A contract for mutual benefit that has contingent rewards. Leader motivates followers by applying own self-interest.

Principle of motivation by means of exchange process.

Competitive task-focused approach that takes place in the hierarchy. Focused on accomplishment of tasks and good worker relationship in exchange of desirable rewards. Leader is a caretaker who sets goal for employee, focuses on day-by-day operation and uses management by exception.

1. Contingent Reward
-

To influence behavior, the leader clarifies the work needed to be accomplished and exchanging promises. The leader uses rewards or incentives to achieve results when expectations are met.

2. Management
-

The leader uses correction of punishment as a response to unacceptable performance or deviation from the accepted standards. Conservative approach whereby additional resources are applied in response to any event falling outside of established perimeters. It seeks to minimize the opportunity for exceptions by enforcing defensive management processes.

by exception (MBE)

3. Active management by exception - The leader monitors the work performed and uses corrective methods to ensure the work is completed to meet accepted standards. 4. Laissez-Faire Leadership
-

Leader is indifferent and has a hands-off approach towards the workers and their performance. This leader ignores the needs of others, does not respond to problems or does not monitor performance.

(non-leadership)

The most effective and beneficial leadership behavior to achieve long-term success and improved performance. Transformational leaders are highly visible, and spend a lot of time communicating. They do not necessarily lead from the front, as they tend to delegate responsibility among their team. While their enthusiasm is often infectious, they generally need to be supported by detailed

people.

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 modeling. 6. Provides sense of direction and encourage self-management.
1.

Transactional
Hierarchy Competitive

Transformational
Networking Cooperative

Task focus
Exchange posture Identify needs of followers Provide rewards to meet needs Exchange for expected performance Contract for manual benefits Contingent rewards Caretaker Set goal for employees

Process focus
Promote employee development Attend to needs and motives of followers Inspire through optimism Influence change in perception Provide for intellectual stimulation Encouragement of follower creativity Role model Individual consideration

Focus on day-by-day operations

Management by exception

Provide sense of direction

Encouragement of self-management

Author of Servant Leadership Raised in both strong family ethics and community involvement. Displayed aspirations to leadership in high school. He worked at AT&T in NY At 30 he discover Quakerism, a religion that influenced his already development thoughts on the nature of service and authentic leadership. He founded the Center of Applied Ethics to promote understanding of leadership excellence.

If you are truly determined to help others rather than dominate them then you must be prepared to:
1.
2.

3.

Endure misunderstanding and suffering instead of seeking honor and glory. Show initiative when people are apathetic Forge ahead so it will be easy to drift with the tide.

1. Listening
-

2. Empathy
-

The deep, heartfelt commitment to listening intently to others.

3. Healing
-

Recognizing and accepting people for their special talents, gifts, and unique spirit. People may have broken spirits or a variety of emotional hurts, thus an essential gift of the servant leader is not only to heal ones self, but also to assist in the healing of others.

4. Awareness
-

5. Persuasion - Servant leaders seek to convince rather than coerce and can be thought of as a gentle persuasion by challenging others to think of issues in different perspectives.

Refers primarily to self-awareness, which aides and strengthens the servant leader by providing an understanding of issues from a well-developed sense of ethics and values.

6. Conceptualization
-

The capacity to dream great dreams. the servant leader is able to envision the future not only in the context of the individual, work group, or organization, but also within the context of the societal realm. The ability that enables servant leaders to glean lessons from the past, within the realities of the present, and understand potential consequences of future decisions.

7. Foresight
-

8. Stewardship - The perspective that corporate institutions play a significant and vital role in affecting the greater good of society.
9. Commitment to the growth of people
-

Every individual has an intrinsic worth beyond their contributions as workers. Servant leaders seek the holistic growth and development of others. 10. Building community - The servant leader takes advantage of opportunities to create community in the context of the given work institution.

A persons self-awareness , self-confidence, self-control, commitment and integrity, and a persons ability to communicate, influence, initiate change and accept change. Studies have shown that emotional intelligence impacts a leader's ability to be effective.

Leaders who do not develop their EI have difficulty in building good relationship with peers, subordinates, superiors and clients. These skills contributes to a persons ability to manage and monitor her own emotions, to correctly gauge the emotional state of others and to influence opinions.

Self-awareness Is the ability to recognize ones own feeling as it happens, to accurately perform self-assessments and have self-confidence. It is the keystone of emotional intelligence. 2. Self-management or self-regulation is the ability to keep disruptive emotions and impulses in check (self-control), maintain standards of honesty and integrity (trustworthiness), take responsibility for ones performance (conscientiousness), handle change (adaptability), and be comfortable with novel ideas and approaches (innovation).
1. -

3. Motivation is the emotional tendency of guiding or facilitating the attainment of goals. It consist of:
Achievement drive to meet a standard of excellence Commitment or the alignment of goals with the group or organization c. Initiative to act on opportunities d. Optimism or the persistence to reach goals despite set backs. 4. Empathy is the understanding of others by being aware of their needs, perspectives, feelings, concerns, and sensing the development needs of others.
a. b.

5. Social Skills are fundamental to emotional intelligence.

They include:
a.

b.
c.

d.
e. f.

Influence of the ability to induce desirable responses in others by using effective diplomacy to persuade Communication or the ability to both listen openly and send convincing messages Leadership or the ability to inspire and guide groups and individuals Building bonds, or nurturing instrumental relationships Collaboration and cooperation with others toward a shared goal The ability to create group synergy in pursuing collective goals.

SELF
R E C O G N I T I O N

SOCIAL
Social Awareness
Empathy Organizational awareness Service orientation

Self Awareness
Self-Confidence Emotional Self-Awareness Accurate Self Assessment

R E G U L A T I O N

Self management
Self-control Trustworthiness Conscientiousness Adaptability Achievement Drive succeed Initiative

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

a. Emotional self-awareness
-

reading ones own emotions and recognizing their impact.

b. Accurate self-assessment Knowing ones strengths and limits. c. self-confidence A sound sense of ones self-worth and capabilities

a. Emotional self-control
-

Keeping disruptive emotions and impulses under control. Displaying honesty and integrity; trustworthiness Flexibility in adapting to changing situations or overcoming obstacles The drive to improve performance to meet inner standards or excellence

b. Transparency
-

c. Adaptability
-

d. Achievement
-

e. Initiative
-

Readiness to act and seize opportunities Seeing the upside of events

f. Optimism

a. Empathy
-

b. Organizational awareness
-

Sensing others emotions, understanding their perspective, and taking active interest in their concerns.
Reading the currents, decision networks, and politics at the organizational level. Recognizing and meeting the needs of followers, clients, or customers.

c. Service
-

a. Inspirational Leadership
-

b. Influence

Guiding and motivating with a compelling vision. Wielding a range of tactics for persuasion Bolstering others abilities through feedback and guidance. initiating, managing, and leading in a new direction Resolving disagreement Cultivating and maintaining a web of relationship. Cooperation and team building.

c. Developing Others

d. Change Catalyst

e. Conflict Management

f. Building Bonds

g. Teamwork and Collaboration

Able to use their strength for the benefit of the team and the organization. An understanding of others combined with greater self control allows a leader to create a supportive and productive working environment, where the atmosphere does not depend on the mood of the leader but where everyone is valued for their contribution.

Howard Gardner developed the theory. Focused on how different intellectual abilities affect leadership. These suggest that the traditional notion of intelligence, based on I.Q. testing is far too limited.

1. Linguistic Intelligence

1. Word Smart

2. Logical-Mathematical Intelligence 3. Spatial Intelligence 4. Bodily-Kinesthetic Intelligence 5. Musical Intelligence 6. Interpersonal Intelligence
7. Intrapersonal Intelligence

2. Number/Reasoning Smart
3. Picture Smart

4. Body Smart
5. Music Smart

6. People Smart
7. Self-smart

8. Naturalistic Intelligence

8. Nature Smart

Control is not the issue; rather, change

dominates the climate.

recognizes continual movement and change occur in reality and creativity and innovation are at the core good work performance.

When the principles of quantum leadership are applied, healthcare administrators and faculty can: 1. Recognize how healthcare changes have affected all of them 2. Properly explain each change, actively engage in conflict resolution, and exchange ideas 3. Work together to resolve the difficulties that emerge as their system intersect.

As quantum leaders, nurses: 1. Offer creative and innovative solutions 2. Seek to discover educational opportunities instead of relying on past methods of accommodating new nurses in the work force. 3. Provide mentoring opportunities and expert preceptor ships, quantum leaders can effectively help all involves to provide better care for patients.