LEADERSHIP AND MANAGEMENT

Leadership is a social influence process where leaders use interpersonal behaviors

to motivate followers to commit and give their best effort to contribute to group
goals. – Kaiser et al. (2012)

Leadership whenever one person attempts to influence the behavior of an

individual or group – up, down or sideways in the organization – regardless of the
reason. It may be for personal goals or for the goals of others, and these goals may
or may not be congruent with organizational goals.
Leadership is influence. - Hershey & Campbell (2004)

LEADERSHIP - maybe formal or informal

Formal
- When practiced by a nurse with legitimate authority conferred by
the organization and described in a job description.
- Depends on personal skills, but it may be reinforced by
organizational authority and position.
Informal
- When exercised by a staff member who does not have a specified
management role.
- Thoughtful and convincing ideas substantially influence the
efficiency of workflow is exercising leadership skills.
- Depends primarily on one’s and personal skills.

3 IMPORTANT COMPETENCIES (Hershey & Campbell, 2004)

1. Ability to diagnose or understand the situation

2. Adaptation
3. Communication

Common Leadership Roles

Decision-maker Communicator
Evaluator Facilitator
Mentor Risk-taker
Energizer Coach
Counselor Advocate
Teacher Buffer
Critical thinker Visionary
Forecaster Influencer
Change agent Role model
Diplomat Innovator
Creative Problem Solver
MANAGEMENT – is the coordination and integration of resources through planning,
organizing, directing and controlling in order to accomplish specific institutional
goals and objectives. -Sullivan and Decker 1988

Management is a process of designing and maintaining an environment in which

individuals working together in groups, efficiently accomplish certain goals or aims.
- Koontz and Weihrich

MANAGEMENT ROLES IN THE ORGANIZATION (Henry Mintzberg)

10 roles divided up into 3 categories

1. Interpersonal
- Figurehead
- Leader
- Liaison
2. Informational
- Monitor
- Disseminator
- Spokesperson
3. Decisional
- Entrepreneur
- Disturbance handler
- Resource allocator
- Negotiator
Figurehead
- Social, ceremonial and legal responsibilities
- Expected to be a source of inspiration
- As a person with authority

Leader – manage the performance and responsibilities of everyone in the group

Liaison – communicate with internal and external contacts, network effectively on
behalf of your organization.
Monitor – seek out information related to your organization and industry, looking
for relevant changes in the environment, monitor your team, in terms of both their
productivity and their well-being.

Disseminator – communicate potentially useful information to your colleagues and

your team
Spokesperson – represents and speak for their organization, responsible for
transmitting information about your organization and its goals to the people outside
it.
Entrepreneur – create and control change within the organization, solving
problems, generating new ideas and implementing them.
Disturbance handler – help mediate disputes within
Resource Allocator – determine where organizational resources are best applied,
involves allocating funding, as well as assigning staff and other organizational
resources.
Negotiator – take part in and direct important negotiations within your team,
department or organization.

Leadership VS Management
1. A job title alone does not make a person a leader
2. A manager is the person who brings things about – the one who
accomplishes, has the responsibility and conducts.
3. A leader is the person who influences and guides direction, opinion and
course of action.
4. Leaders often do not have delegated authority but obtain their power
through other means, such as influence.
5. Leaders have a wider variety of roles than do managers.
6. Leaders may or may not be part of the formal organization.
7. Leaders focus on group process, information gathering, feedback and
empowering others.
8. Leaders emphasize interpersonal relationships.
9. Leaders direct willing followers.
10. Leaders have goals that may or may not reflect those of the organization.

LEADERSHIP THEORIES

Traditional:
- Trait Theories
- Behavioral Theories
- Contingency Theories
Contemporary
- Congruent/Authentic Leadership Theory
- Servant Leadership Theory

1. Great Man Theory – assumed that all leaders where men and all where great
– Aristotle
Great Man Theory – determined by their genetic and social
inheritance.
2. Trait Theories
- “Leaders are born, not made.”
- Leaders possessed multiple characteristics e.g. they tended to be taller, be
more articulate or exude self-confidence.
- Some commonalities but no standard list that fit everyone or that could
be used to predict or identity who was or could be an effective leader.
In reality, leadership may come more easily to some than to others, but everyone
can be a leader, given the necessary knowledge and skill.
3. Contingency or Situational Theories
 - the right thing to do depended on the situation the leader was
facing.
- Adaptability
- Emphasize the importance of understanding all the factors that
affect a particular group of people in a particular environment
- (Hersey and Blanchard)
4. Behavioral Theories
- Based upon the belief that great leaders are made, not born. Consider
it the flip-side of the Great Man theories.
5. Transformational Theory
- the true nature of leadership is not the ability to motivate people to
work hard for their pay but the ability to transform followers to
become more self-directed in all they do.
- Emphasizes that people need a sense of mission that goes beyond
good interpersonal relationships or the appropriate reward for a job
well done (Bass & Avolio, 1993)
6. Transactional Theory
- Traditional manager, concerned with the day-to-day operations
(Burns)
- Use rewards and punishments to motivate employees
- Subordinate are clearly stated with corresponding rewards, fail to
satisfy those requirements, they will receive a corresponding
punishment.

Contemporary Leadership Theories

1. Congruent/Authentic Leadership Theory

- Suggests that leaders must be true to themselves, know their values and
act accordingly (Marquis and Huston 2009).
- Requires leaders “to be matched (congruence) between the activities,
actions and deeds of the leader and the leader’s value”.
2. Schein’s Model (interactional leadership theory)
- the leadership behavior is generally determined by the relationship
between the leader’s personality and the specific situation.
- The leader must diagnose the situation and select appropriate strategies
from a large repertoire of skills (Hollander, 1978).
3. Servant Leadership Theory
- in order to be a great leader, one needs to be a servant first (Greenleaf,
1977).
- Marquis and Huston (2009) suggested that servant leaders have 10
qualities that define their success.
1. Listening on a deep level
2. truly understanding
3. being open mided
4. being comfortable dealing with complex issues, ambiguity and
paradoxes
7.