LEADERSHIP AND MANAGEMENT

I. LEADERSHIP
 the process of influence in which the leader influences others toward goal achievement
 is the effort to envision and inspire change
 Process of influencing the behavior or actions of a person or group to attain desired objectives
 A dynamic, interactive process that involves three dimensions: leader, follower and the situation

Leader - the one who leads, conducts or guides the process

Lead- to go with or ahead of so as to show the way; guide
“A Leader is one
others follow
willingly and
voluntarily”

A. TYPES OF LEADERS:
 Informal leader
 Does not have official sanction to direct activities of others; chosen by the group
itself
 Usually become leaders because of age, seniority, especial competencies, an inviting
personality or ability to communicate with and counsel others
 Formal or appointed
 Chosen by administration, and given official or legitimate authority to act
Example: The elected and appointed officers

B.  THEORIES OF LEADERSHIP

(a) TRAIT THEORY

 leaders have traits that must be enhanced by experience

 envisioning goals, affirming values, serving as a symbol

QUALITIES/TRAITS OF A LEADER

 Intelligence: judgment, knowledge and fluency of speech

 Personality: adaptability, alertness, creativity, cooperativeness, personal integrity, self

confidence, emotional balance and control, independence

 Abilities: ability to enlist cooperation, popularity and prestige, sociability/interpersonal

skills, social participation, tact and diplomacy

* Trait Theory : Early works in this area maintained that traits are inherited, but later theories suggest
that the traits can be obtained through learning & experience

LEADERSHIP TRAITS:

 Task-Oriented : Behaviors include planning, scheduling, & coordinating activities.

  Relationship-Oriented : includes being friendly & considerate, showing trust &
confidence, expressing appreciation & providing recognition

 Participative Leadership: enlists associates participation in making decisions

(b) GREAT-MAN THEORY

 Leaders are born and not made
 Great leaders will arise when there is a great need
Ex. King of Spain

*Great Man Theory argues that few people are born to be great leaders who are well rounded &
simultaneously instrumental & supportive
Many finds this theory unattractive because of the premise that leaders are born not made, which
suggests that leadership cannot be developed

“Leaders are
(c) CONTINGENCY THEORY
born, not
 Leaders’ ability to lead is contingent upon situation.
created.”
a.leadership member relation
b.task structure
c.position power
*Contingency Theory leadership style will be effective & ineffective depending on the situation 

(d) TRANSACTIONAL LEADERSHIP

 People are motivated by reward and punishment
 
 
(e) TRANSFORMATIONAL THEORY
 
Empowerment is the key factor
  will follow a person who inspires them
 People
 
 A person with vision and passion
 
 Value based leadership

(f) INTEGRATIVE LEADERSHIP MODEL

 Obviously there is no one best leadership style. Leaders are rarely totally people oriented or
task oriented.
 One should be aware of his own behavior & learn to adapt.

1. BEHAVIORAL THEORY
 Successful leadership is based in definable, learnable behavior 
2. PARTICIPATIVE LEADERSHIP
 People are more committed to actions
3. SITUATIONAL LEADERSHIP THEORY
 Depends on the level of the maturity of individual
 Situational Theory Used task behavior & relationship behavior in relation to the
follower’s readiness, called maturity to emphasize the importance of the maturity
level of the followers, & the leader needs to adapt leadership styles accordingly
  Predicts the most appropriate leadership style from the level of maturity of the
followers
 The best action of leader depends on range of situational factors
o motivation Integrative Leadership Model
o capability of followers Obviously there is no one best
o performance of leader and follower leadership style. Leaders are
o attitudes, needs and expectations rarely totally people oriented or
task oriented.

One should be aware of his own

behavior & learn to adapt.

(g) PATH-GOAL THEORY

Leaders have certain objectives and initiate their followers to attain their own objectives
 derived from the expectancy theory where people act as they do because they expect their
behavior to produce satisfactory results
 In path-goal relationship, the leader facilitates task accomplishment by minimizing
obstruction to the goals (structured activity), & by rewarding followers for completing their
task
 Staff associates are introduced as a variable where in staff associates with high need for
achievement probably will prefer a task oriented leader, but people with high need for
affiliation will prefer a considerate leader
 Transactional Leadership an exchange posture that identifies the needs of the followers &
provides reward in exchange for expected performance
 a contract for mutual benefits that has contingent rewards
 Jay Conger & Kanungo (1998) -They found out that charisma is more of an attributional
phenomenon

(h) STRATEGY THEORY

BASED ON HUMAN HANDLING SKILLS OF LEADERS
Strategy 1 – attention thru vision “Charm is an
Strategy 2 – meaning thru communication inspirational
Strategy 3 - trust thru positioning quality”
Strategy 4 - deployment of self thru positive self-regard

(i) CHARISMATIC THEORY

 Charm and grace are needed to create followers
 Self belief
 Charismatic theory leader inspires others by obtaining emotional commitment from
followers and by arousing feelings of loyalty & enthusiasm
 Robert House - found that this leaders have strong conviction & high self confidence &
followers has the similar belief with the charismatic leader thus showing signs of
unquestioning acceptance & obedience
 Bernard Bass - it sometimes leads into blind obedience but a transformational leaders
use it to motivate members
C. STYLES OF LEADERSHIP 

1. AUTHORITARIAN/AUTOCRATIC
- Strong control over the group or directive approach
- Concern with task accomplishments
 Autocratic involves centralized decision making, with the leader making the
decision & using power to command & control others 

2. DEMOCRATIC OR PARTICIPATIVE
- Leaders focuses on involving subordinates in decision making
- People-oriented
 Democratic is participatory, with the authority delegated to others, influential by
having close and personal relationship with the subordinates 

3. LAISSEZ – FAIRE OR PERMISSIVE

- Delegating approach
- Little or no direction is provided to subordinates
 Laissez-Faire Is passive & permissive, nondirective, inactive. Chaos is most likely to
develop because members may work independently
4. MULTICRATIC/ SITUATIONAL
- The leader identify which style of leadership a particular situation requires

5. CHARISMATIC
- Obtains emotional commitment from followers and by arousing feelings of loyalty &
enthusiasm inspires others to follow

D. POWER & AUTHORITY

 Authority - Legitimate power to direct others
 Power - It is one’s capacity to influence others

Sources of power:
 Expert power – it is derived from the knowledge & skills one possess
 Legitimate power – is derived from the position one holds in a group & indicates authority but
not sufficient as one’s only source of power
 Referent power – derived from respect & trust coming from any individual group or
organization
 Reward power – it comes from the ability to recognize others for complying
 Coercive power – is based on fear of punishment if one fails to conform
 Connection power – it comes from coalition & interpersonal relationship
 Informational power – it comes from knowledge & access to information

Bases of Power For Leaders

 Legitimate/authority – power granted by an official position
 Referent – potential influence one has because of the strength of relationships between leaders
and followers
 Expert – gained thru the position of special knowledge, wisdom, sound judgment, good decision
skills, skills or ability
  Informational power – exists when an individual have information that others must have to
accomplish particular goals
 Connection power – based on having connections or associations with others who are powerful
 Coercive power or punishment power – manager control the groups through fears, threats and
sanctions
 Reward power – this is achieved through influencing others because of one’s control over
desired resources
 
  LEADERSHIP MANAGEMENT
Motto Do the right things Do things right
Challenge Change Continuity
Focus Purpose Structures & procedures
Time Frame Future Present
Methods Strategies Schedules
Questions Why? Who, What, When, Where & How?
Outcomes Journeys Destinations
Evaluate Human Potential Performance
Table 1.1 Comparison of Leadership and Management

Components of Effective Leadership

 Understanding of the individual strength, weaknesses and potential
 Knowledge of basic ingredients for leadership and management
 Systematic use of self to get things done at the right time
 
“Leadership is the essence of professionalism and
should be considered an essential component of
all nurses and other professional roles”
Joyce Clifford