Theories and Principles of Nursing Leadership and

Management

Student name: ESSA AHMED ALHIQWI

ID: 2220008208

Dr : Salma Mohammed
 Learning Objectives

At The end of the presentation you will be able to:

 Define the terms of theory, management, and leadership.
 Understand the differentiate between leadership and
management.
 Discuss the classification of theories and style of leadership
and management.
 Discuss the various principles of management.
 Describe the leadership and management for nursing future.
 Discuss the integration leadership and management.
Outline
 Introduction.
 Define the terms of:
 Theory
 Management.
 Leadership.
 Differentiate between leadership and management.
 Classification of theories and style:
 Theories and style of leadership.
 Theories and style of management.
 Various principles of management.
 Integration leadership and management skills.
 Leadership and management for nursing future.
 Summary.
 References.
Introduction

 The relationship between leadership and management continue to

prompt some debate, although the literature demonstrates the
need for both .
 leadership is viewed by some as one of managements many
functions; others maintain that leadership requires more complex
skills than management and that management is only one role of
leadership; still others delineate between the two
 Management is efficiency in climbing the ladder of success;
leadership determines whether the ladder is leaning against the
right wall.
Definition of terms

Definition of theory

 Theory is an explanation for how or why something

occurs.
leadership

 Leadership is a process by which a person influences others to

accomplish an objective and directs the organization in a way that
makes is more cohesive and coherent.
 Leadership is the process of persuasion and example by which an
individual (or leadership team) induces a group to pursue
objectives held by the leader or shared by the leader and his or
her followers.
 Leadership is a process by which one individual influences others
toward the attainment of group or organizational goals.
Management

 The manager in which a work is operated, supervision and

execution of management policies.
 Management is concerned with the execution of the plans
through direction and guidance of employees to attain the
predetermined objectives.
 Management is the process of working with and through
others to achieve organizational objectives in a changing
environment.
The differences between management and leadership

The words management and leadership are often used

interchangeably. For starters, they are not. They are the
same, but different, and it is important to understand
the difference for three reasons:
 To clarify roles and responsibilities
 Helping managers to successfully transition to
leadership positions
 To build a leadership path
Differences between management and leadership
Differences between management and leadership
Theories and style of leadership

leadership style

 Leadership style of behavior used by a leader in attempting to

influence group members and make decision regarding the mission,
strategy, and operations of group activities.
 Leadership style is a manner and approach of providing direction,
implementing plans and motivating people.

Style of leadership:
1. Authoritarian ( Autocratic ) style
2. Democratic style
3. Fair style
4. Multicritical
5. Transformational.
6. Transactional.
 Leadership Theories

 Since strong management skills have been of more historical value

than strong leadership skills, the scientific study of leadership did
not begin until the 20th century. To better understand leadership, it
is necessary to consider how leadership theory has evolved over the
past century.

 Eras of leadership theories:

 The Great Man Theory.
 Trait Theory (1900-1940).
 The Behavioral Theory (1940-1980).
 Contingency theory (1950-1980).
 Interaction theory (1970 - present).
 Transactional Theory
The great man theory

 "Leaders are born, not made."

 Some are born great, others have achieved greatness, and some are
shrouded in greatness.
 The great man theory in Aristotelian philosophy asserts that people are
born to lead while others are born to lead.

Trait leadership theory

 It is assume that some people have certain characteristics (charisma) or

personality traits that make them better leaders than others.
 Contemporary opponents of these theories argue that leadership skills
can be developed, and are no necessarily inborn
Behavioral Theories (1940-1980)
 They reflect the introduction to a new era which concerned with
human relations.
 A major breakthrough occurred when lewin (1951) and white and
lippitt (1960) isolated common leadership style these style called
authoritarian _democratic and laissez –faire

Emergency driving or situational driving

 These focus on particular variable related to the environment that

might determined best suited for the situation according to these
theory no leadership style is best in all situation .
 Situational theories propose that leader choose the best course of
action based upon situational variables. Appropriate for some decision
making.
Interactive theories

 This theory is that leadership behavior is generally determined by the

relationship between the leader's personality and the specific situation.
 Schein developed a model of humans as complex beings whose working
environment was an open system to which they responded.
 A system may be defined as a set of objects, with relationships between
objects and between personal attributes.
 A system is considered open if it exchanges matter, energy, or information
with its environment.
Management theories and style

 Management: The process of leading and directing all or part of an

organization, often business, through the deployment and
manipulation of resources.
 Management science: Like nursing, a theoretical base has been
developed from many disciplines, such as sociology - anthropology.
Principles of management

There are 14 principle of management described by henri fayol :

 Division of labor: work of all kinds must be divided , subdivided and allotted to
various persons according to their expertise in particular area .
 Authority an responsibility: refer to the right of superior to get exactness from
their subordinates.
 Unity of command: should receive the order from one accountable person only
one.
 Unity of direction: people engaged in the same kind of business or same kind of
activities must have the same objective in a single plane.
 Equity: it is combination of fairness and kindness the employee should be
treated with justice and equity if devotion is expected of them.
 Order: this principle concerted with proper and systematic arrangement of the
things and people.
 Discipline: means sincerity, obedience, and respect of authority, observance of
rules and regulation of the enterprise
Principles of management
 Initiative: means eagerness to initiate action without being asked to do so
the management should provide opportunity to employee to suggest ideas,
experiences.
 Remuneration: to be paid to the workers should be fair, responsible,
satisfactory and rewarding of the efforts.
 Stability of tenure: employees should be moved frequently from one job to
other.
 Scalar chain: is the superior ranging from the ultimate authority to the
lowest
 Sub –ordination of individual interest to common goal : an organization is
much bigger than individual it constitutes therefore interest of the
undertaking should prevail circumstance.
 Espirit de corps: it refer to team spirit.
 Centralization: mean concentration of authority at the top level.
Integrating leadership and management

 Because rapid, dramatic change will continue in nursing and

the health care industry, it has grown increasingly important
for nurses to develop skill in both leadership roles and
management functions.
 For managers and leaders to function at their greatest
potential, the two must be integrated.
Leadership and management for nursing's future

 Seemingly insurmountable problems, a lack of resources to solve those

problems, and individual apathy have been and will continue to be issues
that contemporary leader- managers face.
 Effective leadership is absolutely critical to organizational success in the
21st century.
 Becoming a better leader-manager begins with a highly developed
understanding of what leadership and management are and how these
skills can be developed.
 The problem is that these skills are dynamic, and what we know and
believe to be true about leadership and management changes constantly
in response to new research and visionary thinking.
 It is more important than ever that leader-managers be able to integrate
leadership roles and management functions and that some balance can be
achieved between industrial age leadership and relationship age
leadership skills.
 Summary

 leadership is viewed by some as one of managements many functions;

others maintain that leadership requires more complex skills than
management and that management is only one role of leadership; still
others delineate between the two.
 Leadership is a process by which one individual influences others toward
the attainment of group or organizational goals.
 Management is the process of working with and through others to
achieve organizational objectives in a changing environment.
 There are 14 principle of management.
References

 Marquis, B.L. &Huston, C.J. (2009). Leadership Roles and Management

Functions in Nursing: theory and Application. Lippincott, W&W.
Philadelphia.
 Robet N. Lussier, 3rd edition, (2015), Management Fundamental,
concept applications skill development, Lippincott W&W, Philadelphia.