CLASSICAL VIEWS OF LEADERSHIO AND MANAGEMENT |NCM 119|TOPIC 2

CHAPTER 2 Leadership Roles & Management Functions in Nursing 9TH edition

CLASSICAL VIEWS OF LEADERSHIP AND GOOD LEADER GOOD MANAGER

MANAGEMENT
v The need to develop nursing leadership skills has never been - Envision the future - Coordinate resources
- Communicate their - Optimize resource use
greater than it is today. What contemporary factors are driving visions - Meet organizational goals
this need for nursing leadership skills? - Motivate followers and objectives
- Lead the way - Follow rules
v Leaders - Influence others to - Plan, organize, control, and
• Empower others; maximize workforce effectiveness accomplish goals direct
- Inspire confidence - Use reward and punishment
• Needed to implement the planned - Take risks effectively to achieve
- Empower followers organizational goals
• Change that is part of system improvement
- Master change
v Managers
• Guide, direct, and motivate others
• Intervene when goals are threatened
MANAGEMENT PROCESS
• Emphasize control
PLANNING
LEADERSHIP v Encompasses determining philosophy, goals, objectives,
v Leadership is the art of getting work done through others policies, procedures, and rules; carrying out long- and short-
willingly. range projections; determining a fiscal course of action; and
v Leaders are in the front, moving forward, taking risks, and managing planned change
challenging the status quo
ORGANIZING
v A job title alone does not make a person a leader. v Includes establishing the structure to carry out plans,
v Only a person’s behavior determines if he or she occupies a determining the most appropriate type of patient care delivery,
leadership position and grouping activities to meet unit goals
v LEADERS: v Other functions involve working within the structure of the
• Often do not have delegated authority but obtain their organization and understanding and using power and authority
power through other means appropriately.
• Have a wider variety of roles than managers and may STAFFING
have different personal goals v Consists of recruiting, interviewing, hiring, and orienting staff.
• Are frequently not part of the formal organization Scheduling, staff development, employee socialization, and

• Focus on group process, information gathering, feedback, team building are also often included as staffing functions.

and empowering others DIRECTING

v Usually entails human resource management responsibilities,
MANAGERS
v Management such as motivating, managing conflict, delegating,

• The organization and coordination of the activities of a communicating, and facilitating collaboration
business in order to achieve defined objectives CONTROLLING
• Process of leading and directing all or part of an
v Includes performance appraisals, fiscal accountability, quality

organization through the deployment and manipulation of control, legal and ethical control, and professional and collegial
control
resources
v Are always assigned a position within an organization MANAGEMENT THEORY DEVELOPMENT
v Have a legitimate source of power due to the delegated SCIENTIFIC MANAGEMENT (1990-1930)
v Frederick W. Taylor (Father of scientific management)
authority that accompanies their position
4 OVERRIDING PRINCIPLES OF SCIENTIFIC
v Are expected to carry out specific functions
MANAGEMENT
v Emphasize control, decision making, decision analysis, and 1. Traditional rule of thumb means of organizing must be replaced
results by scientific methods to promote greatest efficacy
v Manipulate people, the environment, money, time, and other 2. Scientific personnel system must be established to sort workers
resources to achieve organizational goals according to their technical competence and abilities
v Have a greater formal responsibility and accountability for 3. Workers should be able to view how they fit into the org and
rationality and control than leaders how they contribute to the org
v Direct willing and unwilling subordinates 4. The relationship between the managers and workers should be
cooperative and interdependent and work should be shared
equally

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Classical views of leadership and management NCM 119
BUREAUCRATIC FUNCTIONS (1922) GREAT MAN/ TRAIT THEORIES
v Max weber (German sociologist) v Was the basis until 1940s
v Studied large scale organizations v The great man theory à some people are born to lead and
v Saw need for legalized, formal authority and consistent rules some are born to be led. Great leaders will rise when the
and regulations for personnel in different positions situation demands

MANAGEMENT ORGANIZATIONS v Leadership skills can be learned, although some individuals

v Henri fayol (1925) have certain characteristics or personality traits that may make
v 7 ACTIVITIES OF MANAGEMENT (Luther Gulick) it easier for them to assume leadership roles!
• Planning, Organizing, Staffing, Directing, Coordinating,
BEHAVIORAL LEADERSHIP STYLES
Reporting, Budgeting v Lewin (1951) and White and Lippitt (1960)
v 5 functions of the management process v 1940-1980
1) Planning à determining course of action AUTOCRATIC OR AUTHORITARIAN
2) Organizing à establishing structure v Characteristics:
3) Staffing à recruiting & preparing staff • Strong control is maintained over the work group.
4) Directing à human resource management • Others are motivated by coercion.
5) Controlling à performance & quality control • Others are directed with commands.

GULICK—ACTIVITIES OF MANAGEMENT • Communication flows downward.

v 7 ACTIVITIES OF MANAGEMENT (Luther Gulick) • Decision making does not involve others.
• Planning, Organizing, Staffing, Directing, Coordinating, • Emphasis is on difference in status (“I” and “you”).
Reporting, Budgeting • Criticism is punitive.
PARTICIPATIVE MANAGEMENT v Productivity is high but creativity, self-motivation and autonomy
v Mark Parker Follett (1926) are reduced
v “The giving of orders” à managers should have authority with, v Often found in large bureaucracies (e.g. armed forced)
rather than over, employees
DEMOCRATIC OR PARTICIPATIVE
HAWTHORNE EFFECT v Characteristics:
v Elton Mayo (1953) and Harvard associates
• Less control is maintained.
v People respond to the fact that they are being studied,
• Economic and ego awards are used to motivate. Others
attempting to increase whatever behavior they feel will
are directed through suggestions and guidance.
continue to warrant the attention
Communication flows up and down.
v Informal & social work groups were factors in determining
• Decision making involves others.
productivity
• Emphasis on we rather than I and U
THEORY X AND THEORY Y • Criticism is constructive
v Douglas McGregor (1960)
v Appropriate for groups who work together for extended
v Managerial attitudes about employees can be correlated with
periods, promotes autonomy and growth in individual workers
employee satisfaction time
v Less efficient quantitatively than authoritative takes more

v X à believe employees are lazy and are indifferent

LAISSEZ-FAIRE, PERMISSIVE OR FREE REIN
v Y à believe employees are happy & self-motivated
v Characteristics:
EMPLOYEE PARTICIPATION • Is permissive, with little or no control
v Chris Argyris (1964)
• Motivates by support when requested by the group or
v Managerial domination causes workers to become discouraged
individuals
and passive
• Provides little or no direction
v Self-esteem and independence must be met
• Uses upward and downward communication between
v Encouraged flexibility and employee participation
members of the group Disperses decision making
THE EVOLUTION OF LEADERSHIP throughout the group
THEORY • Places emphasis on the group
v Great Man theory/trait theories
• Does not criticize
v Behavioral theories
v Can be frustrating and disinterest can occur
• Authoritarian leader
v Highly motivated and self-directed workers
• Democratic leader
v Appropriate when problems are poorly defined, and
• Laissez-faire leader
brainstorming is needed
v Situational and contingency leadership theories
v Interactional leadership theories
v Transactional and transformational leadership
v Full-range leadership theories

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Law of the situation : situation determines pwywm
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Classical views of leadership and management NCM 119

CONTINGENCY LEADERSHIP
v Fielder’s (1967)
v Contingency leadership suggests that no one leadership style is
ideal for every situation.
v The task to be accomplished and the power associated with the
leader’s position were key variables

TRANSACTIONAL LEADERSHIP (BURNS, 2003)

v Traditional manager à day-to-day operations
v Focuses on management tasks
v Is directive and results oriented
v Uses trade-offs to meet goals
v Does not identify shared values
v Examines causes
v Uses contingency reward

TRANSFORMATIONAL LEADERSHIP
(BURNS,2003)
v Manager who is committed, has a vision and is able to
empower others with this vision
v Leads workers to higher level of morals
v Collective empowerment à leader and followers work together
for a shared goal
v Identifies common values
v Is a caretaker
v Inspires others with vision
v Has long-term vision Representation of vision
transformational
to
charisma 5
v Looks at effects
collective trust
build
sense of
mission ↑ 3 Transactional
individual "
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"

cnanenge beliefs
} SO/ n

v Empowers others
>
each # LF
I
search deviation → Meaningful reward on success

zrcorrect × intervene AFTER

KOUZES AND POSNER’S FIVE PRACTICES FOR → laissez-Faire

Emery

EXEMPLARY LEADERSHIP

MICEE

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