NCM 119: LEADERSHIP AND MANAGEMENT Page 1 of 2

PRELIM #2: LEADERSHIP THEORIES

2. Democratic Leadership — best style of leadership. Important

LEADERSHIP THEORIES

plans and decisions are made by the team (Participative

- - - -
Leadership).
All nurses are leaders 3. Laissez-Faire Leadership — loose style of nursing leadership.
• You are an expert. (“Let someone do”) — leader does very little planning or
• You are an educator. decision making and fails to encourage others to do it.
• You are an advocate. 1) Autocratic is not considered a good style of leadership due to
• You are a model. one sided style of leadership behavior:
• You are a voice. • A - apathy
• You are a nurse. • B - boisterous speech
Leadership Theories • C - consistency
• D - dominating
• 1940’s to 1990’s
• E - exploitative behavior
• Pre Industrial, 19th century, 20th century, and 21st century
• F - ferocious behavior, to coerce or compel the group to
leadership theories
follow him/her
Great Man Theory 2) Democratic Leadership is considered as the mutual style of
• The Great Man Theory, from Aristotelian philosophy, asserts that leadership
some people are born to lead, whereas others are born to be 5 POWER OF A GOOD LEADER
led. a. Legitimate/Formal/Exclusive Power
• Great leaders will arise when the situation demands it. b. Expert Power
• BORN AS A LEADER c. Referent Power

Trait Theory d. Reward Power

e. Coercive Power
• Focuses on individual characteristics of successful leaders.
• Leaders posses a set of traits which make them distince from C tingency Theory
followers. • In Contingency theory of leadership, success of a leader is a
• Develop characteristics or born with characteristic function of various contingencies in the form of subordinate,
3 TRAITS OF A LEADER task, and/or group variables. The leaders who are very effective
• P - personality at one place and time may become unsuccessful either when
• I - intelligence transplanted to another situation or when the factors around
• A - ability them change.
4 COMMON TRAITS OF A LEADER BY WARREN BENNIS • This helps to explain how some leaders who seem for a while to
THAT HOLD TRUE TODAY have the ‘Midas touch’ suddenly appear to go off the boil and
1) Management of Attention
make very unsuccessful decisions.
2) Management of Meaning
3) Management of Trust Charismatic Theory
4) Management of Self • Becomes a leader because of the charm.
• Charismatic Leadership “Heroic & Inspiring”
Behavioral Theory
WHAT THE THEORY IS
• These theories of leadership are based upon the belief that great • States that if you have charisma you will most likely be a
leaders are made not born. successful leader
• Rooted in behaviorism, this leadership theory focuses on the • “Charm and Grace are all that is needed to create followers”
actions of leaders not on mental qualities or internal states. • “People follow others that they personally admire” (Musser, S.J
• According to this theory, people can learn to become leaders (1987) The Determination of Positive and Negative Charismatic
through teaching and observation. Leadership)
• This behavior approach says that anyone who adopts the HOW IT WORKS
appropriate behavior can be a good leader. • People are drawn to “magnetic” personalities and are more
3 LEADERSHIP STYLES OF BEHAVIORAL THEORY likely to follow those leaders.
1. Autocratic Leadership — unilateral style of leadership. Also • Charismatic leaders are more persuasive and use storytelling to
known as Authoritarian/Dictatorial. catch and keep followers.

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 NCM 119: LEADERSHIP AND MANAGEMENT Page 2 of 2

PRELIM #2: LEADERSHIP THEORIES

Situati al Leadership Theory

• Emphasize the importance of understanding all the factors that
affect a particular group of people in a particular environment.
• It focuses on the task and the follower. (Case to case basis).

Transacti al Leadership
• Leader motivates followers by appealing to their OWN SELF-
INTEREST
• Motivate by means of EXCHANGE PROCESS
• It is a contract for MUTUAL BENEFIT that has contingent reward
• Leader sets goals for employees, focuses on a day-to-day
operations and uses management by exception
• COMPETITIVE, TASK-FOCUSED
• Also known as Exchange Theories of Leadership

Transformati al Leadership Theory

• First introduced by James McGregor Burns in 1978 and
described it as “leadership that occurs when the leader engages
with followers in a way that raises their level of performance and
motivation.”
• The essence of transformational theories is that, leaders
transform their followers through their inspirational nature and
charismatic personalities.
TRANSFORMATIONAL LEADERSHIP THEORY MODEL
• Modeling the way
• Challenging the process
• Enabling others to act
• Inspiring a shared vision
• Encouraging the heart
LEADERSHIP
• Guidance
• Solution
• Goal
• Motivation
• Communication
• Plan
• Vision
• Direction

FLORETE, ZOE REIN ISOBELLE J.|BSN 4

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