A Written Report on

Leadership Theories

In Partial Fulfillment of the

Requirements of NCM 219
Nursing Leadership and Management

Submitted to:

Maria Febe F. Libre, RN, MN

Clinical Instructor

Submitted by:

Alyssa Beatrice Caryl F. Espineli, St. N

BSN 4L

September 26, 2022

Criteria for Written Report: Criteria for Oral Report:

Promptness: __/10% Knowledge of the subject matter: __/40%
Content: __/60% Organization: __/20%
Neatness: __/10% Delivery: __/10%
Format: __/10% Appearance/Poise/Composure: __/10%
References: __/10% Strategy/Methodology: __/20%
Total: __/100% Total: __/100%
 I. SESSION PLAN

NCM 219: Nursing Leadership and Management

Lesson 4: Leadership Theories (Continuation)

Overview Good leadership is a desirable attribute in many

professions, but it is a fundamental requirement for
nurses. Even when no one else can, the best nurses can
step up and take command of a situation. They have the
intelligence to recognize what changes are required and
the commitment to implement those changes as
seamlessly as feasible.

Objectives At the end of the 25-minute lecture, the BSN 4L students

will be able to:
a. Enumerate the leadership theories
b. Discuss the importance of leadership theory in
nursing
c. Define the leadership theories in their own words
Methodology Lecture-Discussion
Question and Answer
Estimated Time 25 minutes
Advance Preparation • Internet Connection: Globe Wi-Fi
• Gadgets: Laptop
• Materials: Laptop Charger
• Content: PowerPoint slides

Teaching – Learning Process

TOPIC/TIME METHODS/ACTIVITES
Rationale • Introduce self and greet the students
(2 mins) • Briefly explain leadership theory and introduce the
different theories
• explain the importance of the leadership theories in
nursing
Overview and Objectives • Present the session and objectives
(3 mins) • Ask one (1) student to identify the first five (5)
leadership theories that was discussed by the
previous reporter
 Presentation Lecture/Group Discussion
(15 mins) • Define leadership theory
• Leadership Theories
o Interactional
o Charismatic
o Transformational
o Transactional
o Contingency
Exercise Oral Recitation
(3 mins) • Call one (1) student to identify one (1) leadership
theory and explain it in their own words
• Call one (1) student and identify the best
leadership theory for Nursing
Synthesis • Ask one (1) student to share his/her learning
insights about the session
• Link the session to the next session, Leadership
Styles
Prepared by:

Alyssa Beatrice Caryl F. Espineli, St. N

II. INTRODUCTION AND OBJECTIVES

Introduction

Leadership theory is a method of interpreting events that occurred in the nursing

environment. They aid in the organization and interpretation of complicated ideas, as well
as the provision of potential answers to common problems. Effective leadership theories
can be quite beneficial to nurses who want to become better managers. They not only
provide ideas for how to deal with each individual team member, but they also assist you
in determining which situations benefit from letting go and which require a firmer presence.

Effective clinical leadership has continually been highlighted as an essential

component in clinical settings to provide quality care and healthy workplaces. The
relevance of strong leadership is becoming more obvious within health care. In this
session, the remaining 5 theories will be discussed and help us understand how a nurse
can be a leader. These leadership theories are Interactional Theory, Charismatic Theory,
Transformational Theory, Transactional Theory, and Contingency Theory

At the end of the 25-minute lecture-discussion, the BSN 4L students will be able to:
a. Enumerate the leadership theories
b. Discuss the importance of leadership theory in nursing
c. Define the leadership theories in their own words
III. CONTENT
Interactional Theory
Interactional leadership theory acknowledges that a leader’s behavior is
determined by their own personality and the situation in which they find themselves.
To be effective, a leader must assess the situation and choose the best course of
action from a wide range of available options. Leadership effectiveness, according to
Hollander, requires the ability to use the problem-solving process; maintain group
effectiveness; communicate well; demonstrate leader fairness, competence,
dependability, and creativity; and develop group identification.

Charismatic Theory
According to Max Weber, charisma is applied to a certain quality of an individual
personality by virtue of which he is set apart from ordinary men and treated as
endowed with supernatural, superhuman, exceptional powers or qualities.
Charismatic leadership is a trait-based leadership philosophy in which leaders operate
as visionaries inspired by their convictions and use their charm and persuasiveness
to motivate their followers to strive toward a common vision. These charismatic
individuals serve as role models and demonstrate extraordinary attributes that inspire
followers' commitment and determination to effect change. Leaders can instill a great
sense of trust in their followers.
Characteristics of a Charismatic Leader
• Forward-thinking goal setting
• Articulation
• Ability to tap into people’s emotions
• Openness to taking risks
• Clear vision
• Utilization of unconventional behavior
• Grace under pressure
• Sensitivity to their environment and the needs of the team
• Strong engagement skills
Transformational Theory
James MacGregor Burns (1978) first introduced the concept of transforming
leadership in his descriptive research on political leaders. Transformational leadership
is a leadership theory in which a leader collaborates with followers to identify essential
changes, create a vision, and implement the change with a group of highly committed
followers. It arose as a key leadership style that bridged the gap between the duties
of leaders and followers. Transformational leaders are thought to harness the potential
and motivations of their followers to help the team achieve its goals. The style
demonstrates that leadership is distinct from power since it is closely linked to the
needs of the followers. It means that the leader does not act because of the power
given upon him by his position as leader. He acts in the best interests of his followers,
seeking to collaborate with them to achieve the defined objective.
Four Elements of Transformational Leadership
• Individualized Consideration
o the degree to which the leader attends to each follower's needs, acts
as a mentor or coach to the follower and listens to the follower's
concerns and needs. The leader gives empathy and support, keeps
communication open and places challenges before the followers.
This also encompasses the need for respect and celebrates the
individual contribution that each follower can make to the team. The
followers have a will and aspirations for self-development and have
intrinsic motivation for their tasks.
• Intellectual Stimulation
o The element motivates followers to be creative and innovative. It also
challenges followers' behavior by introducing principles and beliefs
that individuals are required to adhere to. Followers are able to think
independently about issues concerning their organization. They are
given the ability to think independently and come up with fresh
solutions to challenges that may arise. The leader may inspire
followers to come up with solutions to help fix a problem that has
arisen in the organization.
• Inspirational Motivation
o This characterizes leaders that motivate and inspire their followers
to participate in the organization's vision and mission. Leaders push
employees to better their self-interest and ideals. Such leadership
motivates employees to act in ways that are in the best interests of
the organization.
• Idealized Influence
o It is an emotional component of leadership describing how leaders
act as strong role models for followers. Followers admire the
character and behavior of the leaders, and they are out to imitate
them. Such leaders are known for possessing the highest moral and
ethical standards

Transactional Theory
The transactional style of leadership was first described by Max Weber in
1947 and then by Bernard Bass in 1981. This style is most often used by the
managers. Transactional leadership involves motivating and directing followers
primarily through appealing to their own self-interest. The power of transactional
leaders comes from their formal authority and responsibility in the organization. The
main goal of the follower is to obey the instructions of the leader. The style can also
be mentioned as a ‘telling style’. The leader believes in motivating through a system
of rewards and punishment.
Contingency Theory
The Contingency Theory of leadership or Fiedler’s Contingency Model was created
by Fred Fiedler in the mid-1960s. He stated that effective leadership is dependent on
the situation at hand. Essentially, it is determined by whether an individual's leadership
style is appropriate for the situation. This theory holds that a person can be an effective
leader in one situation and an ineffective leader in another.
Fiedler believed that the appropriate leader should be picked for each task based
on their skill set and the situation's requirements. Each leader must first identify their
natural leadership style to effectively match leaders with situations. Then they must
assess whether their leadership style is appropriate for the situation. He determined
a leader’s ability to succeed with these factors: Leadership Style and Situational
Favorableness.
• Leadership Style
Fiedler developed a scale called the Least Preferred Coworker (LPC).
This scale asks you to describe the coworker you least prefer to work with. The
more positively you rate your least preferred coworker across a range of factors,
the more relationship-oriented you are. The lower the rating on the same
criteria, the more task-oriented you are.
Relationship-oriented leaders are great at building relationships,
facilitating team synergy, and managing interpersonal conflict. Task-oriented
leaders tend to be skilled at organizing projects and teams to accomplish
tasks efficiently and effectively
• Situational Favorableness
Next step is to assess the situation at hand. In situational leadership, it
states that every situation requires a different kind of leadership and a specific
type of leader. The favorably of a situation depends in how much influence and
power you have as a leader. Situational favorableness is determined by these
variables: Leader – member relations, task structure, and position power
▪ Leader – Member Relations
Measures how your team trusts you. Greater trust increases the
favorableness of the situation, and less trust reduces it.
▪ Task Structure
refers to the clarity of the tasks required to complete a project .
Higher task structure results in a more favorable situation. The more
clear-cut and precise tasks are, the higher the situation’s task
structure—whereas the vaguer they are, the lower the situation’s task
structure.
 ▪ Position Power
This is defined by your authority, which is the ability to reward or
punish your subordinates. As one could anticipate, having more
authority makes the situation more favorable.
Using the Model
Step 1: Identify your Leadership Style

You can now calculate your LPC score by totaling all the numbers you circled.
You can interpret your score as follows:

• 73 and above: You are a relationship-oriented leader.

• 54 and below: You are a task-oriented leader.
• Between 55 and 72: You are a mixture of both and it’s up to you to
determine which style suits you the best.

Step 2: Understand your Situation

 To understand the situation, you are facing answer the following questions:
• Is trust with your team high or low (member relations)?
• Are tasks vague or clear-cut and well understood (task structure)?
• Is your authority low or high (position power)?
The easiest way to do this is to score each answer from 1 to 10, with 10
representing the highest value.

Step 3: Find the Right Leadership Style

Note that the red line in this diagram represents task-oriented leaders, and the
yellow line represents relationship-oriented leaders. In general, you can see that when
situations are highly favorable or highly unfavorable the task-oriented leader is most
effective. It is only in the middle area, where situational factors are mixed, that the
relationship-oriented leader is most effective.
IV. EXERCISE
a. Call one (1) student to identify one (1) leadership theory and explain it in
their own words
b. Call one (1) student and identify the best leadership theory for Nursing

V. SYNTHESIS
To be an effective, we must possess the qualities of being a leader to have
a strong relationship with your team. To conclude this session, the Interactional
Theory depends on the leader’s personality and the situation he/she is in. The
Charismatic Theory motivates the team with their charm and persuasiveness. In
Transformational Theory, the leader should collaborate with the members to
identify the problem and create a vision to achieve the goal. Transactional
leadership motivates and encourage the members to their best interest. And lastly,
 Contingency Theory is determined the leadership style is appropriate to a certain
situation.
VI. REFERENCES

Campos, A. (2020, November 5). Transformational Leadership Theory. Sites at

Penn State. Retrieved September 20, 2022, from
https://sites.psu.edu/leadership/2020/11/05/transformational-leadership-theory/

Fiedler's Contingency Theory of Leadership - with Examples. (n.d.). Expert

Program Management. Retrieved September 19, 2022, from
https://expertprogrammanagement.com/2018/11/fiedler-contingency-theory/

Marquis, B.L. & Huston, C.J. (2015). Leadership Roles and Management
Functions in Nursing Theory and Application. 8th Edition Wolters Kluwer Health.
Retrieved on September 20, 2022

What Is Charismatic Leadership? (2021, March 23). Western Governors University.

Retrieved September 20, 2022, from https://www.wgu.edu/blog/charismatic-
leadership2103.html#close