Module 2 Leadership MGT

Republic of the Philippines
UNIVERSITY OF NORTHERN PHILIPPINES

Tamag, Vigan City
2700 Ilocos Sur
College of Nursing
Website: www.unp.edu.ph Mail: unp_nursingvc@yahoo.com
CP# 09177148749, 09175785986
Concepts, Principles and Theories of Leadership and Management
Module Description:
This module presents concepts, principles and theories of leadership and

management as it applies to nursing profession for health development in the care of
individuals, families, communities and population. It describes traits, styles, models and
contributors of leadership and management that a nurse leader and a manager should
develop and apply in managing organizations in any health care setting.
Learning Outcomes:
Given actual clinical setting with supervision the Level IV students will:
1. Integrate relevant principles and concepts of human behavior in managing clients
and teams.
2. Critique the leadership theories as applied in nursing and health setting.
Pretest
Try to reflect on yourself. Are you a leader? Will you describe yourself who you are and what
you are, why you do on what you do on your life?
Activity
To be announced by the instructor as you go along with the lessons.

Tamag, Vigan City
2700 Ilocos Sur
College of Nursing
CP# 09177148749, 09175785986
Lesson 1. Theories of Leadership

The theories of leadership include the oldest notion to the more recent concepts of
leadership.
1. Great Man theory – the premise is that leaders are born and not made. The capacity for
leadership is inherent. It portrays great leaders as heroic, mythic and destined to rise to
leadership when needed.
2. Trait theory –assumption 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 orator skills, irrisistible good looks and extremely persuasive.
Common Traits:
a. Positive traits – leaders bring people to progress.They are cheerful, forgiving, intelligent,
and good looking men and women.
b. Negative traits – leaders take people to destruction. They are bitter, aggressive, loud-
mouthed, sullen, and ugly people.
3. Individual Character theory – traits determine whether or not a person can be an effective
leader based on psychological individual characteristics like naturally taller, attractive,
intelligent, self-reliant and creative .
4. Charismatic theory – a leader who can inspire people to be loyal, obedient, and committed to
a vision or a cause. He has a strong personal convictions, possesses self- confidence and
percieve he can overcome obstacles. Followers tend to idolize and worship him.
5. Situational theory – A person may be a leader in one situation and a follower in another.
6. Likert’s - Organizational Design – Rensis Likert identified 4 main types of Management

Systems:
System 1- Exploitative – Authoritative

 Mgt. uses fear and threats; comm. Is top down with most decisions taken at the
top; superior and subordinates are distant.
System 2 - Benevolent- Authoritative

Tamag, Vigan City
2700 Ilocos Sur
College of Nursing
CP# 09177148749, 09175785986
 Mgt. uses rewards; information flowing upwards is restricted to what mgt. wants
to hear and decisions come from the top.
System 3 – Consultative
 Mgt. offers rewards, occasional punishments; big decisions come from the top;
communication is downward while citical upward comm. is cautious.
System 4 – Participative Group Mgt.
 Mgt. encourage grp. participation & involvement in setting high performance
goals with some economic rewards; comm. flows in all directions, open & frank,
superiora and staff are close to each other; result is high in productivity.
7. Managerial Grid Model – Robert Blake and Jane Mouton
Two (2) behavioral dimensions
a. Concern for task or production – leader cares little about
people and operates in fear of something going wrong
b. Concern for people – leader care little about productivity and

operates wholly from a desire to be loved and approved
Leadership styles
8. Contingency theory – by Fred Fiedler. He believed that a leadership style will be effective or
ineffective depending on a situation.
Tamag, Vigan City
2700 Ilocos Sur
College of Nursing
CP# 09177148749, 09175785986
9. Path Goal Theory – by Robert J. House. People act as they do because they expect their
behavior to produce satisfactory results. The leader facilitates a task by minimizing
obstructions to the goals and by rwarding followers for completing their tasks.
10. Life cycle theory – Hersey and Blanchard suggest that a leaderstyle may be predicted on the
basis of the maturity of the followers. Maturity refers to the level of seurity and competence
the individual feels about the task to be completed.
11. Strategy Theory – Bennis and Manus concluded that there are four types of “human handling
skills common to leaders and referred to these as strategies:
Strategy I. Management by attention –the leader creates a focus or a clear picture of

an outcome.
Strategy II. Meaning through communication – the leader turn his vision into images
that others could understand by translating ideas into symbols with real meaning.
Startegy III. Trust through Positioning – leader inspires trust in others by contributing
to the integrity of the organization, maintaining harmony and recognizing need for
changes or innovations.
Strategy IV. Deployment of Self Through Positive Self-Regard – leader recognizes his
own strenghts and compensates for weaknesses while nurturing his talents and skills.
12. Transactional Leadership –the leader motivates the followers by appealing to their own self-
interest. It encompasses 4 types of behavior:
a. Contingent Reward – to influence behavior, uses rewards or incentives to achieve results
when expectations are met.
b. Management by Exception – uses correction or punishment as a response to unaaceptable
performance or deviation from the standard. Applying other resources to any event
outside parameters by enforcing defensive management processes.
c. Active Management by Exception – leader actively monitors the work performed and uses
corrective measures to ensure completion.
d. Laissez- Faire leadership – leader is indifferent and hands-off approach toward workers and
performance,ignores their needs, do not respond problems and not monitor performance
13. Transformational Leadership –most effective and beneficial leadership behavior to achieve
long-term success, and improved performance. This style :
a. Promotes employee development
b. Attends to needs and motives of followers
c. Inspires through optimism, influences changes in perception
d. Provides intellectual stimulation and encourages
Tamag, Vigan City
2700 Ilocos Sur
College of Nursing
CP# 09177148749, 09175785986
follower creativity
e. Uses role modelling
f. Provides sense of direction and encourages self-management
14. Emotional Intelligence (EQ) – by Daniel Goleman, the capacity for recognizing our own feelings
and those of others, for motivating ourselves and for managing emotions effectively. Areas of
behavioral attributes:
a. Self- awareness
b. Self-management or self-regulationMotivation
c. Empathy
d. Social skills
15. Multiple Intelligences – by Howard Gardner, who proposed eight (8) different intelligences:
a. Linguistic intelligence (word smart)
b. Logical-mathematical intelligence
(number/reasoning smart)
c. Spatial intelligence ( picture smart)
d. Bodily-kinesthetic intelligence (body
smart
e. Musical intelligence (music smart)
f. Interpersonal intelligence (people smart)
g. Intrapersonal intelligence (self-smart)s
h. Naturalist intelligence (nature smart)
16. Quantum leadership –by Porter O’Grady and Malloch (2003) a new leadership for new age.
The quantum leader recognizes continual movement and change occur in reality and
creativity and innovation are at the core of good work performance. As quantum leaders,
nurses:
a. Offer creative and innovative solutions,
b. Seek to discover educational opportunities
instead of relying on past methods of
accomodating new nurses in the work force
c. Provide mentoring opportunities and expert
preceptorships
Tamag, Vigan City
2700 Ilocos Sur
College of Nursing
CP# 09177148749, 09175785986
Lesson 2. Effective Nursing Leadership
Efficient Leadership- the ability to minimize time and use of resources in achieving
organizational objectives which will yield maximum output. It is doing things right the first
time, more concerned with the 7M’s: money, men machine, materials, method, manager as
gauge to accomplish task as expected.
Effectiveness – ability to determine appropriate objectives for the group or
organization to ensure appropriate objectives for the group or organization to ensure
appropriate and accurate results. Concerned with output or results of performance, doing
the right thing at the right time.
Nursing leadership is a multidimensional process where the learned and inherited
characteristics of the leader is combined with situational, interactional, goal-directed
dimensions.
Nurses are at the bedside 24/7, are the frontlines and have a distinct power to
influence sustainable outcomes and productivity making an impact on patient care. New
nurses decide appropriate times to call a physician, choose applicable care plans and
pertinent interventions.
Knowledge of basic
Understanding of invd’l strengths,
ingredients for leadership
weaknesses and potentials
Mgt.
Systematic use of self to get the Effective leadership and

right Things done at the right time Management
Lesson 3. Nursing Management
 A process of coordinating actions and allocating resources to achieve organization

goals of the health care delivery system
 Focuses on planning, organizing, staffing,directing or leading and controlling or
evaluating all activities of the nursing system.
Principles of Nursing Management (NM)

1. NM is planning. – Process of analyzing and uderstanding a system, deciding in advance
what to do, how to do it,when to do it, and who to do it.
2. NM is the effective use of time.
Tamag, Vigan City
2700 Ilocos Sur
College of Nursing
CP# 09177148749, 09175785986
3. NM is decision-making.
4. Meeting patien’s nursing care needs is the business of the nurse manager.
5. NM is the formulation and achievement of social manager.
6. NM is organizing.
7. NM denotes a function, social position or rank, a discipline, and field of duty.
8. NM is the active organ of the division of nursing, of the organization, and of the society
in which it functions.
9. Organizational cultures reflect values and beliefs.
10. NM is directing and leading.
11. A well-managed division of nursing motivates employees to perform satisfactorily.
12. NM is efficient communication.
13. NM is controlling or evaluating.
Lesson 3. Management Theories

A. EARLY MANAGEMENT /CLASSICAL THEORIES
1. Scientific Management theory – characterized and guided by the application of
scientific approaches to solve managerial problems in business and industry.
Machine model – viewed man as a means of production rather than the end (
economic man model)
Productivity at the level of the worker (skills, physical attributes)
Frederick W. Taylor –Father of Scientific Management.
The central premise is to increase productivity and find “one best practice”
getting the most work done for the least energy spent with 3 E’s(efficiency,
effectiveness and economy). He conducted this to time workers, analyze
their movements and set work standards. He used stop watch studies to
apply principle of observation, measurement and scientific comparison to
determine the most efficient way to accomplish a task.
Basic Principles of the Machine Model

1. Division of labor & specialization
2. Unity of command & centralization of decision- making
3. One way authority
4. Narrow span of control
Basis of measuring Efficiency:
1. Selection of the best man for a particular task based on the results of
the scientific study
Tamag, Vigan City
2700 Ilocos Sur
College of Nursing
CP# 09177148749, 09175785986
2. Training of the chosen workers for their designatedtasks and the

appropriate adjustment of their pay, and
3. Filling of the managerial positions with the more highly skilled workers.
Other contributors:
a. Frank Gilbreth (1878-1924) and Lilian Gilbreth (1878-1972) – ist
lady of mgt.They pioneered time nd motion studies.
 Emphasized the benefits of job simplification and the
establishment of work standards, effects of the incentive
wage plans and fatigue on work performance.
 valued efficiency by identifying and replicating one best
way to complete a task.
 The couple believed that there is one best way to get any
job done, and the specific process should, when identified,
be replicated through the manufacturing process,
eliminating individual steps and producing the most
efficient results.
(https://www.business.com/articles/management-theory-of-frank-and-lillian-gilbreth/)
b. Henry Gantt (1861-1919) –disciple of Taylor

 He contributed by refining previous work rather than
introducing new concepts
 The Gantt chart, a forerunner of the PERT (program
evaluation and review technique) chart, depicts the
relationship of the work planned or completed on one axis to
the amount of time needed or used on the other.
 Developed a task and bonus renumeration plan
2. Systematic Management Theory

Henry Fayol – Father of Systematic Management; Father of Modern
Management. He introduced management principles with the aim of setting up a
structure that promote order and raise worker’s morale,thereby improving
efficiency and accountability.
18 Fayol’s Principles of Management

1. Authority – the right to give orders and the power to exact
obedience
2. Specialization of labor – specializing encourages continous
improvement in skills and the development of improvements in
methods
Tamag, Vigan City
2700 Ilocos Sur
College of Nursing
CP# 09177148749, 09175785986
3. Discipline – no slacking, bending of rules. The workers should be obedient

and respectful of the organization
4. Unity of Command – each employee has one and only one boss to give
instructions or assignments
5. Unity of direction – a single mind generates a single plan and all play in their
part in that plan but only one person is in chrge of the group’s activities
6. Subordination of individual interests – when at work, only work things should
be pursued or thought about. The needs of the patients should take
precedence over the staff nurse’s personal needs
7. Remuneration –employees receive fair payment or compensation for
services, not what the company can get away with
8. Centralization of authority – decisions are made from the top, this produce
uniformity of action, utilizes experts and reduces risks of errors in the
performance of tasks.
9. Chain of command (line of authority) – formal chain of command running
from top to bottom of the organization
10. Decentralization of authority – increases motivation of nurses at lower levels
since they are asked to participate in decision making
11. Material and social order embodied in the institution’s policies & regulation-
all materials and personnel have prescribed values and places, and they
must remain there.
12. Equity and justice – Fair and just treatment ( but not necessarily identical
trearment); no favoritism
13. Personnel Tenure – limited turn over of personnel. Lifetime employment for
good workers. Granting security of tenure or permanent status after a
satisfactory performance
14. Initiative – thinking out a plan and do what it takes to make it happen
15. Scalar chain – interconnectedness of people within the organization from
top to bottom
16. Hierarchy – line of authority
17. Motivation of personnel – nurses are rational beings and must be allowed to
work their mindsin problem solving and decision making
18. Esprit de corps – harmony, cohesion among personnel. The principle of the
unity of command should be observed and the dangers of divide and rule
and the abuse of written communication should be avoided.
3. Organizational Theory
Max Weber – Father of Social and Economic Organization. He
propounded similar principles . He advocated complex form of
Tamag, Vigan City
2700 Ilocos Sur
College of Nursing
CP# 09177148749, 09175785986
bureaucracy based on hierachy of authority, division of work based

on specialization of function.Organization of workers are based on
their individual competencies.
4. Human Relations Theory

Mary Follet –defined management as “getting things
done through people”, a social process focused on the motivation of
individuals and groups alike towards achieving a common goal. Based
on collaboration and cooperation rather than exercising power and
authority to motivate. The manager did not give orders to the rank-
and-file employee, but rather work together to study given situation
and take the best action based on the specific needs.
Professor George Elton Mayo (1880 – 1949) and his team

conducted an experiment that had a massive impact on management.
The Hawthorn Effect which states that momentary changes in
employee behavior happen when management decides to monitor
them. In the real sense, when someone is watching you while you are
working on a task, then you may even be more focused and perform a
lot better.(https://www.managementstudyhq.com/elton-mayo-
theories.html)
Changes in environmental condition such as a brighter workplace, lighting,
cleaner work areas, clearing out pathways in the office and even relocating some work
stations actually resulted in a brief increase in productivity, at least momentarily, people
are more productive when they feel appreciated or when watched.
Lesson 5. B. CONTEMPORARY LEADER-MANAGER THEORIES

1. Management by Objectives
Peter Ferdinand Drucker- (1909-2005), is the Father of

modern corporate management, which is a consensual process
Tamag, Vigan City
2700 Ilocos Sur
College of Nursing
CP# 09177148749, 09175785986
where both management and rank-and-file meet in order to

understand and agree on the organizations objectives.
An example is emphasis on profit, and he believed that multiple

objectives in line with this goal could organize and explain the whole range of business
phenomena. His approach involved a joint effort between supervisors and
subordinates, and a breakdown of their respective responsibilities, goals and
objectives, to be used in operations.
2. Management as Decision Making

Herbert Simon (1916-2001)- posited the view that in hospitals and
other service institutions, decisions are made by employees at all levels
of organization, forming a network of decision makers. Two (2) distinct
approaches to DM:
a. Optimizing – the search for the best alternative possible, an approach
used by Simon’s “economic man”
b. Satisfying – using the first workable solution and was applied by
Simon’s “administrative man”.
Three-step process in arriving at the best ultimate decision:

 Listing alternative strategies for resolving the problem
 Determining the consequences that would follow each alternative
 Comparative evaluation of these consequences
3. Managerial Roles
Henry Mintzberg – (1975) names three basic roles of the typical manager:
 Interpersonal role – a figurehead, a leader and a liason inside and outside
the organization
 Informational role – monitoring the organization, sharing information
observed and finally serving as spokesperson.
 Decision-making role –the manager is all at once an entrepreneur,
disturbance handler, negotiator and allocator
4. Theory Z
William G. Ouchi – Japanese sociologist exponded on the 7 basic criteria that
characterized the Japanese “Seven (7) S”:
Hard “S” 1. Superordinate goals, or those which hold the organization together
2. strategy or method of doing things
Tamag, Vigan City
2700 Ilocos Sur
College of Nursing
CP# 09177148749, 09175785986
3. structure – concern with the physical plant and facilities

4. systems – coherence all the parts of the org. for a common goal.
Soft “S” 5. Staff – concern for the right people
6. Skills – developing and training people; and
7. Style – manner of handling peers, subordinates and superiors.
5. Motivational Theories
a. Abraham Maslow’s Hierarchy of needs- Abraham Maslow
(1908-1970) Father of Humanistic psychology theorized that man’s various
needs form a hierarchy starting with their more basic needs.
A practical application of this theory would be

to give nurses flexible working hours, which by
freeing them from the constraints of more fixed
working hours, may give them leeway to
manage their time, and increase their
productivity.
b. Ferdinand Herzberg’s Motivation Hygiene Theory – (1959)came up with the Two Factor Theory,
which posits two factors that influence people: hygiene factors and motivation factors
Tamag, Vigan City
2700 Ilocos Sur
College of Nursing
CP# 09177148749, 09175785986
c. Douglas McGregor’s Theory X and Y

Douglas McGregor –developed the Human Relations School of Management,
dubbed his theory as Theory X and Theory Y with the assumptions seen in the figure
below.
Posttest
(Be given separately and posted at G Classroom)
External
Resources
www.simplilearn.com>top-learn
https://researchleap.com/theories-motivation-application-organizations-risk-analysis/
Tamag, Vigan City
2700 Ilocos Sur
College of Nursing
CP# 09177148749, 09175785986
Reflection
As a nursing student, are you effective and efficient in the delivery of care to your
clients/patients? Are you doing the things right and doing the right things?
References:
Kawaon, Florence.(1991) Introduction to Nursing Management Functions. Baguio City, Philippines
Tan, C.B. and Beltran E.I.(2009). Leadership and Management in Nursing: A Transformative and
Reflective Patient Care 1st Ed. Manila. Educational Publishing House, Inc.
Venzon, L. )2006). Nursing Management Towards Quality Care. Quezon City: C&E Publishing

Module 2 Leadership MGT

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Module 2 Leadership MGT

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Republic of the Philippines

UNIVERSITY OF NORTHERN PHILIPPINES

Concepts, Principles and Theories of Leadership and Management

This module presents concepts, principles and theories of leadership and

To be announced by the instructor as you go along with the lessons.

Lesson 1. Theories of Leadership

6. Likert’s - Organizational Design – Rensis Likert identified 4 main types of Management

System 1- Exploitative – Authoritative

System 2 - Benevolent- Authoritative

b. Concern for people – leader care little about productivity and

Strategy I. Management by attention –the leader creates a focus or a clear picture of

Lesson 2. Effective Nursing Leadership

Systematic use of self to get the Effective leadership and

Lesson 3. Nursing Management

 A process of coordinating actions and allocating resources to achieve organization

Principles of Nursing Management (NM)

Lesson 3. Management Theories

Basic Principles of the Machine Model

2. Training of the chosen workers for their designatedtasks and the

b. Henry Gantt (1861-1919) –disciple of Taylor

2. Systematic Management Theory

18 Fayol’s Principles of Management

3. Discipline – no slacking, bending of rules. The workers should be obedient

bureaucracy based on hierachy of authority, division of work based

4. Human Relations Theory

Professor George Elton Mayo (1880 – 1949) and his team

Lesson 5. B. CONTEMPORARY LEADER-MANAGER THEORIES

Peter Ferdinand Drucker- (1909-2005), is the Father of

where both management and rank-and-file meet in order to

An example is emphasis on profit, and he believed that multiple

2. Management as Decision Making

Three-step process in arriving at the best ultimate decision:

3. structure – concern with the physical plant and facilities

A practical application of this theory would be

c. Douglas McGregor’s Theory X and Y

(Be given separately and posted at G Classroom)

Kawaon, Florence.(1991) Introduction to Nursing Management Functions. Baguio City, Philippines

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