11/10/2021

Introduction to
Management &
Leadership
By
Dr. Ali Saleh
School of Nursing
The University of Jordan

Definitions
 Management: The act of any individual who
guides others through a series of routines,
procedures, or practice guidelines.
 The manipulation of people, the environment,
money, time, and other resources to reach
organizational goals
 To forecast and plan, to organize and to
command, to coordinate, and to control (Fayol)
 The creation of an internal environment in an
enterprise in which individuals work together as
a group

1
 11/10/2021

Definitions
 Following: is a complementary set of
actions taken by individuals that contribute
to problem solving, task attainment, and
evaluation using healthy and assertive
behaviors to support those who are
leading or managing.

Definitions
 Leadership: Using individual traits and personal
power to interact constructively to resolve
problems.
 Leadership is the art of getting work done
through others willingly.
 Leaders are in the front, moving forward, taking
risks and challenging the status quo.
 Not a job title but person behavior.

2
 11/10/2021

Definitions
 Manager: An employee who is
responsible and accountable for efficiently
accomplishing the goals of the
organization
 Leader: Anyone who uses interpersonal
skills to influence others to accomplish a
specific goal

Manager
 Assigned position
 Have power and authority
 Specific functions, duties and responsibilities
 Control, decision making, decision analysis
 Manipulate resources to achieve org. goals
 Have a greater formal responsibility and
accountability
 Direct willing and unwilling subordinates.

3
 11/10/2021

Leader
 Does not have delegated authority
 Wider variety of roles
 May or may not be part of formal organization
 Group process, information gathering, feedback,
empowering others.
 Interpersonal relationships
 Direct willing followers
 Goals may or may not reflect those of
organization.

Functions of Managers
 Clarify the organizational structure
 Choose the means to achieve goals
 Assign and coordinate tasks
 Evaluate outcomes and provide feedback

4
 11/10/2021

Functions of Leaders
 Achieve consensus within the group about goals
 Maintain structure that facilitates accomplishing
goals
 Supply information that helps provide direction
and clarification
 Maintain group satisfaction, cohesion, and
performance

Management Theories
Scientific Management (1900-1930):
 Frederick Taylor is the father of scientific management.
 Traditional means of organizing work must be replaced
with scientific methods.
 Scientific personnel system must be established.
 Workers should be able to view how they fit into the
organization (contribute to organization productivity).
 Relationship between managers and workers should be
cooperative and independent

10

5
 11/10/2021

Management Theories
Management functions identified (1925)
 Includes planning, organizing, staffing,
directing, controlling

11

Management Functions
 Planning
 ↓
 Organizing
 ↓
 Staffing
 ↓
 Directing
 ↓
 Controlling

12

6
 11/10/2021

Management Functions
 Planning
 Determining philosophy, goals, objectives,
policies, procedures, and rules.
 Carrying out long and short projections
 Budgeting
 Managing planned change

13

Management Functions
 Organizing
 Establishingthe structure to carry out plans
 Determining the type of patient care delivery
and grouping activities.
 Working with the structure of the
organizations
 Understanding and using power and authority

14

7
 11/10/2021

Management Functions
 Staffing
 Recruiting
 Interviewing
 Hiring
 Orienting
 Scheduling
 Staff
development
 Employee socialization
 Team building

15

Management Functions
 Directing: usually includes human
resource management:
 Motivating
 Managing conflict
 Delegating
 Communicating
 Facilitating collaboration

16

8
 11/10/2021

Management Functions
 Controlling
 Performance appraisal
 Fiscal accountability
 Quality control
 Legal and ethical control
 Professional and collegial control

17

Management Theories
Human Relations Management (1930-1970)
 Emphasizing people rather than machines
1. Participative decision making or
participative management: managers should
have authority with rather than over employees.
2. Hawthorne effect: when management paid
special attention to workers, productivity was
likely to increase, regardless of the
environmental working conditions

18

9
 11/10/2021

Human Relations Management

3. Theory X and theory Y
 Theory X: managers believe that their employees are
basically lazy, need constant supervision and
direction.
 Theory Y: managers believe that their employees
enjoy their work, self motivated, and willing to work
hard to meet personal and organizational goals.
 Managerial domination causes workers to become
discouraged and passive.

19

Management Theory Development

Taylor—scientific management
Weber—bureaucratic functions
Fayol—management functions
Gulick—activities of management
Follett—participative management
Mayo—Hawthorne effect
McGregor—theory X and theory Y
Argyris—employee participation
20

10
 11/10/2021

Leadership Theories
1. Great Man Theory/Trait Theories (1900-1940)
 The great man theory asserts that some people
are born to lead, whereas others are born to be
led. Great leaders will arise when the situation
demand it.
 Trait theories assume that some people have
certain characteristics or personality traits that
make them better leaders than others.
 Neglect the impact of others and the situation on
leadership roles.
 Characteristics associated with leadership: e.g.
Intelligence, Ability, Knowledge, Adaptability,
Judgment, Creativity, Interpersonal skills, Self-
confidence, Independence,…… 21

Leadership Theories
2. Behavioral Theories (1940- 1980)
 Placed emphasis on what leaders did—the
leader’s style of leadership
 leadership styles include:
 Authoritarian
 Democratic
 Laissez-faire

22

11
 11/10/2021

Leadership Theories
Authoritarian Leaders (Autocratic ):
 Strong control is maintained over the work
group.
 Others are motivated by coercion.
 Others are directed with commands.
 Communication flows downward.
 Decision making does not involve others.
 Emphasis is on difference in status (“I’’ and
“you’’).
 Criticism is punitive.

23

Leadership Theories
Democratic Leaders (Participative)
 Less control is maintained.
 Economic and ego awards are used to motivate.
 Others are directed through suggestions and
guidance.
 Communication flows up and down.
 Decision making involves others.
 Emphasis is on “we’’ rather than “I’’ and “you.’’
 Criticism is constructive.

24

12
 11/10/2021

Leadership Theories
Laissez-faire Leader (Permissive, or Free Rein)
 Permissiveness, with little or no control.
 Motivation by support when requested by the
group or individuals.
 Provision of little or no direction.
 Communication upward and downward flow
among members of the group.
 Decision making dispersed throughout the
group.
 Emphasis on the group.
 Criticism withheld.
25

Leadership Theories
3. Situational and Contingency Leadership
Theories (1950-1980)
 Leadership style should vary according to the
situation
 No one leadership style is ideal for every
situation.
 Other key variables include:
 the interrelationships between the group’s leader and
its members.
 The task to be accomplished
 The power associated with the leader’s position.

26

13
 11/10/2021

Leadership Theories
Situational and Contingency Leadership Theories
(cont.)
 theorists began arguing that effective leadership
depended on an even greater number of variables e.g.
 organizational culture
 the values of the leader and the followers
 the work
 the environment
 the influence of the leader–manager
 complexities of the situation
 Efforts to integrate these variables are apparent in
contemporary interactional and transformational
leadership theories.
27

Leadership Theories
4. Interactional Leadership Theories (1970-Present)
 Focuses more on leadership as a process of influencing
others within an organizational culture and the interactive
relationship of the leader and follower.
 According to Hollander (1978), a leadership exchange
involves three basic elements:
 The leader, including his or her personality, perceptions,
and abilities
 The followers, with their personalities, perceptions, and
abilities
 The situation within which the leader and the followers
function, including formal and informal group norms, size,
and density
28

14
 11/10/2021

Interactional Leadership Theories

Theory Z
 consensus decision making
 fitting employees to their jobs
 job security
 slower promotions
 examination of the long-term consequences of
management decision making
 quality circles
 guarantee of lifetime employment
 establishment of strong bonds of responsibility
between superiors and subordinates
 a holistic concern for the workers 29

Interactional Leadership
Theories
Kanter theory (1977)
 Structural aspects of the job shape a leader’s
effectiveness.
 Empowering leaders through formal and
informal systems of the org.
 Maximize job empowerment.

30

15
 11/10/2021

Interactional Leadership
Theories
Nelson and Burns (1984) developmental
levels of leaders:
 Reactive: past
 Responsive: molding subordinates to work
together as a team.
 Proactive: future oriented.
 High performance teams: maximum
productivity and worker satisfaction
31

Leadership Theories
5. Transactional and Transformational
Leadership
 Transactional leader: the traditional manager,
concerned with the day-to-day operations.
 Focuses on management tasks
 Is a caretaker
 Uses trade-offs to meet goals
 Does not identify shared values
 Examines causes
 Uses contingency reward
32

16
 11/10/2021

Leadership Theories
 Transformational Leader: the manager
who is committed, has a vision, and is able
to empower others with this vision.
 Identifiescommon values
 Is committed
 Inspires others with vision
 Has long-term vision
 Looks at effects
 Empowers others
33

Integrating Leadership and

Management
 Six distinguishing traits of integrated leader–
managers:
1. They think longer term.
2. They look outward, toward the larger
organization.
3. They influence others beyond their own group.
4. They emphasize vision, values, and motivation.
5. They are politically of good judgment.
6. They think in terms of change and renewal.
34

17
 11/10/2021

21st Century Thinking about

Leadership and Management
Servant Leadership: put serving others, including
employees, customers, and the community as the
number one priority.
Qualities of leaders:
 Ability to listen on a deep level and to truly understand.
 Ability to keep an open mind and hear without judgment.
 Ability to deal with ambiguity, paradoxes, and complex
issues.
 The belief that honestly sharing critical challenges with
all parties and asking for their input is more important
than personally providing solutions.
35

Servant Leadership
 Being clear on goals, giving direction toward goal
achievement without giving orders.
 Ability to be servant, helper, and teacher first then a
leader.
 Thinking before reacting.
 Choosing words carefully.
 Using foresight and intuition.
 Seeing things whole and sensing relationships and
connections.

36

18
 11/10/2021

21st Century Thinking about

Leadership and Management
 Emotional intelligence: the ability to use emotions
effectively and is required by leader-managers in order to
enhance their success. Components are:
 Self-awareness: ability to recognize and understand one’s
moods, emotions, and drives as well as their effects on
others.
 Self-regulation: ability to control disruptive impulses or
moods as well as the propensity to suspend judgment.
 Motivation: a passion to work for reasons that go beyond
money or status.
 Empathy: ability to understand and accept the emotional
makeup of others.
 Social skills: handling relationships and building networks.
37

The Evolution of Leadership

Theory
 Early 1900s: Great Man Theory/Trait Theories
 Behavioral Theories: Human Relations Era (1940-1970)
 1950s: Situational and Contingency Theories
 1970s: Transformational/Transactional and Interactive
Theories
 1990s: Servant Leadership
 2000-present: Emotional Intelligence, Principal Agent
Theory, Human and Social Capital Theory, Authentic
Leadership, Quantum Leadership, and Thought
Leadership
38

19