Leadership and

Management in
Nursing
Presented by: Edelrose D. Lapitan
BSN 4-C
 A.
Concepts of
Leadership
and Management
 LEADERSHIP
(Valiga and Grossman)
 The process of envisioning a new and better world
through
- communicating that vision to others
- motivating others and enticing them to join in
efforts to realize the vision
- thinking in a different way
- challenging that status quo
- taking risks
- and facilitating change
MANAGEMENT
(Garrison, Morgan, and Johnson)
 Five-step process
Comprises planning
Organizing
Directing
Coordinating
Controlling
LEADERSHIP VS MANAGEMENT
Art of Influencing Organization-focused

Group-focused Delegated authority

Challenge the status Accept status quo

quo

Do the right thing Do the thing right

 B.
LEADERSHIP
THEORIES
 EARLY LEADERSHIP THEORIES
Aristotle
GREAT MAN THEORY
• leaders were men and all were
great
• leadership roles were determined
by their genetic and social
inheritance.
J.M. Burns Mary Parker Follet, Hershey,
TRAIT THEORY
• there was no standard list
that fit everyone or that
could be used to predict
or identify who was or
could be an effective
leader.
Blanchard & Fred Fiedler
SITUATIONAL OR
CONTINGENCY THEORIES
• embodied the idea that the
right thing to do depended on
the situation the leader was
facing.
 CONTEMPORARY LEADERSHIP THEORIES
James McGregor Burns
TRANSFORMATIONAL
THEORY
• the true nature of leadership is not
the ability to motivate people to
work hard for their pay but the
ability to transform followers to
become more self-directed in all
they do.
Wheatley
NEW SCIENCE
LEADERSHIP
• think about leadership in a
way that reflects naturally
occurring events: free-
flowing, dynamic, and
accepting of an anything-
can-happen philosophy.
 C.
MANAGEMENT
THEORIES
 EARLY MANAGENT THEORIES
TRADITIONAL MANAGEMENT THEORY
SCIENTIFIC GENERAL ADMINISTRATIVE BUREAUCRATIC
MANAGEMENT
Frederick Winslow Taylor (EMT)
• His principles included the ideas that:
1. a worker’s job could be measured with
scientific accuracy;
2. workers’ characteristics could be selected
scientifically and could be developed to
investigate the causes of and solutions to
work problems;
3. productivity would be improved through
scientific selection of and progressive
development of the worker; and
4. there should be continuing cooperation of
5. management and workers
THEORY MANAGEMENT
Max Weber (EMT)
Henri Fayol (EMT)
• Five overriding concepts:
• The ideal bureaucracy
1. Prevoyance, or the includes the concepts of
anticipation of the future and the division of labor, authority
development of hierarchy, formal selection,
a plan of action to deal with it;
2. Organization of people and formal rules and regulations,
materials; impersonality, and career
3. Command of the activity among orientation.
personnel;
4. Coordination of the parts of the
organization into a unified whole; and
5. control through application of rules
and procedures.
CONTEMPORARY
MANAGENT BEHAVIORAL MANAGEMENT MOVEMENT
THEORIES Elton Mayo (CMT)
• management must be concerned with preserving the dignity of
the workers, demonstrating appreciation for their
accomplishments and, in general, recognizing workers as social
beings with social needs

Theory X and Y (CMT)

Douglas McGregor
• Theory X suggests that, without active intervention by management, workers would be
passive and nonproductive in their roles in the organization.
• Theory Y assumes that the desire to work is just as natural as the desire to play or rest, that
external control and threat or punishment are not required to achieve organizational
objectives because workers are self-motivated, and that the capacity to work creatively to
solve problems is widely distributed in the workforce.
 Book
Nursing Leadership and Management
Theories Process and Practice
REFERENCES Page 27-45