CONCEPTS

ON
LEADERSHIP & MANAGEMENT
ROBYNIEL A. ALBA, RN, MAN, CHA, FPCHA, CLSSYB
 LEARNING OUTCOMES

1. Discuss the different concepts of leadership and management

2. Define Leadership and Management
3. Describe the difference between a leader and a manager
4. Differentiate leadership from management, efficient and effective leader/manager
5. Discuss the different theories of management
6. Identify the Principles of Management
WHAT IS LEADERSHIP ? WHO IS A LEADER?

Leaders and Leadership

• are those individuals who are out front, taking risks, attempting to achieve
shared goals, and inspiring others to action.

• leadership is a social influence process where leaders use interpersonal behaviors

to motivate followers to commit and give their best effort to contribute to group
goals
Types of Leader:

• Formal or appointed – chosen by the administration and given official or authority

to act.

• Informal – does not have official sanction, chosen by the group itself
CHARACTERISTICS OF LEADERS

• Leaders often do not have delegated authority but obtain their power through other
means, such as influence.
• Leaders may or may not be part of the formal organization.
• Leaders focus on group process, information gathering, feedback, and empowering
others.
• Leaders emphasize interpersonal relationships.
• Leaders direct willing followers.
• Leaders have goals that may or may not reflect those of the organization
WHAT IS MANAGEMENT? ARE YOU A MANAGER?

MANAGEMENT

• is the process of leading and directing all or part of an organization through the
deployment and manipulation of resources. (Marquis)

• is getting work done through others.( Fayol )

MANAGER

1. Have an assigned position within the formal organization

2. Have a legitimate source of power due to the delegated authority that
accompanies their position
3. Are expected to carry out specific functions, duties, and responsibilities
4. Emphasize control, decision making, decision analysis, and results
 5. Manipulate people, the environment, money, time, and other resources to achieve
organizational goals
6. Have a greater formal responsibility and accountability for rationality and control than
leaders
7. Direct willing and unwilling subordinates
a. If a manager guides, directs, and motivates and a leader empowers
others, then it could be said that every manager should be a leader.
b. Leadership without management results in chaos and failure for both the
organization and the individual executive.
THEORIES OF LEADERSHIP
GREAT MAN THEORY

• this theory argues that a few people are born with necessary characteristics to be
great.
• uses instrumental and supportive leadership.
• Instrumental: planning, organizing and controlling the activities of the subordinates to
achieve goals
• Supportive: socially-oriented, and allows for participation and consultation from
subordinates for decisions that concerns them.

• it suggests that leadership cannot be developed.

TRAIT THEORY

• it assumes that some people have certain characteristics or personality traits that
make them better leaders than others.
• Traits most often identified are:
-Intelligence, initiative
-Excellent interpersonal skills
-High self-esteem
-Creativity
-Willingness to take risk
-Ability to tolerate consequences of taking risk
BEHAVIORAL THEORIES

• The behavioral theories focus on what the leader does. One of the most
influential behavioral theories is concerned with leadership style (White &Lippitt,
1960)
A. KURT LEWIN’S LEADERSHIP STUDIES

• Autocratic style of Leadership

- Leaders make decisions alone.
- They tend to be more concerned with task accomplishment than with
concern for people.
- tends to promote hostility and aggression or apathy and to decrease
initiative
- involves centralized decision making with the leader making decisions
and using power to command and control others.
• Democratic style of Leadership
- Leaders involve their followers in the decision making process.
- They are people oriented and focus on human relations and teamwork.
- democratic leadership leads to increased productivity and job
satisfaction.
• Laissez faire style of Leadership
- Leaders are loose and permissive and abstain from leading their staff.
- They foster freedom for everyone and want everyone to feel good
- This style results in low productivity and employee frustration
RENSIS LIKERT

1. EXPLOITATIVE-AUTHORITATIVE
-low concern for people
-uses threats and fear-based methods to achieve performance
-Communications are entirely downward and concerns are ignored.

2. BENEVOLENT-AUTHORITATIVE
- uses reward to encourage appropriate performance and listens more to
concern of subordinates but almost all major decisions are made centrally.
3. Consultative democratic
- characterized by upward flow of information and leader is making
genuine efforts to listen carefully to ideas.

4. Participative-democratic
- leaders makes maximum use of participative methods, engaging people
lower down the organization in making decisions.
- People are closer together and work together at all levels
LEADERSHIP THEORIES SITUATIONAL AND
CONTINGENCY
• CONTINGENCY THEORIES
Fiedler’s (1967) contingency
- suggesting that no one leadership style is ideal for every situation.

Leadership effectiveness views the pattern of leader behavior as dependent

upon the interaction of the personality of the leader and the need of the
situation.
Hersey and Blanchard (1977)
• Situational Leadership means that there is no one best leadership style and maintains that
effective leadership is matching the appropriate leadership style to the individual’s or group’s
level of task relevant readiness ( Heidenthal, 2003)
CONTINGENCY
• -Highlights that organizational structure depends on the environment, task, technology and the
contingencies facing each unit.
• -Uses flexible approach.

PATH-GOAL THEORY
• -The leader facilitates task accomplishment by minimizing obstructions to the goals and by rewarding
followers for completing their tasks.
• Low budget, burn-out of nurses, low productivity are some obstacles.

Theory Z
• -Uses collective decision making, long-term employment, mentoring, holistic concerns and use of quality
circles to manage service and quality
CONTEMPORARY THEORIES
TRANSFORMATIONAL LEADERSHIP THEORY
• -A process in which leaders and followers raise one another to higher level of motivation and morality. (Burn, 1978)

TRANSFORMATIONAL LEADER
• Identify and clearly communicate vision and direction.
• Empower the work group to accomplish goals and achieve the vision.
• Impart meaning and challenge to work.
• Are admired and emulated.
• Provide mentoring to individual staff members based on need.

TRANSACTIONAL LEADERS
• Focus on day-to-day operations and are comfortable with the status quo (the existing state of affairs).
• Reward staff for desired work ("I'll do x in exchange for you doing y").
• Monitor work performance and correct as needed; or
• Wait until problems occur and then deal with the problem.
CHARISMATIC LEADERSHIP THEORY

• Has the ability to inspire and motivate people to do more than they
normally do despite obstacle and personal sacrifice.
• Charisma – a fire that ignites followers’ energy and commitment,
producing results above and beyond the call of duty.
SERVANT LEADERSHIP

• Robert Greenleaf (Greenleaf, 1991)

• based on the premise that leadership originates from a desire to serve
and that in the course of serving, one may be called to lead.
• Three characteristics:
• Empathy
• Awareness
• Persuasion (Neill & Saunders, 2008
MANAGEMENT THEORIES

• SCIENTIFIC MANAGEMENT ( FREDERICK W. TAYLOR)

• Work should be studied scientifically to determine the method of task performance
that would yield maximum work output with minimum work expenditure.
• Focuses on goals and productivity; organization is a machine to be run efficiently to
increase production
• Select the right person to do job; provides the proper tools, training, and equipment
to work efficiently.
FOUR OVERRIDING PRINCIPLES OF SCIENTIFIC MANAGEMENT

• Traditional “rule of thumb” means of organizing work must be replaced with scientific
methods.
• A scientific personnel system must be established so that workers can be hired,
trained, and promoted based on their technical competence and abilities.
• Workers should be able to view how they “fit” into the organization and how they
contribute to overall organizational productivity.
• The relationship between managers and workers should be cooperative and
interdependent, and the work should be shared equally
BUREAUCRATIC MANAGEMENT (MAX WEBER)

• Theory of Social and Economic Organization

• Focuses on hierarchical superior-subordinate communication transmitted from top to
bottom via a clear chain of command.
• Distributes activities among personnel
• Need for legalized, formal authority and consistent rules and regulations for
personnel in different positions
MANAGEMENT FUNCTIONS

• -Henri Fayol (1925), first identified the management functions of planning, organizations,
command, coordination and control
• Management functions

• 14 PRINCIPLES OF MANAGEMENT
• 1. Division of work: Allows specialization
• 2. Authority: right to command balanced with responsibility and accountability
• 3. Discipline: employees will only obey orders if management play their part by providing
good leadership.
• 4. Unity of command: there should only be one boss with no conflicting lines of command
• 5. Unity of direction: People engaged in the same kind of activities
• 6. Subordination of individual interest to general interest: the goals of the firms are always
paramount.
• 7. Remuneration: payment is an important motivator.
• 8. Centralization or Decentralization: depends on the condition of business and the quality of its
personnel
• 9. Scalar chain/line of authority: refers to the number of levels in the hierarchy.
• 10. Order: both material order (minimizes lost time & useless handling of materials) and
social order (organization and selection) are necessary.
• 11. Equity: employees should be treated well to achieve equity.
• 12. Stability of tenure of personnel: Job security and career progress are important for
employees to work better.
• 13. Initiative: allow personnel to show their initiative, it may be a source of strength for
the organization.
• 14. Esprit de corps: management should foster the moral of employees
 HUMAN RELATIONS

• -human relations era developed the concepts of participatory and humanistic management,
emphasizing people rather than machines.

Mary Parker Follett (1926)

• -was one of the first theorists to suggest participative decision making or participative
management.
• -Managers should have authority with, rather than over, employees
ILLUMINATION STUDIES

• -Elton Mayo and his Harvard associates (1927-1932), look at the

relationship between light illumination in the factory and productivity.

• -Hawthorne effect indicated that people respond to the fact that they are being
studied, attempting to increase whatever behavior
 THEORY X AND Y (DOUGLAS MCGREGOR)

Theory Y
• -Leaders must remove work obstacles because, under the right conditions, workers have self-control and
self-discipline.
• -The workers’ rewards are their involvement in work and in the opportunities to be creative.

Theory X
• -Leaders must direct and control because motivation results from reward and punishment.
• -Employees prefer security, direction, and minimal responsibility, and they need coercion and threats to get
the job done.
 THEORY X
• The average individual has an innate dislike
for work and will avoid it whenever possible;
prefers to be directed., hopes to avoid
responsibility, and is more interested in
financial incentives than in personal
achievement; they must be controlled,
threatened, and coerced to put forth sufficient
effort to meet the organizations objectives.
THEORY Y
• Man will exercise self-control and self-
direction in the service of objectives to
which he is personally committed;
average person learns, under proper
conditions, both to seek and accept
responsibility; The capacity to apply
imagination and creativity to the solution
of organizational problems is widely
distributed among workers.
 PETER DRUCKER

• -Father of Modern Management Theory

• -subordinates should have the opportunity to take risks, learn and grow in the workplace.
• -Management by Objectives” (MBO), a process that encourages employees of all levels
to work together.
• -Each worker has an equal say, sharing their own insight and opinions to reach common
ground.
THERE ARE FIVE STEPS OF MBO: OBJECTIVES

1. Review goals
• Specific
2. Set objectives • Measurable
3. Monitor progress • Achievable
4. Evaluate performance • Relevant
5. Reward employees • Time-Oriented
 LEADER VERSUS MANAGER
LEADER
• A person becomes a leader on basis of his
personal qualities.
• Rights are not available to a leader.
• The group of employees whom the leaders
leads are his followers.
• Leader influences people to work willingly
for group objectives.
• A leader is required to create cordial
relation between person working in and for
organization.
MANAGER
• A person becomes a manager by virtue of
his position.
• Manager has got formal rights in an
organization because of his status.
• The subordinates are the followers of
managers.
• A manager performs all five functions of
management.
• A manager is very essential to a concern
• It is more stable.
LEADER
• Leadership is temporary.
• All leaders are not managers.
• Leaders have no well defined accountability.
• A leader’s concern is group goals and
member’s satisfaction.
• People follow them on voluntary basis.
• A leader can maintain his position only
through day to day wishes of followers.
• A leader has command over different
sanctions and related task records. These
sanctions are essentially of informal nature.
MANAGER
• All managers are leaders.
• Manager is accountable for self and
subordinates behaviour and performance.
• A manager’s concern is organizational goals.
• People follow manager by virtue of job
description.
• A manager can continue in office till he
performs his duties satisfactorily in
congruence with organizational goals.
• Manager has command over allocation and
distribution of sanctions.
 LEADERSHIP MANAGEMENT

MOTTO Do the right thing Do things right

CHALLENGE Change/Innovation Continuity

FOCUS Purposes Structure, Process and Procedures

TIME FRAME Future Present

METHODS Strategies Schedules

QUESTIONS Why? Who, what, when, where and how?

OUTCOMES Journey Destinations/Goals

FOCUSES ON HUMAN Potential Performance