Leadership in Nursing

By: Eric F. Pazziuagan, RN, MAN

Do not follow where the path
may lead. 
Go instead where there is
no path and leave a trail.
Harold R. McAlindon
LEADER:
 One who directs others.
 Occupies the chief position

and therefore has the

responsibility to love and care
for his followers.
“Good leaders keep a close
watch on their fellow
workers’ needs”
QUALITIES OF A LEADER:
 Wisdom
 Vision
 Faithfulness
 Caring
 Diligence
 Trustworthy
ROLES OF A LEADER:
 Decision- maker
 Communicator
 Evaluator
 Facilitator
 Risk taker
 Mentor
 Energizer
 Coach
 Counselor
 Teacher
 Critical thinker
 Buffer
 Advocate
 Visionary
 Forecaster
 Influencer
 Creative problem solver
 Change agent
 Diplomat
 Role model
LEADERSHIP:
 Process of influencing the activities of an
organized group in its efforts toward goal
setting and goal achievement. (Stogdill)
 Process of persuasion and example by which an
individual (or leadership team) induces a group
to take action that is in accord with the leader’s
purposes or the shared purposes of all (Gardner)
 Social interaction in which one person influences
others (Merton).
 Vital ingredient that transforms a crowd into a
functioning, useful organization. (Talbott)
NURSING
LEADERSHIP:

 Process whereby a nurse influences

two or more persons to achieve
specific goal in the provision of
nursing care for one or more clients.
 Formula for a successful nurse

manager performance:
 Use of personal traits to constructively and ethically influence
patient, families, and staff through a process where clinical
and organizational outcomes are achieved through collective
efforts.
 A collective function in the sense that it is integrated
synergized expression of a group’s efforts; it is not the sum
of individual dominance and contributions, it is their
interrelationship.
 Occurs when you persuade a person to take an action that is
your mutual best interest.
 Process of influencing the actions of a person or a group to
attain desired objects.
 Concept and process that is capable through interactional
phenomena to influence a group towards goal achievement.
 Process of persuasion and by example by which an individual
induces a group to take action that is in accordance with the
group’s purpose.
 SKILLS: Technical,
behavioural, conceptual
+
VARIABLES: Motivational,
Abilities, Role Calrity
=
SUCCESSFUL NURSE
MANAGER
 REASONS IN THE STUDY OF NURSING LEADERSHIP:

 Rising intensive and specialized areas

in the hospitals.
 Swift in population group.
 Increase in physical facilities and

decrease in nursing personnel in the

hospital.
 Technology and computers.
 Emerging social problems.
5 ELEMENTS OF LEADERSHIP

 Leader: a person performing leadership functions.

◦ Formal
◦ Informal
 Followers: the constituents who are duty- bound to
follow leader’s orders and gives respect to latter.
 Group: includes the leaders and the group members.
 Process: the means, style, formula, policies used by

both leader and his follower for the achievement of a

common goal.
 Goal: the purpose, objectives or reason for

leadership.
 FORMULA FOR EFFECTIVE LEADERSHIP:

Knowledge
Understanding of basic Systematic
of individual’s EFFECTIVE
ingredients use of self
strength and LEADERSHIP
for to get the
weaknesses AND
leadership right things
and potentials. MANAGEMENT
and done at the
manageme right time.
nt.
“Leaders not only know; they
also know how to get
there.”
NURSING LEADERSHIP CAN BE BEST DESCRIBED USING
THE WORD LEADER:

L- lead, love, learn

E- enthusiastic, energetic
A-Assertive, achiever
D- dedicated and serious
E- effective, efficient
R- responsible, respectful
FUNDAMENTAL CONSIDERATIONS FOR EFFECTIVE LEADERSHIP:

A person receiving a communication

understands it.
 This person has the resources to do

what is being asked in the

communication.
 This person believes it is consistent

with the purpose and values of the

organization.
MAJOR VARIABLES IN LEADERSHIP:

 The characteristics of a leader.

 The attitude, needs and other personal

characteristics of followers.
 The characteristics of the organization, such

as its purpose, its structure; the nature of the

task to be performed.
 The social, economic and political milieu. The

personal characteristics required for effective

performance of a leader vary, depending on
the other factor.
TYPES OF FOLLOWERS:
 Alienated: independent and critical yet passive in
their behaviour.
 Sheep: dependent and uncritical; they are being told
by their leaders.
 Yes people: dependent and uncritically reinforce the
thinking and ideas of their leaders with enthusiasm,
never questioning of challenging the leader’s ideas
or proposals; most dangerous to a leader.
 Survivors: least disruptive and lowest risk-
followers; “Better safe than sorry.”
 Effective followers: self- leaders and do not require
close supervision.
4 ESSENTIAL QUALITIES OF EFFECTIVE FOLLOWERS:

 Self- management: thinks for oneself and

works well without close supervision.
 “Before you can lead anyone else, you

must first learn to manage yourself

 Commitment: effective followers are committed

to something beyond themselves.
 “Leadership is not about power. It is not about control.
 It’s about helping to live according to the vision”
  
 Competence and focus: builds competence
and focuses their efforts for maximum
impact.

 Courage: effective followers establish

themselves as independent, critical thinkers,
and will fight for what they believe is right.
ELEMENTS OF LEADERSHIP:

 VISION:
◦ provides a direction to the influence process.
◦ A vision for effectiveness should:
 Appear as simple, yet vibrant, image in the mind
of the leader.
 Describe a future state, credible and preferable
to a present state.
 Appear desirable enough to energize followers.
 Succeed in speaking to followers at an emotional
or spiritual level.
Where there is no
vision, the people
perish.

Proverbs 29:18
“Leaders always have an
eye on the future and
that includes preparing
their organization for its
next leader”
 INFLUENCE
 Ability to obtain followers; any attempt by any
individual to change the behaviour of others.

“When leaders have influence, people begin to

follow them.
When they have respect, people keep following
them.”
 
Kinds of influence:
 Assertiveness: one sends direct messages to others
and is able to stand up for her own rights without
violating others.
 Ingratiation: where an individual makes another feel
important or good before making any request.
 Rationality: convincing someone the merits of a
detailed plan, which is usually supported by
information, reasoning or logic.

“One of a leader’s greatest sources of influence over

their followers is their example”
 
 Blocking: holistic form of influence where an
individual achieves the goal of influencing another
person either with the threat of or the cutting off
from communication or interaction the other
person intended to be influenced.

 Coalition: collective form of influence where a

person get several persons to “back her up” when
making a request.
.
 Sanction: hinged on the promise of punishment
in the case of non- cooperation and reward in
case of acquiescence or cooperation;
behaviour- based.
 Exchange: offering a favour or a personal
sacrifice as an incentive for the performance of
the request.
 Upward appeal: obtaining support from a higher
up to push someone into action
 LEVELS OF LEADERSHIP AS AN ACT OF INFLUENCE:

LEVEL I- POSITION (RIGHTS)

 Territorial rights; protocol; traditional and organizational

charts; the only influence a nurse can have at this level is

that which comes with a title.

LEVEL II- PERMISSION (RELATIONSHIP)

 Based on how well the people know the leader.
 People want to know what motivates their leader and if this

means she will care for them.

 Often lead by intimidation.
 Leaders at this level lead by interrelationship or through

caring concern for others.

LEVEL III- PRODUCTION (RESULTS)
 Purpose of coming together.
 People work together to achieve similar objectives and hope

for the same things.

 
LEVEL IV- PEOPLE DEVELOPMENT (REPRODUCTION)
 Great- leader: empowers others because a leader’s main

responsibility is to develop others.

LEVEL V- PERSONHOOD (RESPECT)

 Only a proven leader may arrive at this level and reap the

rewards that are eternally satisfying.

 The higher the leader goes, the easier it becomes to lead and

the greater the growth.

 It is essential that along with the leader, the other influential

people in the group ascend as well.

AUTHORITY
 legitimate right to give commands, to act in
the interest of an organization; right to direct
other’s obtained through position power.
 “Power has the potential to control the

behaviour of others while authority has the

potential to exert control through the
legitimacy of a managerial position
POWER
 - ability to impose the will of one person or
group to bring about certain behaviours in other
groups
 -ability to efficiently and effectively
exercise authority and control through personal,
organizational and social strength.
 - includes caring practices by nurses
which are used to empower patients; nurses
need power to influence patients, physicians
and other health care professionals, as well as
each other.
 UNDERSTANDING POWER
 -may be feared, worshipped or mistrusted
 -frequently misunderstood
 -appears to be more aligned with male than with female
 GENDER and POWER
 -Some women hold negative connotation of power and
never learn to use power constructively
 -Some women, power maybe viewed as a dominance
versus submission, associated with personal qualities; not
accomplishment and dependent on personal or physical
attributes, not skill
  
SOURCES OF POWER

 1. LEGITIMATE POWER- bestowed upon a leader by a

given position in the hierarchy of an organization
 2. REWARD POWER- derived from the manager’s ability
to give rewards to her subordinates for compliance with
her orders or request
 3. COERCIVE POWER- leader’s ability to punish
subordinates for non-compliance with his directives;
holds rewards or even create an untenable working
conditions
 4. EXPERT POWER- special abilities or skills unique to the
leader; ability to influence others through the possession
of knowledge or skills that are useful to them.
 5. INFORMATION POWER- being well-informed and up-to-
date; power comes from knowledge and access to information
 6. REFERENT POWER- based on relationships and
connections; attracts others and build loyalty; based on
charisma and interpersonal skills of the power holder; shown
in two forms:
 a. it can be based on certain attractiveness or
appeal of one person to another
 b. it may also be based on a person’s connection
with another powerful individual
 7. SELF-POWER- the power a person gains over his or her
own life and maintains that this power that comes from
maturity, ego, integration, security in relationship and
confidence in one’s impulse.
TYPES OF POWER SOURCE

 REFERENT association with others

 LEGITIMATE position
 COERCIVE fear
 REWARD ability to grant favors
 EXPERT knowledge and skills
 CHARISMATIC personal
 INFORMATIONAL the need for information
 SELF maturity, ego, strength
SOURCES OF PERSONAL POWER

 1. Taking good care of yourself

 2. Eat a well-balanced diet
 3. Rest. Relax. Exercise
 4. Develop relationship
 5. Develop hobbies and interest.
 6. Have fun.
 7. Develop and focus your goal.
 8. Recognize priorities.
 9. Be assertive.
 10. Learn how to collect and review accurate information
 11. Be a proactive decision-maker
 12. Expand your personal resources by broadening your skill base and
continuing education
 13. Show up to do networking and develop potential alliances and

coalitions
  
KEY FACTORS THAT CONTRIBUTE TO ONE’S POWER
IMAGE

 SELF-IMAGE -thinking of oneself as powerful

and effective
 GROOMING and DRESS -well-groomed hair; appropriate
make up; clothing and appearance that are neat, clean and
appropriate to the situation
 GOOD MANNERS - treating people with courtesy and
respect
 BODY LANGUAGE - good posture, gestures that avoid
too much drama, good eye contact and confident movement
 SPEECH - a firm confident voice, good
grammar and diction, an appropriate vocabulary and
good communication skills
  
STRATEGIES FOR DEVELOPING A POWERFUL IMAGE

 -Self-image
 -Grooming and dress
 -Speech
 -Body language
 -belief in power as positive force
 -belief in value of nursing to society
 -career commitment
 -continuing professional education
Additional Power Strategies

 -Be honest
 -always be courteous
 -smile whenever appropriate
 -accepts responsibility for and learn from them your
own mistakes
 -be a risk taker
 -win and lose gracefully
 -learn to be comfortable with conflict and ambiguity
 -develop the ability to take constructive criticism
gracefully
 -always follow through on promises
  
RESPONSIBILITY
–corresponding obligation to the assigned task;
authority granted must equal the assigned
responsibility
  

 2 CATEGORIES of RESPONSIBILITY

  

 1. INDIVIDUAL RESPONSIBILITY- proficient in job;

responsible for their actions; assume when one

accepts a position in the organization
 2. ORGANIZATIONAL RESPONSIBILITY- collective

organizational accountability and include how well the

department perform their work
ACCOUNTABILITY
 answer the results or outcomes of her
actions and decisions in her work;
 flows upward in the organization;
 final act in the establishment of one’s

credibility;
 rewards in good performance, as well as

discipline in poor performance

BEHAVIOURS of LEADERS

 1. PASSIVE or NON-ASSERTIVE- feels self-

pity and is lacking self-worth; acts
apologetically; easily dominated by others
and speaks hesitantly, softly refusing to look
at others when talking; allows others to
choose and does not achieve desired goals 
 
 2. AGGRESSIVE BEHAVIOR- talks loudly on
every subject, depreciates others remarks and
has shown, insensitivity to the feelings of
other people; disregard other people’s rights;
propensity to point a finger and says “you”
frequently; dictate the action of others and
achieve desired goals by hurting others
  
 3.ASSERTIVE BEHAVIOR- midway between
passive and aggressive; express opinions and
beliefs without infringing on or belittling the
right or belief of others; refused to be
dominated and manipulated; feel good about
their self and others
 THAT’S WHAT WE OUGHT TO BE
 
We are moulded uniquely by the Potter’s hands
Took a life in college with hardships like countless sands
Of all those RRs, NCPs, and LFDs
We became more than we thought we can ever be

In the near future, we’d be out somewhere

Applying all what we have learned
Teaching and caring for the sick and the needy
Just what we’ve learned from our dear HTU

To be compassionate, loving and over understanding

Guided by the God’s will we are we’re planning
And living a good Christian leader and nurse’s life
Both locally and globally

That’s what we’re all ought to be!

 From the Orange Group

STYLES OF LEADERSHIP:
Autocratic Leadership
◦ Directive or bureaucratic
◦ Most extreme; uses coercion in the exercise of
power
◦ High concern for task accomplishment but low
concern people who performs this task.
◦ No confidence or trust to subordinates.
◦ Subordinates do not feel free to discuss their job
with their supervisors.
◦ Seldom gets ideas and opinions form subordinates
in solving work problems.
◦ In nursing, gives orders and expects adherence to
policies and procedures.
◦ Subordinates are expected to follow without
questions.
◦ Provides strong motivation and
psychological regard to the leader.
◦ Most effective in crisis situation when
highly specialized skills are required and
options for activities are limited.
◦ Used to bring order out of chaos.
◦ Sometimes called “centric”
◦ Workers fear the leader
◦ Communication flows downward
◦ Emphasis is on the difference in status (I
and You)
Democratic, Participative, or
Consultative Leadership
◦ People- oriented
◦ Focuses on human aspects and builds effective
teamwork.
◦ Interaction between leader and subordinates is
open, friendly, and trusting.
◦ Collaborative spirit and joint effort exists.
◦ Group participation in decision- making.
◦ Open communication prevails.
◦ Leader consults subordinates to in solving problems
and work- related decisions are made by the group.
◦ “consultative” style of leadership
◦ Performance standards exist to provide
guidelines and performance appraisal.
◦ “radic” leader because he/ she radiates out
to encompass the needs of others
◦ Economic and ego awards are used to
motivate.
◦ Communication flows up and down.
◦ Criticism is constructed.
◦ Emphasis on “we” rather than “I” and “You”
Permissive, Ultraliberal or Laissez- Fare Style of
Leadership
◦ “let alone” style of leadership
◦ Leader who is appointed manager abdicates leadership
responsibility and leaves workers without direction,
supervision, or coordination.
◦ Workers lack central direction and control.
◦ Free- rein leader avoids responsibility by relinquishing
power to subordinates.
◦ Permits followers to engage in managerial activities such
as decision making, planning, structuring the organization,
setting goals, and controlling the organization.
◦ Leader is ultraliberal.
◦ Effective in highly motivated professionals like those in
research, where independent thinking is rewarded.
◦ Not useful in organizations that are highly structured
such as the healthcare delivery system where
organization and control form the baseline of the
organization.
◦ Kind of leader is permissive with little or no little or no
control, motivates by support when requested by the
group or individuals, puts emphasis on the group, does
not criticize, disperses decision making within the
group, and provides little or no direction at all.
◦ Motivation by support when requested by the group or
the individual.
◦ Communication upward and downward flow among
members of the group.
◦ Decision making dispersed throughout the group.
◦ Emphasis on the group.
◦ Criticisms withheld.
. BUREAUCRATIC

 -Nurse leader manages “by the book”

 -everything must be done according to procedure or
policy
 -highly structured; systematic control of superior
 -members are methodologic and disciplined; they are
expected to be competent and responsible
 -climate of rules; clear division of labor; standardized
 -systems of procedures; written specification; memos
and minutes
 -bureaucratic nurse leader and manager- more of a
police officer than a leader
  
 -this style can be effective when:
 a. routine tasks are performed
 b. certain standards or procedures are to
be understood
 c. employees are working with dangerous
or delicate equipment that requires a definite set
of procedures to operate
 d. safety or security training is conducted,
and
 e. employees are performing tasks that
require handling cash
LEADING
 To guide, to go before or show the way.
 Leadership in nursing is necessary to guide

nursing personnel to a specific goal, that is, the

provision of quality nursing care to their patient.
 The art of developing people.
 Leadership activities:

◦ Directing which is actuating efforts to accomplish

goals
◦ Supervising or overseeing work of employees
◦ Coordinating or unifying personnel and services
among others.
 In LEADERSHIP
 SUCCESS is SUCCESSION
 If someone coming along behind me is not
 Able to take what I have
offered and built on it
 Then I have FAILED in my responsibility to the

NEXT GENERATION
 LEADERSHIP ROLES
 Top ---------------------- Administrator

 Middle ------------------ Supervisors/

Clinical Coordinators/ Clinical managers

 First Line -------------- Head Nurses/

Senior Nurses

 Operational level----- Staff Nurses/ Nursing

attendants
 Administrators: over-all
planning and setting up
of objectives, developing
and scheduling
programs, budget
proposals, and
establishment of
policies.

 Supervising nurse:
managing nursing care
and services in two or
more nursing units.
 Head nurse/ senior nurse: management and
supervision of a particular nursing unit
◦ Connecting link between the staff nurses and the higher
management
◦ Oversees the technical and interpersonal skills of his staff
and coordinate the services and activities through daily
rounds, reports, referrals, and review of the patients’
nursing care plans.

 It is the manager’s duty to:

◦ Ensure that all activities in his nursing unit are going on
smoothly
◦ The patients’ welfare is promoted and protected
◦ Employees adhere to established standards and procedures
◦ Proper work flow is facilitated
LEADERSHIP QUALITIES
 A leader possesses a striking personality and is
energetic.
 A leader possesses a sense of purpose and
direction. A leader knows his own personal
objectives and those of the group. He is able to
set goals and move towards the direction.
 A leader has the power of ready speech. He is
able to communicate in both written and spoken
language.
 A leader is enthusiastic about the purpose of the
group and devoted to its cause.
 A leader has keen insight into the human nature
of people. He has faith and trust in the people he
leads.
 A leader displays courage and persistence even
in the face of opposition.
 A leader is decisive. He uses independent
judgment and does not hesitate to consult
others when needed.
 A leader is cheerful and even- tempered.
 A leader shows technical mastery that inspires
others to do above average performance in their
jobs.
 A leader is intelligent, versatile and has a keen
sense of humor.
 A leader has moral vision, integrity, and
idealism.
LEADERSHIP SKILLS
Skills in personal behaviour

◦ Sensitivity to the feelings of others

◦ Identification with the needs of the
group
◦ Acceptance of people’s suggestion
rather than criticizing or ridiculing them
◦ Helping others feel important and
needed
Communication skills

◦ Ability to listen attentively to

the opinion of others
◦ Establish positive
communication within the
group
◦ Make sure everyone
understands what are
expected of them
◦ Getting feedback from
followers and recognizing
that everyone may have
important contributions to
make.
Organization skills

◦ Willingness to assist the

group in making short-
and long- range plans
and objectives
◦ Share responsibilities
and opportunities
◦ Implement plans, follow
up and evaluate results
◦ Participate in problem
solving
Skills in self analysis

◦ Awareness of personal
motivations, of own
strengths and
weaknesses, and
willingness to improve
them.
◦ Assisting the group in
recognizing and utilizing
Filipino values essential
to caring for their
patients.
ESSENTIAL QUALITIES OF NURSE
LEADERS
The nurse leader should have:
 Intellectual, technical and

administrative skills
 Integrity, honesty, ability to work with

others
 Tact and emotional stability
 Ability to win the support and loyalty of

fellow workers; and

 Good human relationships with co-

workers
THEORIES OF LEADERSHIP
SITUATIONAL THEORIES
◦ Leader behaves according to a given situation
which may vary from one setting to another.
◦ Considers a person’s qualities and motivations, the
role expectations of the group, and the social
forces at work such as the external factors that
bring forth the leadership potential.
◦ Situational or “contingency” style of leadership is
one in which the leader’s style matches the
situation and needs.
◦ In the work situation, the manager’s leadership
style and expectations, and the follower’s
characteristics and expectations blend together
and form a productive combination.
Five kinds of leaders:
 The natural leader who becomes a leader in spite of himself/
or herself.
 Does not seek the role but the group thrusts upon him/ her by the
tide of events.
 The charismatic leader who is an authentic hero in the eyes of
his/ her followers.
 To the, he can do no wrong; he inspires people to make sacrifices
for the cause they represent.
 The rational leader who is consistent and persistent in what
he thinks is right.
 The consensus leader who is perceived to be accepted by all.
 The leader who dominates by force or fear.
 Ruthless in suppressing opposition.
 Does not reign long (contains within the seeds of self destruction).
TRAIT THEORY

◦ Based on the belief that leaders are born

with certain qualities that properly develop
to enable them to be successful leaders.
◦ Leaders are gifted with certain qualities
that are developed and which show in their
ability to get along well with people and
persuade them to a course of action.
◦ They have forceful personalities, possess
integrity, and are efficient in work.
◦ Categories of traits:

 Physical characteristics: age, built, height and

weight bearing
 Background information: education, social status,
experience
 Intelligence: knowledge, judgement, ability
 Personality: decisiveness, authoritarianism,
extroversion, alertness, aggressiveness,
enthusiasm, independence, self- confidence.
 Task- oriented characteristics: persistence,
responsibility, achievement need, initiative
 Social characteristics: supervisory activity,
popularity, prestige, tact, diplomacy
INTERACTIONAL THEORY

◦ Leadership behaviour is
generally determined by the
leader’s personality and the
specific situation.
◦ To be successful, the leader
must diagnose the situation and
select appropriate strategies
from a large repertoire of skills.
BEHAVIORAL THEORIES
◦ Concerned with what leaders did and
act than who the leader is.
◦ The actions of the leaders and not
their mental qualities or traits make
them leaders.
◦ Based upon the belief that great
leaders are made, not born.
THEORY Z (by Ouchi)
◦ Enlarges upon Theory Y and the democratic
approach to leadership.
◦ Has a humanistic viewpoint and focuses on
developing better ways of motivating
people.
 Collective decision making
 Opinion of all members are taken
 Everyday problems are discussed through
problem- solving groups called quality circles.
 They are encouraged to identify and resolve
problems faced by the organization.
 Long- term employment
 Employees are employed by only one
organization during the entire career.
 They work in various organization to
understand how other departments
work.
 It fosters commitment and loyalty to the
company.
 Slower promotion
 Allows time for the evaluation of the
employee’s long- time contribution to
the organization.
 Indirect supervision
 Supervision is subtle
 Workers become part of the organization’s
culture and are intimately familiar with its
philosophy, values and goal.
 The employee becomes elf- directed.
 Holistic concern
 Trust, fair treatment, strong commitment to the
organization, and loyalty are all characteristics of
Theory Z.
 The company considers the employees as a
whole, taking note of their health and well-
being, as well as their performance as workers.
TRANSFORMATIONAL
LEADERSHIP
◦ Burn’s concept (1978) of leader- follower
interaction is raised to higher levels of
motivation and morality.
 Identified this concept as transactional
leadership along with two types of leaders
in management:
 Transactional leaders: traditional manager
concerned with the day-to-day operations
 Transformational leader: has a vision, is
committed, and has the ability to empower
others to share that vision
◦ Transactional leaders focus on management tasks.
 Caretakers who use trade- offs to meet goals.
 Do not identify shared values, do not examine
causes, and use contingency reward.
◦ Transformational leaders
 Identify common values, are committed, inspire
others with a long-term vision, look at efforts, and
empower others.
◦ Tyrell (1994) identifies VISIONING as a mark of
transformational leaders.
 “Nurses at all levels are expected to demonstrate
visionary leadership that sets direction for nursing
practice creating a picture of an ideal future.”
◦ Based on trust, the leader and the followers become
united in purpose thereby creating unity, wholeness,
and environments that enhance change brought by
creativity and innovation. (Wolf, et. al.)
 Shared environment be maintained to develop and
support transactional, transformational leadership
skills among its employees.
◦ “Vision is the essence of transformational leadership.
It implies the ability to picture some future state,
sharing with others, that they too, may share that
dream.” (Marquiz and Huston, 2006)
◦ It is equally important that leaders recognize and
manage their failings because it is only then that
leaders can achieve greatness (Kellerman, 2004)
LEADERSHIP VS. MANAGEMENT
 The manager is the person who
brings things about; the one who
accomplishes’ has the
responsibility, and conducts.
 A leader is the person who

influences and guides direction,

opinion, and course of action.