Literature Perspective

• Transformational Leadership
• -mutuality and affiliation, acknowledging
complexity and ambiguity, cooperating vs.
competing, emphasizing human relations
 Transactional Leadership

• Competitive, task-focused approach that takes place in a

hierarchy
• It is an exchange posture of meeting needs in exchange of
expected performance
• It is a contract for mutual benefits that has contingent
rewards
 Attributes
• Personal motives
• Desire to help others
• Care for unable to care for themselves
• Seek awareness of motives and values to
inspire others
 • Leadership is the process of influencing
people to accomplish their goals; it is the
process of unleashing the potentials of people
 Difference between a Manager and a Leader

• Leader is someone who uses interpersonal skills to influence

others to accomplish specific goals

• Manager is an individual employed by an organization and

who is responsible for efficiently accomplishing the goals of
the organization
Management
Implies a dynamic and proactive approach to running operations. It is
concerned not only with achieving efficient operations but also with
ensuring that effective performance is attained. Management defines
vision, for which goals and objectives will pursue .

Followership

work with leader or the common good, maintain independent and critical
thinking.

Some leaders have been good followers that their peers asked them to take
the leadership responsibilities.
 Leadership Theories

Purposes :

• Nurses can select and adapt the most suitable approach for
dealing with different situations
• Theories serve as guide when nurses are faced with
challenges, in order to focus on their purpose, and to be able
to do things right.
• Theories serve as frameworks or models to guide the nurses
in the discharge of their functions
Leadership Theories

1. Trait Theory

• Has the underlying assumption that leaders are born and not made.
• Traits are inherited
• The following are found to be traits common among good leaders : honesty,
trustworthiness, integrity, fairness, skilled communicator, goal-oriented,
dedicated, committed, and hard working
• Leaders had been classified as autocratic, democratic, and laissez-faire
 Autocratic Democratic Laissez-Faire
Strong Control Less control No control
Gives orders Offers suggestions Non-directive
Does decision-making Group does the No planning
planning
Directive Participative Uninvolved
Fosters dependency Offers independence Fosters chaos
2. Great Man Theory

• Promotes the notion that a leader is born with certain innate abilities
• Leaders are well-rounded and simultaneously displays instrumental
(planning, organizing, controlling) and supportive behaviors (socially-
oriented, supports participation and consultations).
• Leaders who use both behaviors are considered as “great men”
3. Charismatic Theory
• Posits that a person is a leader because he is charismatic
• Charismatic leaders possess inspirational qualities which
allows people to feel better in their presence
• They inspire people by obtaining emotional commitment
from followers and by arousing strong feelings of loyalty and
enthusiasm
4. Situational Theory

• Traits required of leaders differ according to varying situations

• The following situations determine the effectiveness of leaders :
a. personality of the leader
b. performance of both the leader and the followers
c. the attitudes, needs, and expectations of the leader and the followers
d. the degree of interpersonal contact possible
e. time pressures, physical environment
f. nature of the organization

• A person may be a leader in one situation and a follower in another situation

• The type of leadership needed depends upon the situation
5. Path Goal Theory (House and Mitchell)
The leader facilitates task accomplishment by minimizing
obstructions to the goals and rewarding followers for
completing their task
• The leader helps the staff to assess needs, explore
alternatives, and help the staff to make beneficial
decisions
• The leader rewards the staff for task achievements and
provides additional opportunities for satisfying goal
accomplishment
6. Contingency Theory (Fiedler)

• Leadership style may be effective or ineffective depending upon the situation.

• There are three aspects of a situation that structure the leader’s
role :
a. leader-member relations
b. task structure
c. position power

• Leader-member relation involves the amount of confidence and loyalty the followers have
with regards their leader
• Task structure is high if it is easy to measure and define the task
• Position power refers to the authority inherent in a position
 7.Transformational Leadership

• Promotes employee development, attends to needs and

motives of followers, inspires through optimism, influences
changes in perception, provides intellectual stimulation, and
encourages follower creativity.
• The leader is a role model who uses individualized
consideration, provides a sense of direction, and encourages
self management
• It is a cooperative process
8. Behavioral Theories
• Focused on the abilities and behaviors of leaders, and
what they do
• Personal traits provide the foundation for leadership
• Leaders’ behaviors are shaped through education,
training, and life experiences
• Emphasized on leadership styles (Lewin) : autocratic or
authoritarian, Democratic or participative, Permissive or
Laissez-Faire, Bureaucratic
 Comparison of Leadership Styles

Leadership Assumed Employee Leader Characteristics

Style Motivators
Authoritarian External forces such as •Concerned with task accomplishments rather than
(Autocratic) power and authority, needs relationships
for approval •Uses directive behaviors
•Makes decisions alone
•Expects obedience and respect from the staff
•Lacks group support generated by participation
•Exercises power with coercion
•Proves useful in crisis situations

Democratic Internal drives and •Is primarily concerned with human relationships
(Participative) impulses and teamwork
•Fosters communication that is open and usually
two-way
•Creates a spirit of collaboration and joint efforts
that result in staff satisfaction
•Leader uses participation and majority rule to get
work done
 Comparison of Leadership Styles

Leadership Assumed Employee Leader Characteristics

Style Motivators
Permissive Internal drives and •Tends to have few established policies
(Laissez-Faire) impulses •Abstains from leading
•Leader provides no direction and facilitation
•Followers are left alone to complete work
•Is not generally useful in highly structured
organizations such as health care institutions
Bureaucratic External forces •Lacks a sense of security and depends on
established policies and rules
•Exercises power by applying fixed, relatively
inflexible rules
•Tends to relate impersonally with staff
•Avoids decision-making without standards or
norms for guidance
•Leader trusts neither self or followers to make
decisions
9. System 4 Management Model (Likert)

• Involving employees in decisions about work is central to effective leadership

• The model is composed of 4 dimensions based on increasing levels of employee
involvement

Autocratic Leaders •Have little trust in employees and systematically exclude them from
decision-making

Benevolent Leaders •Kind to employees but still do not involve them in decision-making

Consultative Leaders •Seek employees’ advise regarding decisions

Participative or •Value employee involvement, teamwork, and teambuilding

democratic Leaders •They have high levels of confidence in the employees and seek
consensus in decision-making ; the leader shares power
10. Managerial Grid (Blake and Mouton)

• Five leadership styles are plotted in four quadrants of a 2-doimensional grid

• The grid depicts various degrees of leader concern for production (structure) and for people (consideration)
• Leadership styles have labels as follows :

Impoverished low concern for both production and people

Authority Compliance High concern for production and low concern for people

Country Club Low concern for production and high concern for people

Middle of the Road Moderate concern for both production and people

Team High concern for both production and people

 Motivational Theory
1. Expectancy Model (Vroom and Yetton)

• Identified 5 leadership styles : tell, sell, consult, join, delegate

Telling Style Assesses a problem, makes a decision independently and informs followers

Selling style Gathers information from followers about a problem, makes decision
independently, and persuades followers to implement it

Consultative Seeks advice from followers individually, makes the decision independently, and
Style informs followers

Joining Style Joins the group, seeks suggestions, independently makes decisions, and
informs followers
Delegating Works with followers in developing solutions to problems, facilitates consensus -
Style building toward a group solution, which generally is accepted and implemented
as the group’s wishes
• Hierarchy of needs- people do tend toattach
importance to what they do not have
• Two factor theory
• theory X: directive, structured& controlling
(survival)
• Theory Y:can contribute independently