CHAPTER 3

LEADERSHIP IN
NURSING:THEORIES
AND MODELS

NURSING LEADERSHIP THEORIES

Leadership is an essential element

of management and all managers
must possess leadership qualities
to be effective.
It can be classified as EARLY and
CONTEMPORARY leadership
theories.

EARLY LEADERSHIP THEORIES

Trait Theories
Behavioral Theories
Contingency Theories
Situational Theories

TRAIT THEORIES
Great Man Theory
Assumes that the capacity for leadership is
INHERENT, that great leaders are born, not
made
Trait Theory
Assumes that people inherit extraordinary
qualities and traits that make them better suited
to leadership
special traits- tireless ambition, zest for life,
great orator skills, irresistible good looks and
extremely
persuasive

COMMON TRAITS OF LEADERS

POSITIVE

Positive traits bring

people to PROGRESS
Cheerful
Forgiving
Intelligent
Good looking men and
women

NEGATIVE
Negative traits bring
people to
DESTRUCTION
Bitter
Aggressive
Loud- mouthed
Sullen
Ugly

Some of the traits of a Leader

Emotional stability and composure

Admitting error
Good interpersonal skills
Intellectual breadth

Individual Character Theory

Traits determine whether or not a person can be
effective leader
Distinctive physical and psychological individual
characteristics account for leadership effectiveness

BEHAVIORAL THEORIES
It is concerned with what leaders did and act
than who the leader is.
Several theorists studied the behavior of
leaders as it affects management and how
humans relate to each other organizations;

Kurt Lewin (1890- 1947)

Eminent psychologist
Proposed that the workers behavior is
influenced by interactions between the
personality, the structure of the primary work
group and the socio- technical climate of the
workplace.
Categorized the LEADERSHIP STYLES as:
Authoritarian
Democratic
Laissez- faire

STAGE

CHARACTERISTICS

ORGANIZATIONAL
IMPACT

People in the organization

The diagnosis stage is
made aware of problems/
often driven by a change
performance gap and need for
agent.
Developed the Field
Theory of Human
change.

UNFREEZING

Behavior
CHANGING
Proposed
REFREEZING

People experiment with new

The intervention stage
workplace behavior to deal with features specific training
needed change.undergoes
plans for
that CHANGE
3 managers
stages;and
employees.
People employ new skills and
attitudes and are rewarded by
organization

Changes are
institutionalized in the
corporate culture.

Chris Argyris (1923)

Organizational psychologist
Studied the way people in organizations act
and react with each other.
Studied the patterns of reasoning that
explains ones behavior
Developed the concept of LADDER OF
INFERENCE and DOUBLE LOOP
LEARNING.

The Ladder of Inference

Double and Single Loop Learning

by Chris Argyris and Donald Schon

Alvin Toffler (1928)

Futurist
Examined technology and its impact to the
world and the reaction of and changes in
society.
Third Wave

Rensis Likert (1903- 1981)

Known for his Likert Scale and Linking Pin
Model
Likerts four Types of Management Systems

Exploitative- Authoritative
Benevolent- Authoritative
Consultative
Participative

Robert R. Blake (1918- 2004) and Jane Mouton

(1930- 1987)

Developed the Managerial Grid Model which

attempts to conceptualize management in terms
of relations and leadership style
The grid consists of two behavioral dimensions
1. Concern for task or production
2. Concern for people

Five Leadership Styles

Impoverished Style (1,1)

Country Club Style (1,9)
Produce Perish Style (9,1)
Middle- of- the- Road (5,5)
Team Style (9,9)

DRILL.

As a nurse leader you should have special

traits and qualities to be able to function
effectively. This is the:
a.
b.
c.
d.

Individual Character Theory

Trait Theory
Behavioral Theory
Great Man Theory

Assumes that the capacity for leadership is

inherent. This is:

a.
b.
c.
d.

Great ManTheory
Individual Character Theory
Behavioral Theory
Trait Theory

This theorist developed the five systems approach

in management:

a.
b.
c.
d.

Simon
Weber
Likert
Drucker

The leader who shows high concern for people

and low concern for production is using which
managerial grid:
a.
b.
c.
d.

Impoverished
Country Club
Produce and Perish
Middle- of- the- Road

SITUATIONAL OR
CONTIGENCY
THEORIES

 Another approach to leadership is

the Situational approach.
Situation- set of values and
attitude with which the individual
or group has to deal in a process
of activity and with regard to which
this activity is planned and its
result appreciated.

Paul Hersey and Kenneth Blanchard

four leadership styles
SI: Directing/Telling leaders
> The leader defines the roles and
task of the follower and supervise them
closely.
> Decisions are made by the leader
and announced, communication is largely
one-way.

 S2: Coaching/Selling leaders

> The leader still defines roles and
task, but seeks ideas and suggestions to
the follower.
> Decisions are made by the leader,
but communication is much more two
way
S3: Supporting/ Participating leaders
> The leaders passes day to day
decision, such as task allocation and
processes to the follower.

> The leader facilitates and takes part in

decisions, but control is with the follower.
S4: Delegating leaders
> Leaders are still involved in decisions
and problem solving, bit control is with the
follower.
> Effective leaders need to be flexible, and
must adapt themselves according to the
situation.

FRED FIEDLER (1922)

> Fiedler, developed his theory around
the premise that leaders personal
characteristics are stable.
The Fiedler Contingency Model is a
leadership theory that moved from the
research of traits and personal
characteristics of leaders and to
leadership styles and behaviors.

ASPECTS OF THE SITUATION THAT NEEDS TO

BE CONSIDERED
1. LEADER-MEMBER RELATION
2. TASK STRUCTURE
3. POSITION POWER

Victor Harold Vroom and Yetton

1. Importance of the decision quality &
acceptance
2. Amount of relevant information possessed
by the leader and subordinates
3. Likelihood that subordinates will accept an
autocratic decision
4. Amount of disagreement among
subordinates with respect to their preferred
alternatives

Path-Goal Theory of Leadership

( Robert House)

Directive leadership
Supportive leaders leadership
Participative leadership
Achievement-oriented
leadership

CONTEMPORARY
LEADERSHIP THEORIES

CONTEMPORARY LEADERSHIP THEORIES

TRANSACTIONAL LEADERSHIP STYLE

4 Types Behaviour
1.Contingent Reward
2. Management by Exception (MBE)
3. Active Management by Exception
4. Laissez-Faire Leadership

 TRANSFORMATIONAL LEADERSHIP
1. Promotes employee development
2. Attends to needs and motives of followers
3. Inspires through optimism, influences
changes in perception
4. Provides intellectual stimulation and
encourages follower creativity
5. Uses role modelling
6. Provides sense of direction and
encourages self-management.

SERVANT LEADERSHIP
(Robert Greenleaf 1904-1990)
10 Critical Characteristics of a Servant leader:
1. Listening
2. Empathy
3. Healing
4. Awareness
5. Persuasion
6. Conceptualization
7. Foresight
8. Stewardship
9. Commitment to the growth of people
10. Building community

EMOTIONAL INTELLIGENCE (EQ) IN NURSING

LEADERSHIP

5 Model of Dimensions (Goleman,

1995)
1. Self-awareness
2. Self-management or self-regulation
3. Motivation
4. Empathy
5. Social skills

Golemans Four(4) Quadrant Model

Self

Social

Self-Confidence
Emotional Self-Awareness
Accurate Self Assessment

Social Awareness
Empathy
Organizational awareness
Service orientation

Self Management
Self-Control
Trustworthiness
Conscientiousness
Adaptability
Achievement
Drive to Succeed
Initiative

Relationship Management
Influence
Inspirational Leadership
Developing others
Influence
Building Bonds
Teamwork & Collaboration

Self Awareness

Multiple Intelligences in Nursing Leadership

Dr. Gardner proposed eight (8) Different
Intelligences
1. Linguistic intelligence (word smart)
2. Logical mathematical intelligence
(number/reasoning smart)
3. Spatial intelligence (picture smart)
4. Bodily-Kinesthetic intelligence (body smart)
5. Musical intelligence (music smart)

Dr. Gardner proposed eight (8) Different Intelligences

6. Interpersonal intelligence (people smart)

7. Intrapersonal intelligence (self-smart)
8. Naturalist intelligence (nature smart)

QUANTUM LEADERSHIP
Described by Porter OGrady and Malloch
(2003)
Control is no the issue; rather, change
dominates the climate
New leadership for new age