UNIT I A.

Leadership
and Management in
Nursing:

Twenty-first-Century
Thinking About
Leadership
MENCHIE P. PALMEJAR, RN,MAN
Presentation of Assignment
Critiquing of the leadership
style of President/Manager
. . . 21st century leaders are less reliant on “how things should be”
and instead approach business challenges and opportunities with
an enquiring mind—one that makes room for new possibilities.
—Shirlaws Pty Ltd

. . . we are not creatures of circumstance; we are creators of

circumstance.
—Benjamin Disraeli

TWENTY-FIRST-CENTURY THINKING ABOUT

LEADERSHIP
New Thinking About Leadership
an Management
The leader-manager’s repertoire for the 21st century
Level 5 Leadership,
servant leadership,
principal agent theory,
human and social capital theory,
emotional intelligence (EI),
authentic leadership,
 quantum leadership, and thought leadership
 Strengths-Based Leadership and
the Positive Psychology Movemen
positive psychology movement
empowerment of workers’ strengths
positive organizational scholarship
successful performance that exceeds the
norm
developing collective efficacy in
organizations.
Rath and Conchie (2008)
30 years of research by the Gallup
Corporation including over 40,000
20,000 interviews with followers to ask
why they follow a leader
effective leaders are always investing in
strengths but that they consciously and
consistently work to use their key strengths
to their advantage rather than putting
significant effort into being better rounded
(Ambler, 2015).
Four Leadership Domains:
Rath and Conchie (2008) 1. Strategic Thinking:
Ambler 2015 2. Influence:
3. Relationship Building:
3. Relationship Building:
what they seek
from their leaders
1. Trust
2. Compassion
3. Stability
4. Hope
DISPLAY 3.1 Assessing Your Strengths-
Based Leadership Skills (Ambler, 2015)
1. Do you have a good 4. Are you building a team that
understanding of your personal compensates for your weaknesses?
strengths and weaknesses?
5. Do you select team members for
2. What are your top three strengths their leadership strengths as opposed
and are you using them on a daily to their knowledge and
basis?
technical expertise?
3. Are you deliberately investing in
your strengths?
Cont. DISPLAY 3.1 Assessing Your Strengths-
Based Leadership Skills (Ambler, 2015)

6. Are you developing your team members’ strengths?

7. What is the level of trust between you and your team?
8. Does your team feel that you care for them on a personal level?
9. Does your team know what to expect from you?
10. Is your team inspired by a positive future?
Level 5 Leadership
Level 1: Highly Capable Individual Leader

Level 2: Contributing Team Member Leader

Level 3: Competent Manager Leader

Level 4: Effective Leader

Level 5: Great Leader

Servant Leadership
New Thinking About Leaders and
Followers
How followers influence the actions of the leader
transformational leadership
potential negative impacts – followers mislead by leaders
Leaders Counteract - by focusing on vision, cultivating truth telling, and making
sure followers feel they can disagree, although this risk can never be fully
overcome.
Principal Agent Theory
interactive leadership theory
not all followers (agents) are inherently motivated to act in the best interest of
the principal
followers may have an informational (expertise or knowledge) advantage over
the leader as well as their own preferences,
Principals then must identify and provide agents with appropriate incentives to
act in the organization’s best interest
Human and Social Capital Theory
Human capital refers to the attributes of a person which are productive in some
economic context,
Human capital can refer to a group’s collective knowledge, skills, and abilities
Emotional Intelligence (EI)
Three mental processes:

Appraising and expressing emotions in the self and others

Regulating emotion in self and others
Using emotions in adaptive ways
Authentic Leadership
Aka. congruent leadership). Authentic leadership suggests that in order to lead,
Leaders must be true to themselves and their values and act accordingly.
it is the leaders’ principles and their conviction to act accordingly that inspire
followers.
Thought Leadership
Which applies to a person who is recognized among his or her peers for
innovative ideas and who demonstrates the confidence to promote those ideas.
Empowerment
Reflective Thinking and Practice
Nimble Felxible and responsive to change
“The need for change arises from the awareness that current practices or
processes aren’t working—that results are not the desired outcomes”
Quantum Leadership
Quantum leadership suggests that the environment and context in which people
work is complex and dynamic and that this has a direct impact on organizational
productivity.
Transition From Industrial Age Leadership to
Relationship Age Leadership
A paradigm shift is taking place early in the 21st century—a transition from
industrial age leadership to relationship age leadership.
Integrating Leadership Roles and
Management Functions in the 21st Century
Contemporary leader-managers, then, are challenged not only to know and be
able to apply classical leadership and management theory but also to keep
abreast of new insights, new management decision-making tools, and new
research in the field.