DISADVANTAGES
Encourages all employee in decision It takes more time for taking decision
making by the group than the leader alone
Promotes personnel involvement, greater
commitment to work and enhance job
satisfaction

3. LAISSARE-FAIRE LEADERSHIP

Free- Rein, Anarchic and Ultraliberal style of leadership. The leader gives up
all power to the group.

CHARACTERISTIC FEATURES

 Encourages independent activity by the group member

 Group members are tree to set their own goals determine their own activities
and allowed to do almost what they desire to do
 Style effective in highly motivating professional growth

ADVANTAGES AND DISADVANTAGES:

 ADVANTAGES DISADVANTAGES
In limited situations creativity may be May lead to instability, disorganization,
encouraged for specific purposes inefficiency, no unity of action
To try new method of action Lack of feeling responsible to solve the
problem that may arise. Individual will
lose interest, initiative and desire for
achievement

4. BUREAUCRATIC LEADERSHIP

In this the leader function only with rules and regulations. Leader cannot be
flexible and does not like to take any risk out of the rules. E.g Défense leader

LEADERSHIP BEHAVIOUR:

Leadership is like beauty, its hard to define but you know it when you see it.

Formula of leadership:

Vision + followership + influence

= leadership.

Visible leadership behaviour:

CHARACTERISTICS OF LEADERSHIP:

1. It is a personal quality of character and behaviour in man which enables him to

exert internal personal influence.

2. It is concerned with the lying down group objectives and polices for the
followers, motivating them coordinating their efforts to accomplish the objectives.

3. It pre – supposes the existence of a group followers.

4. Its style may differ from situation to situation.

5. It is the ability to perused others and motivate them to work for accomplishing
certain objectives.

6. It is process of influencing exercised by leader on members of a group.

7. It involves an unequal distribution of authority among leaders and groups.

LEADERSHIP SKILLS

A. SKILLS OF PERSONAL BEHAVIOUR

 Sensitive to the feeling of the group

 Identifies self with needs of the group
 Does not ridicule or criticize others suggestion
 Does not argue

B. SKILLS OF COMMUNICATION

 Listen attentively
 Make sure everyone understands
 Establish positive communication with the group
 Recognizes that everyone‘s contribution are important

C. SKILLS OF ORGANIZATION

 Develop short and long term objectives

 Break big problem into small ones
  Share responsibilities and opportunities
 Plan, act, follow-up and evaluate

D. SKILLS OF SELF EXAMINATION

 Aware of personal motivation

 Aware of group members
 Helps group to aware of their attitudes and values
S- Self reliant
E- enthusiastic
L- Loyal
F- Factual

DIFFERENCE BETWEEN LEADERSHIP AND MANAGEMENT

Factors Leadership Management

Source of power Personal abilities Authority delegated
Focus Vision and purpose Operating results
Approach Transformational Transactional
Process Inspiration Control
Emphasis Collectively Individualism
Futurity Proactive Reactive
Type Formal and informal Formal

APPLICATION OF LEADERSHIP IN NURSING

1. Patient care coordination:

Even new graduate nurses have leadership responsibilities when they begin in
nursing. Nursing leadership begins with nursing care of the individual patient. The
students are guide to organize nursing care.

 Establish good and priorities for each day.

 Establish time
 Establish success and failure
2. Employee responsibilities:
Nurses have specific tasks or duties to perform. These tasks are determined by the
plan and objective of the health care agency. It is important to read your job
description carefully and to continue to evaluate how institutional factor s
influences your own practice of nursing. Factors that compromise quality care
should be noted and addressed in construction with experience nurses.

3. Guidelines for delegating nursing care:

New graduate nurses use leadership techniques when they direct the work of
nonprofessional staff and volunteers and consider delegating tasks to
nonprofessional staff.

4. Mentorship:

It is a relationship in which an experienced individual advise and assist a less

experienced individual. This is an effective way of easing a new nurse into
leadership responsibilities

5. Preceptor ship:

An alternative model is preceptor ship. The preceptor is selected to introduce an

employee to new responsibilities through teaching and guidance. The relationship
is limited by the new employee s needs.

6. Continuing education:

Good leadership in continuing education is complex. With layers of diverse

competencies required for practitioners to be successful.Leadership , managerial
and administrative skills are needed.

Leadership in nursing is a great opportunity:

 A new approach for students learning

 Highly interactive for optimal student participation
 The contemporary role of the nurse at the point of care is illuminated,
emphasized and linked to quality patient care.

SUMMARY
 Till now we discussed about the introduction and history of leadership, leader
and leadership, concepts of a leader and importance of leader types, theories, styles,
and behaviour, and leader behaviour, characteristics of effective leader and skills of
effective leader and leadership in nursing .
 CONCLUSION

I conclude my topic leadership. It is very important to know as a leader to

identify attitude and behaviour of the students as well as people. As a leader we have
to know the behaviour of the students and groups to maintain the people at any
situation.
 BIBLIOGRAPHY

 Deepak .K Sarath chandran.C mithun Kumar.B.P A text book of “Nursing

management” 2nd edition, published by EMMESS publications.
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JAYPEE publications.
 www.leadership.com
 Dr.A. Chandra mohan A text book of “Leadership and Management” 2 nd
edition, published by Himalaya publishing House.
 www.slideshare.com
 www.wikipedia.com
 Fiona Timmins A journal of “nursing management” published in the year of
2019, by wiley.