Leadership & Management
Path Goal: leader works to motivate followers &
Leadership
Gardner: the process of persuasion & example by w/c
an individual induces a group to pursue objectives
held / shared by the leader & his followers
Maloney: Leadership is an interpersonal process of
influencing the activities of an individual towards goal
attainment in a given situation
Stoney: the process of directing & influencing the task
related to activities of group members.
Mitton: the process of sustaining an initiated action.
leadership is conception of a goal & a method of
achieving it.
Leadership is viewed as having followers, intepersonal
relationships & as a process of influencing others.
Leadership for Nurses: they function as nurses because
of expert knowledge & influence others toward goal
attainment
Theories of Leadership: guide in performance
1.Trait Theory: traits are distinctive characteristics that
distinguish a leader from a non leader.
Common Leadership Traits
*Intelligence *Communication Skills
*Initiative *Persuasion
*Creativity *Emotional Maturity w/ Integrity
*Leaders need to participate in social activities.
*Perceptive enough to distinguish allies than opponents
2. Charismatic: someone who can inspire to be loyal,
obedient & committed to the cause overcome
bounderies
3. Situational: traits varies per situation
Stogdill: a leader in one situation may not be so
in a different situation.
4. Contingency: by F. Fiedler; leadership style will be
effective/ineffective depending on the situation
3 Aspects of Situation that Structure
*Leader-Member Relations: amount of confidence and
loyalty
*Task Structure: # of correct solutions given to a
situational dilemma
*Position of Power: amount of organizational support
given to the leader.
5.
influence goal achievement by using the appropriate
style of leadership
*directive *achievement oriented
*supportive *participative
Robert J. House: derived path goal theory from
expectancy theory & argues that people act as
they do because they expect a satisfactory
result.
6. Life Cycle: Hersey & Blanchard: suggested that
leadership style may be predicted on the basis of the
maturity of followers
Maturity: refers to level of security & competence the
individual feels about the task to be accomplished
7. Strategy: Bennis & Nanus: Concluded that there are
over 4 types of human handling as strategies
*Strategy 1: Management of attention thru vision
*Strategy 2: Meaning thru communication: able to turn
their vision into images that others could understand
*Strategy 3: Ability of the leader to inspire trust in
others by contributing to the integrity of the
organization
*Strategy 4: Leader projects a positive self-image & self-
respect by recognizing own strengths & compensating
for the weakness while nurturing the talents & skills we
already possesses.
8. Great Man: Aristotle; leaders are born not made
Leadership in Nursing is dynamic and dependent on the
present situation, behavior or personality of the leader
& the client.
New & Emerging Concepts
1.Leadership can be learned & cultivated
2.Leadership are not necessarily charismatic
3.Leadership is not limited at the top of the org.
4.Leadership is not so much in exercise of power but in
improvement of others
5.Effective leaders are not born but develop overtime.
Styles of Leadership
Leadership styles can be identified as sets/clusters of
behavior
Nurse manager: leadership style is where they use
interpersonal behaviors to influence the
accomplishment of goals.
1.Authoritarian/Autocratic
*directive behaviors, make decisions alone, more
concerned w/ task accomplishment
*considered positions of authority, expect followers to
follow
*cooperation among staff are not encouraged
Personality: firm, insistent, self assured, self centered
Characteristics:
*strong control is maintained over the group
*others are directed with commands
*communication flows downward
*decision does not involved others
*emphasis on studies difference (I&You)
*criticism is punitive
2. Democrative/Participative
*leader is people oriented focusing on Human
Relations, Teamwork Building of an effective workgroup
*"togetherness" participates together w/ members
Characteristics:
*less control is maintained
*economic & ego rewards are used to motivate
*others are directed thru suggestions & guidance
*communications goes up and down
*decision-making involves others
*emphasis on "We"
*criticism is constructive
3.Permissive/Laissez Faire
*general climate is with no central direction or control
*minimal participation of manager in decisions
*subordinates have complete freedom in decision
making
Characteristics:
*Permissiveness with little or no control
*Motivation by support when requested by the
group/individuals
*Provision of little or no direction
Fullan's Components of Leadership
1. Moral Purpose: social responsibility to others ->
Servant leadership ethical right/wrong, betterment of
employees in mind, treat people well in order for them
to follow.
2.Understanding Change: change can be led and its in
the leadership. Learning to manage change is one of the
major components of developing future nurse leaders
Bednash: need for change has never been
greater. Change is needed in both the practice
& the systems that nurses use to deliver care.
3.Relationships: improving relationships is key to
successful change initiatives.
Rosner & Posner: what separates effective from
ineffective leaders is how much they really care
about the people they lead.
7 Essential Factors to developing Relationships
*setting clear standards
*expecting the best
*paying attention
*personalizing recognitions
*telling stories (experiences)
*celebrating together (socialize)
*setting the example
4.Knowledge Sharing: effective leaders understand the
value & role of knowledge sharing and make it a
priority. A norm of sharing with other is the key to
continual growth.
Knowledge sharing must have the ff.
*create opportunities for learning by designing events
that prompt the necessary activities
*cultivate the proper time fostering desirable norms,
behavior & roles of engagement
*personally lead the process of discussion, questions,
listening attentively & providing feedback.
5.Coherence Making: unity persistent coherence-> too
much dependency. Chaos is an expected product of
dynamic complex system, leaders need to accept this
condition to recognize its potential value & accept
coherence making while retaining the awareness that
persistent coherence is a dangerous thing. (can form a
union which can overpower the government) Collective
bargaining agreement.
Bases of Power: "Potere" to be able; French & Raven: *Building Community
capacity to ensure outcomes one wishes and to prevent *Commitment to growth of others
those that one does not wish.
Filipino Style of Leadership: person oriented committed
Reward: grant favors to maintaining interpersonal relationship mixed with
Punishment: "coercive" by force, based on negative informal matters with official issues.
things by threats
Information: based on "who knows what" obtained Western Managers: task oriented
when people have information
Legitimate: gained by title/official position; within the Primary Motivators
position *Pakikisama: one make sacrifices in personal welfare
Expert: knowledge & skills *Pakikipagtulungan: Filipino works as one.
Referent: admiration & respect
Participative Nature of Decision Making
Interpersonal Relations: secret for successful leadership *Pagsangguni: seeking others opinion
*manner w/c people respond & identify w/ each other *Pakikipagkasundo: group consensus as mutual
in situations of everyday living; how you deal w/ other agreement.
people.
Foundations of Good Interpersonal Relations 4 Types of Filipino Leadership Style
*Respect *Trust *Pakiramdaman: feeling others
*Consideration for other people *Takutan: relies on coercion
*Kulit: much ado about something, Paulit ulit?
Intrapersonal Relations: understanding & respect to *Patsamba-tsamba: guesswork, Bahala Na
one's self; knowing one's self.
Managerial Values
Individual Characteristics *Lagay
*Self Awareness: aware of others *Compadre System/Nepotism
*Self-Acceptance: accept one's own *Palakasan/Kakilala
strengths/weaknesses & live with it *Utang ng Loob/Hiya
*Acceptance of others & sensitivity to other needs-- *Kusang Loob
not all the same
*Respect for the Job: willing to accept responsibility Management Conflict
Categories of Conflict
Robert Greanleaf's Servant Leadership 1.Intergroup conflict: occurs between two or more
*Leader serves the people he lead groups of people departments or organizations: Ex. two
*the servant-leader is a servant first political affiliations, contradictory beliefs
2.Intrapersonal conflict: occurs within the person, it
What they do? involves on internal struggle to clarify contradictory
*Devote to serving values or wants
*Focus on meeting needs 3.Interpersonal conflict: aKa "horizontal violence" or
"bullying" happens between two or more people w/
10 Characteristics differing values, goals, and beliefs.
*Listening *Conceptualization
*Empathy *Foresight
*Healing *Stewardship
*Awareness *Persuasion Common Causes of Conflict
*Poor Communication
*Inadequately defined organizational structure
*Individual behavior (incompatibilities or disagreements
based on differences of temperament or attitude)
*Unclear expectations
*Individual or group conflict or interest.
*Operational or staffing changes.
*Diversity in gender, culture or age.
Common Conflict Resolution
*Compromising: each party gives up something it wants
*Competing: used when one party pursues what it
wants at the expense of others.
*Cooperating/Accommodating: opposite of competing;
one party sacrifices his or her beliefs and allows the
other party to win.
*Smoothing: used to manage a conflict situation; One
person smoothes others involved in the conflict in an
effort to reduce the emotional component of the
conflict.
*Avoiding: the parties involved are aware of a conflict
but chose not to acknowledge it or at least attempt to
realize it.
*Collaborating: an assertive & cooperative means of
conflict resolution that results in a win-win solution.
14 Principles of Management
1.Division of Work: principle of work allocation and
specialization in order to concentrate activities to
enable specialization of skills and understandings, more
workhorse and efficiency.
2.Authority and Responsibility: if responsibilities are
allocated then the post holder needs the requisites
authority to carry these out including the right to
require others in the area of responsibilities to
undertake duties.
3.Discipline: the generalization about discipline is that
discipline is essential, no slacking or bending of rules
4.Unity of Command: each employee has one and only
one boss.
5.Unity of Direction: a single mind generates a single
plan and all play their part in that plan
6.Subordination of Individual Interest: when at work,
only work things should be pursued or thought about.
7.Remuneration: employees receive fair payment for
services, not what the company can get away with.
8.Centralization: consolidation of management
functions. Decisions are made from the top.
9.Scalar Chain (line of authority): Formal chain
command running from top to bottom of the
organization like military.
10.Order: all materials and personnel have a prescribed
place and they must remain there.
11.Equity: equality of treatment but not necessarily
identical treatment.
12.Personnel tenure: limited turnover of personnel.
lifetime employment for good workers
13. Initiative: thinking out a plan & do what it takes to
make it happen
14.Esprit de Corps: Harmony, Cohesion among
Personnel.
Management Theories
1.Scientific Management: Frederick Winslow Taylor;
Advocated that work be studied scientifically to
determine the "one best way" to perform each task,
required a complete mental revolution on the part of
owner, manager and worker.
2. Bureaucracy: Max Weber; the advocate that the
ideal form of organization for a complex institution was
bureaucracy or an organization characterized by a well-
defined hierarchy of authorities, division of work based
on specialization or functions.
3.Behavioral: Kurt Lewin; proposed those interaction
between the workers personalities, the structure of the
primary work group and the socio-technical climate of
the workplace influence a workers behavior, concluded
that the process of attitude and behavior change occurs
in three places: unfreezing, changing and refreezing
4.Motivational: Frederick Herzberg; proposed a two-
factor motivational need theory in which he pointed the
workers are motivated by two type of needs associated
with working conditions: hygiene factors and needs
associated with the work itself that he called
motivational factors.