EFFECTIVE LEADER : CHARACTERISTICS AND SKILLS OF

LEADERSHIP

INTRODUCTION

An effective leader is a catalyst who facilitates effective interactions among manpower,

material and money. A skillful leader is a synergist who coordinates the efforts of multiple
workers with diverse skills. Leadership is needed in any cooperative enterprise to align
employees in support of goals, to spark group interaction, to blend efforts of diverse
specialists. In this seminar we will see the leadership concepts, types, theories, styles and
manager behaviour.

Definitions of leadership

“ leadership is the ability to influence other people”

-Lansdale

“Leadership is the process of influencing the activities of an organized group in its

efforts toward goal setting and goal achievement”.
- Stogdill

“Leadership is a process in which a person inspires a group of constituents to work

together using appropriate means to achieve a common mission and common goals”.

- Linda Roussel

Concepts of leadership

 Good leaders develop through a never ending process of self study, education, training
and experience.
 To inspire the workers into higher levels of teamwork, the leaders must Be, Know and
do.
 Leaders carry out leadership process by applying their leadership attributes such as
beliefs, values, ethics, character, knowledge and skills.
 Leadership is the quality of an individual’s behavior whereby he is able to guide the
people or their activities towards certain goals.
 Leaders do not come naturally but are acquired through continual work and study.
  Leadership is a process by which a person influences others to accomplish an objective
and directs the organization.
 Good leaders are continually working and studying to improve their leadership skills.
 Leadership involves a way a manager behaves in his man to man relationship with his
subordinates.
 There must be positive interactions between leaders and followers.
 Leadership makes the followers want to achieve high goals rather than simply bossing
people around.
 Effective leadership is the lifeblood of an organizations survival.
 Leadership is a complex relationship existing between the leader, the organization,
social values, economic and political conditions.
 Leadership should encourage good superior subordinate rapport and two way
communication.
 Leadership requires interaction with others being one with them and perhaps coming to
their level.

Purposes of leadership application in Nursing:

The purposes of nursing leadership vary according to the level of application and
include,

 Improving the health status of individuals of families

 Increasing the effectiveness and level of satisfaction among professional colleagues
who provide care.
 Improving the attitudes of citizens and legislators toward the nursing profession and
their expectations of it.
Functions of leadership
 Executive
 Planner
 Policy maker
 Expert
 External group representative
 Controller of internal relation
 Purveyor of rewards and punishment
Importance of effective leadership
 Nurse leaders manager can handle the situations effectively.
 The work output and quality of work can be improved.
 The nurses job satisfaction and morale can be increased and the problems like
absenteeism, turnover and shortage can be highly reduced.
 There will be healthy work environments.
 Positive outcomes for organizations, patients and healthcare providers.
 Leadership is important to bring effective foe effecting change and achieving high
standards of patient care.

Characteristics of effective leader:

 Use a leadership style that is natural to them

 Use a leadership style appropriate to the task and the members
 Assess the effects of their behavior on others and the effects of others behavior on
themselves
 Are sensitive to forces acting for and against change
 Express an optimistic view about human nature
 Are energetic
 Are open and encourage openness, so that real issues are confronted
 Facilitate personal relationships
 Plan and organize activities of the group
 Are consistent in behavior toward group members
 Delegate tasks and responsibilities to develop members abilities, not merely to get
tasks performed
 Involve and use group members contributions
 Encourage creativity
 Encourage feedback about their leadership style following is a discussion of the
competencies a nurse needs to be a transformational leader

The seven habits identified are listed below and briefly described in terms of the professional
nurse’s relationship with clients

1. Be proactive: The nurse needs to set a goal and work to achieve it. She commits
herself to the client’s perceptions and serves as a model for health, not a critic of those
with expressed concerns. She accepts her own ability to be “response-able” in dealing
 with clients whole human responses to their health concerns. She believes that “it is
not what happens to us, but our response to what happens to us that hurts us”.
2. Begin with the end in mind: The nurse should identify what is really important to
her and try to be and to do what really matters the most every day.
3. Put first things first: The formula for the nurse who wants to stay focused on the
important business of nursing and give less energy to the unimportant is to prioritize,
organize, and finally, perform. The challenge for the nurse is to manage time in such a
way that most of the time is used for urgent important activities, such as crises.
4. Think win-win or no deal : Interdependency is the most mature goal for any
relationship; thus, in professional relationships, interdependency would emphasize
mutual benefits. Activities would reflect a commitment to both parties’ growth,
development, and satisfaction.
5. Seek first to understand then to be understood: Empathy is the habit reflected in
this principle. The ability to focus of the client’s reality as he experiences it is vital to
positive communication.
6. Value differences and bring all perspectives together : Respect is the characteristic
that enables the nurse facilitates respect for differing perspectives, the client is likely
to feel more free to seek the best possible alternative.
7. Have a balanced, systematic program for self-renewal : Consistency in having a
regularly planned and balanced program for self-renewal prevents weakening of the
body, mechanization of the mind, exposure of raw emotions, and desensitization of
the spirit.
Leadership skills
 Skill of personal behavior
 Skill of communication
 Skill of organize
 Skill of awareness
Skill of personal behavior
 Is sensitive to feelings of group.
 Identifies self with the need of the group.
 Does not ridicule, or criticize others suggestions.
 Helps others feel important and needed.
 Does not argue.
Skill of communication
 Listens attentively
 Make sure every one understands what is needed and reason, why.
 Recognizes that every one’s contributions is important.
Skill of organize
 Develop long and short term objectives.
 Breakup big problems into small one and then solve.
 Share responsibilities and opportunities.
 Plan, act, follow up and evaluate.
 Be attentive to details.
Skill of self awareness
 Is self aware of personal motivation.
 Is aware of group members, their qualities, limitations, needs.
 Help the group to be aware of their attitudes and values.
GROUP DYNAMICS

INTRODUCTION
“Never doubt that a small group of thoughtful citizens can change the world. Indeed, it
is the only thing that ever has.
-Margaret Mead
 In today‘s explosion of information technology, communication continues to be a
complex process. Group dynamics can be very positive and helpful where team members
support each other and do what is best. It can alternately become destructive if individuals are
allowed to continue with more selfish behaviors such as never helping someone else, making
their personal life and personal problems permeate their work, being negative about
everything that happens or complaining all the time.
DEFINITION
GROUP
A group may be defined as a number of individuals who join together to achieve a goal.
People join groups to achieve goals that cannot be achieved by them alone.

-Johnson & Johnson (2006)

GROUP DYNAMICS

Group dynamics is the study of groups, and also a general term for group processes.
Relevant to the fields of psychology, sociology, and communication studies, a group
comprises of two or more individuals who are connected to each other by social relationships.

TYPES OF GROUPS
 Formal groups

Refers to those which are established under the legal or formal authority with the
view to achieve a particular end results.

E.g.: Trade unions.

 Informal groups

Refers to aggregate of personal contact and interaction and network of relationship

among individual. Eg: friendship group.

 Primary groups

Are characterized by small size, face to face interaction and intimacy among
members of group. Eg: family, neighbourhood group.

 Secondary groups
Characterized by large size, individual identification with the values and beliefs
prevailing in them rather than cultural interaction. Eg: occupational association and ethnic
group.
  Task groups

Are composed of people who work together to perform a task but involve cross-
command relationship. Eg: for finding out who was responsible for causing wrong
medication order would require liaison between ward in charge, senior sister and head nurse.

 Social groups
Refers to integrated system of interrelated psychological group formed to accomplish
defined objectives. Eg: political party with its many local political clubs.
 Reference groups : One in which they would like to belong.

 Membership groups : Those where the individual actually belongs.

 Command groups : Formed by subordinates reporting directly to the particular

manager are determined by formal organizational chart.

 Functional groups: The individuals work together daily on similar tasks.

 Problem solving groups

It focuses on specific issues in their areas of responsibility, develops potential
solution and often empowered to take action.
COMPONENTS OF SMALL GROUP
Group structure
A group underlying order includes boundaries. Communication and decision making
process as well as authority relationships. Offers stability and helps regulate behavioral and
interactional patterns.
Group size : Preferred size is 7 to 10 members.
Length of session
Optimum length of session is 20 – 40 minutes for lower functioning group and 60 -120
minutes for higher functioning groups.
Communication
Feedback is used to help members identify group dynamics and communication patterns.
Roles : Determined by behavior and responsibilities assumed by the member of groups.
OBJECTIVES OF GROUP DYNAMICS
To identify and analyze the social processes that impact on group
development and performance.
 To acquire the skills necessary to intervene and improve individual and group
performance in an organizational context.
  To build more successful organizations by applying techniques that provide
positive impact on goal achievement.
PRINCIPLES OF GROUP DYNAMICS
 The members of the group must have a strong sense of belonging to the group.
 Changes in one part of the group may produce stress in other person, which can be
reduced only by eliminating or allowing the change by bringing about readjustment in
the related parts.
 The group arises and functions owing to common motives.
 Groups survive by placing the members into functional hierarchy and facilitating the
action towards the goals.
 The intergroup relations, group organization and member participation is essential for
effectiveness of a group.
 Information relating to needs for change, plans for change and consequences of
changes must be shared by members of a group.
ELEMENTS OF GROUP DYNAMICS:
COMMUNICATION
One of the easiest aspects of group process to observe is the pattern of communication.
The kinds of observations we make give us clues to other important things which may be
going on in the group such as who leads whom or who influences whom.
♥ Who talks? For how long? How often?
♥ Who do people look at when they talk?
♥ Who talks after whom, or who interrupts whom
♥ Style of communication used?
♥ How are silent people treated? Is silence due to disagreement, disinterest, fear, fatigue?
CONTENT VS PROCESS
When we observe what the group is talking about, we are focusing on the content.
When we try to observe how the group is handling its communication, i.e., who talks how
much or who talks to whom, we are talking about group process. In fact, the content of group
discussion often tells us what process issue may be on people's minds. At a simpler level,
looking at process really means to focus on what is going on in the group and trying to
understand it in terms of other things that have gone on in the group.
DECISION
Many kinds of decisions are made in groups without considering the effects these
decisions have on other members. Some try to impose their own decisions on the group,
while others want all members to participate or share in the decisions that are made. Some
decisions are made consciously after much debate and voting. Others are made silently when
no one objects to suggestion.
INFLUENCE
Some people may speak very little, yet they may capture the attention of the whole
group. Others may talk a lot—but other members may pay little attention to them
TASK VS RELATIONSHIPS
The group's task is the job to be done. People who are concerned with the task tend to:
♥ Make suggestions as to the best way to proceed or deal with a problem
♥ Attempt to summarize what has been covered or what has been going on in the group
♥ Give or ask for facts, ideas, opinions, feelings, feedback, or search for alternatives.
Relationships means how well people in the group work together. People who are
concerned with relationships tend to:
♥ Be more concerned with how people feel than how much they know
♥ Help others get into the discussion
♥ Encourage people with friendly remarks and gestures.
ROLES
Behaviour in the group can be of 3 types:
♥ TASK ROLES (which helps the group accomplish its task)
Initiator: proposing tasks or goals; defining a group problem; suggesting
ways to solve a problem.
Information/opinion seeker: requesting facts; asking for expressions of
feeling; requesting a statement; seeking suggestions and ideas.
Information or opinion giver: offering facts; providing relevant information;
stating an opinion; giving suggestions and ideas.
Clarifier and elaborator: interpreting ideas or suggestions; clearing up
confusion; defining terms; indicating alternatives and issues before the group.
Summarization: pulling together related ideas; restating suggestions after the
group has discussed them; offering a decision or conclusion for the group to
accept or reject.
 Energizer; who stimulates and prods the group to act and raise the level of
their actions.
Coordinator: who clarifies and coordinates ideas, suggestions and activities
of the group members.
 RELATIONSHIP ROLES (which helps group members get along better)
Harmonizer: who mediates, harmonizes and resolve conflicts.
Gate keeper: helping to keep communication channels open; facilitating the
participation of others; suggesting procedures that permit sharing remarks.
Encourager; being friendly, warm, and responsive to others; indicating by
facial expression or remarks the acceptance of others' contributions.
Compromiser: when one's own idea or status is involved in a conflict,
offering a compromise, which yields status; admitting error.
Follower: who accepts the group‘s ideas and listens to their discussion and
decisions.
 SELF-ORIENTED ROLES (which contributes to neither group task nor group
relationship)
Dominator: interrupts others; launches on long monologues; is over-positive;
tries to lead group and assert authority; is generally autocratic.
Negativist: rejects ideas suggested by others; takes a negative attitude on
issues; argues frequently and unnecessarily; is pessimistic, refuses to
cooperate; pouts.
Aggressor: tries to achieve importance in group; boasts; criticizes or blames
others; tries to get attention; shows anger or irritation against group or
individuals; deflates importance or position of others in group.
Playboy: is not interested in the group except as it can help him or her to have
a good time.
Storyteller: likes to tell long "fishing stories" which are not relevant to the
group; gets off on long tangents.
Interrupter: talks over others; engages in side conversations; whispers to
neighbour.
MEMBERSHIP
One major concern for group members is the degree of acceptance or inclusion they
feel in the group.
 Are there any sub-groupings? Sometimes two or three members may consistently
agree and support each other or consistently disagree and oppose one another.
 Do some people seem to be outside the group? Do some members seem to be "in"?
How those ―outside‖ are treated?
 Do some members move in and out of the group? Under what conditions do they
move in and out?

FEELINGS
During any group discussion, feelings are frequently generated by the interactions
between members. These feelings, however, are seldom talked about. Observers may have to
make guesses based on tone of voice, facial expressions, gestures and many other forms of
nonverbal cues.
NORMS
Standard or group rules always develop in a group in order to control the behavior of
members. Norms usually express the beliefs or desires of the majority of the group members
as to what behaviors should or should not take place in the group. These norms may be clear
to all members (explicit), known or sensed by only a few (implicit), or operating completely
below the level of awareness of any group members. Some norms help group progress and
some hinder it.
GROUP ATMOSPHERE
Something about the way a group works creates an atmosphere which in turn is
revealed in a general impression. Insight can be gained into the atmosphere characteristic of a
group by finding words which describe the general impression held by group members.
GROUP MATURITY
Group maturity is defined as the ability and willingness of group members to set goals
and work toward their accomplishment. Characteristic of mature group:
 An increasing ability to be self-directed (not dependent on the leader).
 An increased tolerance in accepting that progress takes time.
 An increasing sensitivity to their own feelings and those of others.
 Improvement in the ability to withstand tension, frustration and disagreement.
 An increased ability to change plans and methods as new situations develop.
 Assessing group maturity is especially important for a group leader. An immature group
needs direction. Directive leadership is usually best. If a group is very mature, nondirective
leadership is usually best. In between the extremes of very mature and very immature,
democratic leadership will be the best bet depending on the situation.
STAGES OF GROUP DEVELOPMENT :
I. BRUCE W TUCKMAN is a respected educational psychologist who first described
the four stages of group development in 1965. The four-stage model is called as
Tuckman's Stages for a group. Tuckman's model states that the ideal group decision-
making process should occur in four stages:

Stage 1: Forming (pretending to get on or get along with others)

Individual behaviour is driven by a desire to be accepted by the others, and avoid

controversy or conflict. Serious issues and feelings are avoided, and people focus on being
busy with routines, such as team organization, who does what, when to meet, etc. But
individuals are also gathering information and impressions - about each other, and about the
scope of the task and how to approach it. This is a comfortable stage to be in, but the
avoidance of conflict and threat means that not much actually gets done.

Stage 2: Storming (letting down the politeness barrier and trying to get down to the issues
even if tempers flare up)
 Individuals in the group can only remain nice to each other for so long, as important
issues start to be addressed. Some people's patience will break early, and minor
confrontations will arise that are quickly dealt with or glossed over. These may relate to the
work of the group itself, or to roles and responsibilities within the group. Some will observe
that it's good to be getting into the real issues, whilst others will wish to remain in the comfort
and security of stage
1. Depending on the culture of the organization and individuals, the conflict will be
more or less suppressed, but it will be there, under the surface. To deal with the
conflict, individuals may feel they are winning or losing battles, and will look for
structural clarity and rules to prevent the conflict persisting.
Stage 3: Norming (getting used to each other and developing trust and productivity)
 As Stage 2 evolves, the "rules of engagement" for the group become established, and
the scopes of the group‘s tasks or responsibilities are clear and agreed. Having had their
arguments, they now understand each other better, and can appreciate each other's skills and
experience. Individuals listen to each other, appreciate and support each other, and are
prepared to change pre-conceived views: they feel they're part of a cohesive, effective group.
However, individuals have had to work hard to attain this stage, and may resist any pressure
to change - especially from the outside - for fear that the group will break up, or revert to a
storm.
Stage 4: Performing (working in a group to a common goal on a highly efficient and
cooperative basis)

Not all groups reach this stage, characterized by a state of interdependence and
flexibility. Everyone knows each other well enough to be able to work together, and trusts
each other enough to allow independent activity. Roles and responsibilities change according
to need in an almost seamless way. Group identity, loyalty and morale are all high, and
everyone is equally task-orientated and people-orientated. This high degree of comfort means
that all the energy of the group can be directed towards the task(s) in hand.
Stage 5: Adjourning (mourning the adjournment of the group)
 This is about completion and disengagement, both from the tasks and the group
members. Individuals will be proud of having achieved much and glad to have been part of
such an enjoyable group. They need to recognize what they have done, and consciously move
on. Some authors describe stage 5 as "Deforming and Mourning", recognizing the sense of
loss felt by group members.
In the real world, groups are often forming and changing, and each time that happens,
they can move to a different Tuckman Stage. A group might be happily Norming or
Performing, but a new member might force them back into Storming. Seasoned leaders will
be ready for this, and will help the group get back to Performing as quickly as possible. Many
work groups live in the comfort of Norming, and are fearful of moving back into Storming, or
forward into Performing. This will govern their behaviour towards each other, and especially
their reaction to change.
II. M. SCOTT PECK
Developed stages for larger-scale groups (i.e., communities) which are similar to
Tuckman's stages of group development. Peck describes the stages of a community as:
► Pseudo-community

► Chaos

► Emptiness

► True Community
GROUP DYNAMICS PROCESS
GROUP FORMATION
` A group is able to share experiences, to provide feedback, to pool ideas, to generate
insights, and provide an arena for analysis of experiences. The group provides a measure of
support and reassurance. Moreover, as a group, learners may also plan collectively for change
action. Group discussion is a very effective learning method.
► Participation
Participation is a fundamental process within a group, because many of the other
processes depend upon participation of the various members. Levels and degrees of
participation vary. Some members are active participants while others are more withdrawn
and passive. In essence, participation means involvement, concern for the task, and direct or
indirect contribution to the group goal. If members do not participate, the group ceases to
exist.
Factors, which affect member’s participation, are;
 The content or task of the group- is it of interest, importance and relevance?

 The physical atmosphere - is it comfortable physically, socially and psychologically?

 The psychological atmosphere - is it accepting, non-threatening?

 Member‘s personal preoccupations - are there any distracting thoughts in their mind?

 The level of interaction and discussions - is adequate information provided for

everyone to understand? - is it at a level everyone understands?

 Familiarity - between group members- do members know each other from before?

► Communication
Communication within a group deals with the spoken and the unspoken, the verbal
and the non-verbal, the explicit and the implied messages that are conveyed and exchanged
relating to information and ideas, and feelings.
Two-way communication implies a situation where not only the two parties talk to
each other, but that they are listening to each other as well. It helps in clarification of doubts,
confusions and misconceptions, both parties understanding each other, receiving and giving
of feedback.
Helpful hints for effective communication
 Have a circular seating arrangement so that everyone can see and interact with
everyone else.

 If there are two facilitators, they should sit apart so that communication flow is not in
one direction

 Respect individuals- let everyone call everyone else by name respectfully

 Encourage and support the quiet members to voice their opinions

 Try and persuade the people who speak too much to give others a chance

 Ensure that only one person speaks at a time or no one else will be heard

 Discourage sub groups from indulging in side talk

► Problem solving
Most groups find themselves unable to solve problems because they address the
problem at a superficial level. After that they find themselves blocked because they cannot
figure out why the problem occurred and how they can tackle it.
An effective problem solving procedure would be to:
 Clearly define the problem: Is it what appears on the surface or are there deep hidden
aspects?

 Try to thoroughly explore and understand the causes behind the problem

 Collect additional information, from elsewhere if necessary, and analyze it to

understand the problem further

 The group should suspend criticism and judgment for a while and try to combine each
other's ideas or add on improvements. The objectives should be to generate as many
ideas and suggestions as possible. This is called "brainstorming" in a group, when
individuals try lateral thinking.

► Leadership
Leadership involves focusing the efforts of the people towards a common goal and to
enable them to work together as one. In general we designate one individual as a leader. This
individual may be chosen from within or appointed from outside. Thus, one member may
provide leadership with respect to achieving the goal while a different individual may be
providing leadership in maintaining the group as a group. These roles can switch and change.
DEVELOPMENT OF GROUPS
The developmental process of small groups can be viewed in several ways. Firstly, it
is useful to know the persons who compose a particular small group.
◘ People bring their past experiences

◘ People come with their personalities (their perceptions, attitudes and values)

◘ People also come with a particular set of expectations

STAGES
► FIRST STAGE
The initial stage in the life of a group is concerned with forming a group. This stage is
characterized by members seeking safety and protection, tentativeness of response, seeking
superficial contact with others, demonstrating dependency on existing authority figures.
Members at this stage either engage in busy type of activity or show apathy.
► SECOND STAGE
The second stage in this group is marked by the formation of dyads and triads.
Members seek out familiar or similar individuals and begin a deeper sharing of self.
Continued attention to the subgroup creates a differentiation in the group and tensions across
the dyads /triads may appear. Pairing is a common phenomenon.
► THIRD STAGE
The third developmental stage is marked by a more serious concern about task
performance. The dyads/triads begin to open up and seek out other members in the group.
Efforts are made to establish various norms for task performance. Members begin to take
greater responsibility for their own group and relationship while the authority figure becomes
relaxed.
► FOURTH STAGE
This is a stage of a fully functional group where members see themselves as a group
and get involved in the task. Each person makes a contribution and the authority figure is also
seen as a part of the group. Group norms are followed and collective pressure is exerted to
ensure the effectiveness of the group. The group redefines its goals in the light of information
from the outside environment and shows an autonomous will to pursue those goals. The long-
term viability of the group is established and nurtured.
FACILITATING A GROUP
A group cannot automatically function effectively, it needs to be facilitated.
Facilitation can be described as a conscious process of assisting a group to successfully
achieve its task while functioning as a group. Facilitation can be performed by members
themselves, or with the help of an outsider.
FEATURES OF GROUP DYNAMICS
Group dynamics is concerned with group .Wherever a group exists the individuals
interact and members are continuously changing and adjusting relationship with respect to
each other . The members of the group may interact , may be in state of tension , may be
attracted or repelled to each other , may seek the resolution of these tensions and return to
equilibrium after the resolution.
Changes go on occurring like introduction of the new members, changes in leadership ,
presence of old and new members and the rate of change – fast or slow. The groups may
dissolve if the members are not enthusiastic about the goals, they have no faith in the
ideology and do not identify themselves with the group. This means that the cohesiveness in
the group has decreased.
There may be rigidity or flexibility (cohesiveness or conflict) that influence a group
dynamics. If the members get along well there is smooth sailing for the group and if there is
conflict it leads to problems. A rigid group may not change and lacks adaptability to change.
But the members if are able to solves the problems, the equilibrium can be maintained. The
conflict and tension if increases within the group, this can cause an open flare up and strong
measures are urgently.
The group organization is essential. It leads to greater group effectiveness,
participation, cooperation and a constructive morale. The leader will be effective only if the
group is organized and stable. Some degree of organization is essential for effective
functioning of the group and depends on the proportion of the well-defined roles members
have in the group. The organized group, is one with every member having specific roles and
acting towards other members in the prescribed manner.
Dynamic group always is in continuous process of restructuring, adjusting and
readjusting members to one another for the purpose of reducing the tensions , eliminating the
conflicts and solving the problems which its members have in common. The changes may
take within a group and it is interesting to study the way the change do occur. The frequent
changes indicate the capacity of the group to change and adapt.
SUMMARY
So for we discussed about definition of leadership, characteristics and skill of leadership
and group dynamics regarding definition, purpose functions, features and stages of group
dynamics.

CONCLUSION
The groups operate on a common task and common attitudes. The group dynamics is
concerned with the interaction between the group members in a social situation. This is
concerned with the gaining in the knowledge of the group, how they develop and their effect
on the individual members and the organization in which they function.
BIBLIOGRAPHY
1. Basavanthappa BT.(2000). Nursing administration. Ist edn. New Delhi: Jaypee
brothers medical publishers (p) Ltd.
2. Mithun kumar (2013). A Comprehensive text book on Nursing Management.
Published by Emmess publishers, Bangalore.
3. T Latha Manivannan (2005). Text book of Nursing Management in Service and
Education. Published by Jaypee brothers medical publishers (p) Ltd.
 COLLEGE OF NURSING
MADURAI MEDICAL COLLEGE
MADURAI- 20.

NURSING MANAGEMENT
SEMINAR
ON
EFFECTIVE LEADER : CHARACTERISTICS AND SKILLS OF
LEADERSHIP AND GROUP DYNAMICS

SUBMITTED TO SUBMITTED BY
Mrs. SOBANA JOY JOHN.,M.Sc (N)., M.MAHALAKSHMI,
READER IN NURSING, M.Sc (N) II YEAR,
Mrs. G.SELVARANI.,M.Sc (N)., COLLEGE OF NURSING,
Gr II NURSING TUTOR, MMC, MADURAI - 20
COLLEGE OF NURSING,MMC,
MADURAI – 20

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