THE NURSING MANAGEMENT PROCESS: An OverviewTHE NURSING MANAGEMENT PROCESS: An Overview

Nursing Leadership and Management

Course Description:

This course deals with the application of the concepts, principles, theories

and methods of developing nursing leaders and managers in the hospital

and community-based settings. It also includes ethic moral/legal

aspects of health care and nursing practice and the nurses’ responsibilities

for personal and professional growth.

Course Objective:

At the end of the course, given a group of clients with varied conditions, the student

should be able to:

1. Utilize the nursing process in the care of individuals, families, population group, in hospital and community settings.

1.1 assesses with client/s his/her/their condition/health status through interview, physical examination and interpretation of laboratory findings

1.2 identifies actual and at-risk nursing diagnosis

1.3 plans appropriate nursing interventions with client/s and family for identified nursing diagnosis

1.4 implements plan of care with client/s and family

1.5 evaluates the progress of the client’s condition and outcomes of care;

2. Ensure a well organized and accurate documentation and reporting system;

3. Demonstrate leadership and competence in the performance of her responsibilities as a beginning nurse practitioner in thehospital or community setting

4. Observes bioethical principles, core values, and standards of nursing care while practicing nursing

5. Promote personal and professional growth for self and others

Leadership and Management: An Overview

God created man in his own image and in doing so he was tasked to have dominion over all the things created before Him. It was the solemn

divine decision that emphasized man’s place at the climax of God’s creative work

(Genesis 1:26-27)Man is tasked to lead: to manage everything, over

the earth and so are the Nurses, who lead and manage people in their quest for a quality kind of

life.

Leadership and Management: An Overview

• Nursing management is based on theories where concepts are included together with methods, and principles. Relationship between principle could be observed and verify to certain degree if translated in to the art of practice of nursing management.

• Concept are not fragmented thoughts, ideas and general beliefs in relation to nursing management but rather concepts that can serve as unifying ideas, thus, forming a foundation for action or discussion.

• Principles are known to be those fundamentals truths, law or doctrines wherein other beliefs or notions are founded. Principles serve as guided to concept, thoughts or actions in a work situation.

Leadership and Management: An Overview

Nurses realize that they have to keep up with the manychanges in the health care system and its delivery of

service to the people. The Nursing Act of 1991 focuses on

three changes in the efforts to improve the people’s health.

• From hospital or institutional care, emphasis shifted to community health delivery;

• From emphasis on physical care, efforts are now directed towards holistic approach to the care of individuals, families and communities and

• From being mere recipients of care, patients, individuals, families and communities are now active participants in health care efforts.

Leadership and Management: An Overview

Definition of Nursing Management:• The management process is universal. For

nurses, knowledge of this process assures them of the smooth functioning of the units to attain their goal of quality care through the judicious use of available human and material resources within specified periods.

• Focus on planning, organizing, staffing, directing or leading and controlling or evaluating all activities of the nursing system.

• Defined as a process of coordinating actions and allocating resources to achieve organization goals of the healthcare delivery system

Harbizon and Myerz offer a classic three fold concept to emphasize the broader scope of management.

They observe that management is:

• AN ECONOMIC RESOURCE management is one of the factors of production together with land,

labor and capital.

• SYSTEM OF AUTHORITY management first develops with top individuals determining the

course of action for the rank and file. This is followed by constitutional management which

emphasizes definite and consistent concern for policies and procedures in dealing with the working

group. The trend toward a democratic and participative approach follows as employees receive

higher education.

• AN ELITE CLASS management is a class and status system. Managers

have become an elite group of brains and educations. Entrance to this class is based on education and knowledge. The new managers

continue to expand their horizon in an effort to attain the ultimate in life.

GENERAL PRINCIPLES OF NURSING MANAGEMENT

• Nursing management is PLANNING• Nursing management is the EFFECTIVE USE

OF TIME• Nursing management is DECISION MAKING• MEETING PATIENT’S NURSING CARE NEEDS

is business of the nurse managers• Nursing management is the FORMULATION

and ACHIEVEMENT of SOCIAL GOALS• Nursing management is ORGANIZING • Nursing management denotes a FUNCTION,

SOCIAL POSITION OR RANK, A DISCIPLINE AND A FIELD OF STUDY

•Nursing management denotes a FUNCTION, SOCIAL POSITION OR RANK, A DISCIPLINE AND A FIELD OF STUDY

•Organizational cultures REFLECTS VALUES AND BELIEFS

•Nursing management is DIRECTING OR LEADING

•A well managed division of nursing MOTIVATES EMPLOYEES TO PERFORM SATISFACTORILY

•Nursing management is EFFICIENT COMMUNICATION

•Nursing management is CONTROLLING OR EVALUATION

Role of Manager

Developing Future Managers

Managerial development programs are very useful means of getting qualified managers. According to Katz, the necessary fundamental

skills of a manager are:

• Technical Skills• Human Skills

• Conceptual Skills

LEVELS OF SKILLS MANAGEMENT IN NURSING

• CONCEPTUAL – individual’s mental ability to coordinate a variety of interests and activities. Thinks critically and able to conceptualize how things could be. VISIONARY

• INTERPERSONAL – individuals’ preferred ways of using language, the degrees to which they listens, and their ways on responding to others.

• TECHNICAL- tools, procedures, and techniques that are unique to the nurse manager’s specialized situation. Master of the job-viewed as a source of help. AN EXPERT.

Top Management

Middle Management

First-Line Management

Conceptual HumanTech-nical

Conceptual

Con-ceptual

Human

Human

Technical

Technical

Proportions of Management skills needed atDifferent levels of management

Concerned with broad-based, long-range decisions that affect the entire organization; therefore, conceptual skill is most important at that level

TopManagement

First-Line Management

Focuses basically on her or his group, Therefore, the need for conceptual skill is at a minimum

Human Skill

The need to be able to understand and work with people is important at all levels, but the first-line manager’s position places a premium on human skill requirements because of the great number of employee interactions required

A nurse manager performs these management functions to deliver

health care to patients.

Nurse managers or administrators work at all levels to put into practice the

concepts, principles and theories of nursing

management.

They manage the organizational environment

to provide a climate optimal to provision of

nursing care by the clinical nurses.

Technical Skills relates to the proficiency in performing an activity in the correct manner with the right technique.

Human relationship skills pertain to dealing with people and how to “get along” with them.

Conceptual skills deals with the ability to see individual matters as they relate to the total picture and to develop creative ways of identifying pertinent factors, responding to the big problems and discarding irrelevant facts.

Another approach in developing managers is postulated by Summer in his early work which emphasize knowledge, attitude and ability

factors. Knowledge factors refer to ideas, concepts

or principles that can be expressed and are accepted because they have logical proofs.

Attitude factors relate to those beliefs, feelings and values that may be based on emotions and may not be subjected to conscious verbalization.

Ability factors include skills, art, judgment and wisdom.

Qualification of Nursing Service Administrators

Be a registered nurse in the PhilippinesHave at least two (2) years of experience in

general nursing service administratorsPossess a degree of bachelor of Science in

Nursing, with at least nine (9) units in managerial and administration course at the graduate level; and

Be a member of good standing of the accredited professional organization of nurse

It is provided, however, that a person occupying the position of Chief Nurse or Director of Nursing Service shall, in addition

to the foregoing qualification, possess:

Qualification of Nursing Service Administrators

At least five (5) years of experience in a supervisory or managerial position in nursing; and

A Master’s Degree Major in Nursing

As per Memorandum Circular No. 2000-05,series of

2000 of the PRC, BON.A new trend in hospital nursing is clinical specialization. Nurses train in a special field of nursing of their choice. Courses to prepare nurse

desiring to perfect their clinical opportunities are offered in universities, usually at the master’s level. These nurses must have the experience required before applying for a position as an expert practitioner.

Qualification of the Chairperson and Members of the BoardThe Chairperson and Member of the Board shall, at the times of the appointment, posses the following requirements.o A natural born citizen and resident of the Philippineso A member of a good standing of the accredited professional

organization of nurseso A registered nurse and holder of a Master’ Degree in Nursing,

education or other allied medical profession conferred by a college or university duly recognize by the government. Provided , that the majority of the Member of the Board shall be holder of a master’s degree in nursing: Provided, further That the Chairperson shall be a holder of a master’s degree in nursing.

o Must have at least ten (10) years of continuous practice of the profession prior to appointment. Provided, however. That the last five (5) years of which shall be in the Philippines.

o Must not have been convicted of any offense involving moral turpitude.

o Membership to the Board shall represent the three areas of nursing, namely, nursing education, nurisng service and community health.

Qualification of the Faculty and the Dean of the College of Nursing

A member of the faculty in a college of nursing teaching professional courses must:

Be a registered Nurse in the PhilippinesHave at least one (1) year of clinical

nursing practice in a field of specializationBe a member of good standing in the

accredited professional organization of nurses and

Be a holder of a master’s degree in nursing, education, or other allied medical and health sciences conferred by a college or university duly recognized by the Government of the RP.

Qualification of the Faculty and the Dean of the College of Nursing

The career ladder in nursing education starts with a Clinical Instructor’s position up to the Dean of a College of Nursing. A dean in a College of Nursing should possess;

Master’s Degree in NursingMust have at least five (5) years of

experience in teaching and supervision.Those teaching in Graduate Programs for

nurses must possess post-Master’s Degree or Doctoral Degree in Nursing.

Prior to promotion or holding of managerial positions, nurses who have the potential to become administrators are asked to participate in managerial staff development program. The organization then will have a ready pool of managers who are academically and locally

trained to assume managerial roles.

Who Needs Nursing Management?

• All types of health-care organizations, including nursing homes, hospitals, home health-care agencies, ambulatory care centers, student infirmaries, and many others, need nursing management.

• Even the nurse working with one client and family needs management knowledge and skills to help people work together to accomplish a common goal.

• A primary nurse working with several clients prioritizes their care to assist time to improve health or, sometimes, peaceful death.

THE MANAGEMENT PROCESS

CONTROLLING assessing/regulating performance

DIRECTING actuating efforts to accomplish goals

ORGANIZING establishing formal authority

PLANNING thinking ahead, making projections to

achieve desired results

Top Management

Middle Management

First-Line Management

P O D S C

P

P

O

O

D

D S

S

C

C

P - Planning

O - Organizing

Amount of Emphasis on Management Function

D - DirectingC - Controlling

S - Staffing

Universality of Management

Scenario:

A nurse –manager spent part of the day working on the budget(Planning) , meet with the staff about changing the patient care management delivery system from primary care to team nursing (Organizing), altered the staffing policy to include 12- hour shifts (staffing), held a meeting to resolve a conflict between nurses

and physicians (Directing), and gave an employee a job performance evaluation (Controlling).

Not only would the nurse-manager be performing all phases of the management process, but each function has a planning, implementing, and controlling phase.

Principles Principles of of

ManagemManagementent

Henry FayolHenry Fayol

A French mining engineer, developed 14 principles of management based on his management experience.

He pioneer in the field of management education.

He has been rightly called as “father of management process school.

He was first person who laid emphasis on the process of management.

Fayol’s Principle of Management are presented as follows;

Division of Work-specialization makes employees more efficient which results to more and better outputs.

Authority-managers have the authority to give orders. Along with authority goes responsibility. Whenever authority is exercise responsibility arise.

Discipline-there is discipline when employees obey the rules that govern

Unity of Command-in this aspect of management it is imperative that each employee should receive orders from one supervisor.

Unity of Direction-for each group of organizational activities having the same objective, direction comes from manager using one plan.

Subordination of individual interest to general interest-an emlpoyee or group of employees’ interest should not precede over the interest of the whole organization.

Remuneration-emlpoyee must be paid a fair wage for their service rendered to the organization.

Centralization-the degree to which the subordinates are involved in decision making. The task is to determine the optimum degree of centralization from every situation.

Scalar Chain-this represents the line of authority from top management to the lowest rank in the organization. Communication should follow this scalar chain.

Order-there is order when people and materials are in the right place at the same time.

Equity-it exist when managers observes kindness and fairness to their subordinates.

Stability of Tenure-when there is a high employee turnover, there is ineffective management. Management should see to it that an orderly personnel planning is provided and ensures that replacement are available to fill vacancies.

Initiative-whenever employees are allowed to originate and carry out plans they are expected to exert high level of efforts.

Esprit de Corps- promotion of team spirit build harmony and unity within the organization

The Story of the Donkey Stuck The Story of the Donkey Stuck in a Wellin a Well

One day a farmer’s donkey fell down into a well.

The donkey cried piteously for hours as the farmer tried to figure out what to do.

Finally, the farmer decided the animal was old, and the well needed to be covered up anyway; it

just wasn’t worth it to retrieve the donkey.

He invited all his neighbors to come over and help him. They all grabbed a shovel and began to shovel dirt into

the well. At first, the donkey realized what was happening and cried even more loudly in panic and fear.

Then, to everyone’s amazement the donkey quieted down.

A few shovel loads later, the farmer looked down the well. He was astonished at what he saw.

With each shovel of dirt that hit hisback, the donkey was doing something

amazing.

He would shake off the dirt and take a step up.

As the farmer’s neighbors continued to shovel dirt on top of the donkey, he would shake it off

and take another step up.

Pretty soon, everyone was amazed as the donkey stepped up over the edge of the well

and happily trotted off!

Life is going to shovel dirt on you, all kinds of dirt. The trick to getting out of the well is to shake it off and

take a step up. Each of our troubles is a steppingstone. We can get out of the deepest wells just by not

stopping, never giving up! Shake it off and take a step up.

Remember the five simple rules to be happy:

Free your heart from hatred – Forgive.Free your mind from worries – Most never happen.

Live simply and appreciate what you have.Give more.

Expect less 

The Meaning of LeadershipThe Meaning of Leadership

Is a social influence or a person’s ability to move other people to act

Influence processes involving determination of the group’s or organization’s objectives

Motivating task behavior in pursuit of these objectives, and

Influencing group maintenance and culture

L – LEAD, LOVE, LEARNE – ENTHUSIASTIC, ENERGETICA – ASSERTIVE, ACHIEVERD – DEDICATED, DESIROUSE – EFFICIENT AND EFFECTIVER – RESPONSIBLE, RESPECTFUL

LeadershipLeadership• Is defined as a process of influence• Is not limited to people in traditional

positions of authority.• A leader influence others to move in the

direction of achieving goals.• Leadership occurs in different dynamics

and settings• Leadership is commonly defined as a

process of influence whereby the leader influences others toward goal achievement

Elements of LeadershipElements of LeadershipElements of LeadershipElements of Leadership

VISIONINFLUENCEPOWERAUTHORITYRESPONSIBILITYACCOUNTABILITY

VISIONINFLUENCEPOWERAUTHORITYRESPONSIBILITYACCOUNTABILITY

VISIONVISION

• Provides direction to the influence process.

• For leadership to occur, leaders must communicate the vision the their followers in such a way that the followers adopt the vision as their own

• It is essential for organizational effectiveness and success

INFLUENCE

• Ability to obtain followers, compliance or request

• It is a skill that can be developed , and is one of a major components of the power triangle

POWER

Ability to efficiently and

effectively exercise authority and

control through personal,

organizational and social strength

Ability to impose the will of one

person or group to bring about certain behaviors in other groups or persons

AUTHORITYAUTHORITY

•Represents the right to expect or secure compliance

•Authority is backed by legitimacy

RESPONSIBILITY

Corresponding obligation and accountability for all actions done

Ability to do assigned task Responsibilities fall into 2 categories:

individual and organizational

What are the What are the characteristics of a characteristics of a LEADER to be LEADER to be successful? successful? • There must be reciprocal

relationship (C.I.R)• There must be positive interaction

““A person in a position of authority A person in a position of authority is not automatically a LEADER”is not automatically a LEADER”

““Leadership and positions are not Leadership and positions are not EQUIVALENT”EQUIVALENT”

Formal and Informal LeadershipFormal and Informal Leadership

– Formal Leadership Formal Leadership • is based on occupying a position in an is based on occupying a position in an

organization, called assigned leadershiporganization, called assigned leadership

– Informal LeadershipInformal Leadership • occurs when an individual demonstrates occurs when an individual demonstrates

leadership outside the scope of a formal leadership outside the scope of a formal leadership role or as a member of a group, leadership role or as a member of a group, rather than as the head or leader of the rather than as the head or leader of the group. The informal leader can be considered group. The informal leader can be considered to emerge as a leader when accepted by to emerge as a leader when accepted by others and perceived to have influenceothers and perceived to have influence..

51

CORE values of LeadersCORE values of Leaders• A guiding VISIONA guiding VISION• PASSIONPASSION• IntegrityIntegrity• CuriosityCuriosity• FlexibilityFlexibility• IntelligenceIntelligence• Ability to support OthersAbility to support Others• Self ConfidenceSelf Confidence• DesireDesire

Leaders VS Managers

Leaders VS Managers

Do you know them?

Do you know them?

Who are the Who are the nursing leaders nursing leaders that you know??that you know??

Who are the Who are the nursing leaders nursing leaders that you know??that you know??

NURSING LEADERSNURSING LEADERS

LEADERS AND MANAGERSLEADERS AND MANAGERS A manager is a title that can be given that signifies a position – a

leader is a title that other people give you. Managers Demand Respect – Leaders Command Respect Managers Have Subordinates – Leaders Have Followers Managers administer - Leaders innovate Managers demand - Leaders command Managers maintain - Leaders develop Managers focus on systems – Leaders focus on people Managers strive for control – Leaders inspire trust Managers have short-term view – Leaders have a long-term goal Managers are focused on the bottom line – Leaders are focused

on potential Managers imitate - Leaders originate Managers do things right – Leaders do the right thing Managers state their position – Leaders earn their position

Leadership POWERLeadership POWER

An essential part of leadership or An essential part of leadership or management is to influence the people you management is to influence the people you

manage so that they do what you want manage so that they do what you want them to do. The influence of a leader will them to do. The influence of a leader will depend on a variety of factors including depend on a variety of factors including

their personality and of those around them. their personality and of those around them.

Reward Power

• This type of influence is created when the leader is able to offer a reward to his followers for completing tasks/behaving in a certain manner. Rewards in the workplace can take a variety of forms from chocolates, gift vouchers and holidays to promotions, commission and pay rises.

• This type of power needs to be used carefully to prevent followers becoming accustomed to rewards and refusing to complete routine tasks without a reward. Generally rewards should not be offered, to follower employees to complete duties which are a normal part of their role. This is because as an employee they are under a contractual obligation to complete these tasks and they are already rewarded for this through their salary.

Coercive Power

• This is the opposite of reward power because this power is based on the leader having control over what happens if followers do not act as required. If followers do not undertake the action required, the leader will impose a penalty. Penalties take a variety of forms including withdrawal of privileges, job losses, verbal abuse, and delayed or loss of promotion. In all cases the leader will need to choose the penalty carefully to prevent breaking the law or being the subject of an employment tribunal. 

• Coercive powers should be used carefully; overuse can lead to unhappy employee followers. Unhappy followers can be negative or unmotivatednegative or unmotivated, they may resign or adopt a “work to rule” attitude. Work to rule is where employees refuse to undertake any duties (or adopt working practices) that are not stated in their contract. 

Legitimate PowerThis is the power that a leader has when the followers believe that

the leader has “a right” to instruct them and that they have an obligation to follow instructions. Sometimes legitimacy power is created by the leader’s job title (such as captain, doctor, or area manager), combined with the follower’s belief that the job title gives the leader the right to give them orders.

Referent PowerThis is created when the followers believe that the leader possess

qualities that they admire and would like to possess. The followers identify with their leader and attempt to copy their leader. As referent power is dependant on how the follower views the personality of their leader, a leader will not have referent power over every follower they lead. Some leaders will have referent power over just a few, whilst others such as Ghandi have lead millions through their personality and charisma.

Expert PowerAs the title suggests a leader has expert power when the followers believe that the leader has “expert” knowledge or skills that are relevant to the job or tasks they have to complete. Often an experienced member of the team or staff in an organisation, can have expert power even though they are not a supervisor or manager.

• Reward power needs follower to believe leader will reward them.

• Coercive power needs follower to believe leader will punish them.

• Legitimate power needs follower to believe leader has right to instruct them.

• Referent power need follower to believe leader has desirable qualities.

• Expert power need follower to believe leader is an expert.

Archives for Life Lessons No.2A priest offered a Nun a lift.

She got in and crossed her legs, forcing her gown to reveal a leg.

The priest nearly had an accident.

After controlling the car, he stealthily slid his hand up her leg…

The nun said, ‘Father, remember Psalm 129?’

The priest removed his hand. But, changing gears, he let his hand slide up her leg again.  

The nun once again said, ‘Father, remember Psalm 129?’

The priest apologized ‘Sorry sister but the flesh is weak.’

Arriving at the convent, the nun sighed heavily and went on her way.

On his arrival at the church, the priest rushed to look up Psalm 129.

 It said, ‘Go forth and seek, further up, you will

find glory.’

EMPOWEREMENTEMPOWEREMENT

The process by which we facilitate the participation of

others in decision making and take action within an

environment where there is equitable

distribution of power

AUTHORITARIAN (AUTOCRATIC)

I want both of you to. . .

AUTHORITARIAN(AUTOCRATIC)

This style is used when leaders tell their employees what they want done and how they want it accomplished, without getting the advice of their followers. Some of the appropriate conditions to use it is when you have all the information to solve the problem, you are short on time, and your employees are well motivated.

Some people tend to think of this style as a vehicle for yelling, using demeaning language, and leading by threats and abusing their power. This is not the authoritarian style, rather it is an abusive, unprofessional style called bossing people around. It has no place in a leader's repertoire.

The authoritarian style should normally only be used on rare occasions. If you have the time and want to gain more commitment and motivation from your employees, then you should use the participative style.

Autocratic or Authoritarian Leadership Style

Style:

Decision is made WITHOUT ANY FORM OF CONSULTAION

Rely on threats and punishment to influence employees

Do NOT TRUST subordinates

NO SUBORDINATE input

Leader Characteristics:

Concerns with TASK ACCOMPLISHMENT rather than relationships

Uses DIRECTIVE behavior Exercises POWER with

COERSION Makes decisions ALONE Expects RESPECT & OBEDIENCE of

staff

INEFFECTIVE when subordinates:

become tense, fearful, or resentful

expect to have their opinions heard

have low morale, high turnover and absenteeism and work stoppage

EFFECTIVE when:

Employees do not respond to any other leadership style

There is high-volume production

There is limited time to make a decision

A manager’s power is challenged by an employee

Autocratic or Autocratic or Authoritarian Leadership Authoritarian Leadership

StyleStyle

PARTICIPATIVE (DEMOCRATIC)

Let's work together to solve this. . .

PARTICIPATIVE (DEMOCRATIC)

• This style involves the leader including one or more employees in the decision making process (determining what to do and how to do it). However, the leader maintains the final decision making authority. Using this style is not a sign of weakness, rather it is a sign of strength that your employees will respect.

• This is normally used when you have part of the information, and your employees have other parts. Note that a leader is not expected to know everything -- this is why you employ knowledgeable and skillful employees. Using this style is of mutual benefit -- it allows them to become part of the team and allows you to make better decisions.

Participative/Democratic Leadership Style

also known as consultation, empowerment, joint decision-

making, democratic leadership, Management By Objective (MBO)

and power-sharing.

Leader Characteristics:Concerns with human human

relations & teamworkrelations & teamworkFosters open & two-open & two-

way communicationway communicationRecognizes and

encourages encourages achievementachievement

Participative/Democratic Participative/Democratic Leadership StyleLeadership Style

Style: Everything is done

according to procedure or policy

Leader Characteristics:

manages “by the book”Exercises power by

exercising fixed rules

Tends to relate impersonally to staff

Bureaucratic Leadership Style

LAISSEZ FAIRE (DELEGATIVE)

You two take care of the problem while I go…

LAISSEZ FAIRE (DELEGATIVE)

• In this style, the leader allows the employees to make the decisions. However, the leader is still responsible for the decisions that are made. This is used when employees are able to analyze the situation and determine what needs to be done and how to do it. You cannot do everything! You must set priorities and delegate certain tasks.

• This is not a style to use so that you can blame others when things go wrong, rather this is a style to be used when you fully trust and confidence in the people below you. Do not be afraid to use it, however, use it wisely!

A.K.A. “hands-off” little or no directionfollowers have all freedom and authority

subordinates determine goals, make

decisions, and resolve problems on their own.

Laissez Faire Leadership Style

Laissez Faire Laissez Faire Leadership StyleLeadership Style

EFFECTIVE when EMPLOYEES are:

highly skilled, experienced, and educated.

trustworthyUtilizing outside experts, such as staff specialists or consultants

INEFFECTIVE when…

•It makes employees feel insecure at the

unavailability of a manager.

•Leaders are ungrateful

Theories of Leadership

Evolution of Leadership TheoryEvolution of Leadership Theory

Leadership theory is an evolving field; while these highlight the

most common theories of the last century, more theories continue

to be researched in the elusive search for a definitive

understanding of leadership. More recent leadership theories

are discussed on the following slides.

GREAT MAN THEORYGREAT MAN THEORY

• This theory assumes that the capacity for leadership

is inherent, that great ”leaders are born not made”

• These theories portray great leaders as heroic, mythic and destined to rise leadership when needed

Trait TheoryTrait TheoryTraits that are related to leadership

effectiveness:

Intelligence traits - knowledge, judgment, decisiveness.

Personality traits - adaptability, creativity, integrity, etc.

Ability traits – ability to enlist cooperation, popularity, prestige, etc.

Trait TheoriesTrait Theories

Trait TheoriesTrait Theories• Assume some people have certain Assume some people have certain

characteristics or traits that make them characteristics or traits that make them better leaders than othersbetter leaders than others

• Studied great leaders throughout historyStudied great leaders throughout history• Power and situations were ignoredPower and situations were ignored

Rensis LikertRensis Likert

• He developed Likert Scales and Linking Pin Model

• He also developed an Organizational Design

• He identify 4 main styles of leadership called the Four (4) Systems Approach

Four Systems ModelFour Systems Model

System 1 - Exploitative Authoritative: Responsibility lies in the hands of the people at the upper echelons of the hierarchy. The superior has no trust and confidence in subordinates. The decisions are imposed on subordinates and they do not feel free at all to discuss things about the job with their superior. The teamwork or communication is very little and the motivation is based on threats.

System 2 - Benevolent Authoritative: The responsibility lies at the managerial levels but not at the lower levels of the organizational hierarchy. The superior has condescending confidence and trust in subordinates (master-servant relationship). Here again, the subordinates do not feel free to discuss things about the job with their superior. The teamwork or communication is very little and motivation is based on a system of rewards.

Four Systems ModelFour Systems Model• System 3 - Consultative: Responsibility is spread widely

through the organizational hierarchy. The superior has substantial but not complete confidence in subordinates. Some amount of discussion about job related things takes place between the superior and subordinates. There is a fair amount of teamwork, and communication takes place vertically and horizontally. The motivation is based on rewards and involvement in the job.

• System 4 - Participative: Responsibility for achieving the organizational goals is widespread throughout the organizational hierarchy. There is a high level of confidence that the superior has in his subordinates. There is a high level of teamwork, communication, and participation.

Robert R. Blake &Robert R. Blake &Jane MoutonJane Mouton

• Developed the Developed the Managerial Grid Model Managerial Grid Model which attempt to conceptualize management in which attempt to conceptualize management in terms of relations and leadershipterms of relations and leadership

• They characterized 5 leadership styles according They characterized 5 leadership styles according to two dimensions: concern for task or production to two dimensions: concern for task or production and concern for peopleand concern for people

The Major Leadership Grid Styles

1,1        Impoverished management. Often referred to as Laissez-faire leadership.  Leaders in this position have little concern for people or productivity, avoid taking sides, and stay out of conflicts.  They do just enough to get by.1,9        Country Club management.  Managers in this position have great concern for people and little concern for production.  They try to avoid conflicts and concentrate on being well liked.  To them the task is less important than good interpersonal relations.  Their goal is to keep people happy.  (This is a soft Theory X approach and not a sound human relations approach.)9,1        Authority-Compliance.  Managers in this position have great concern for production and little concern for people.  They desire tight control in order to get tasks done efficiently.  They consider creativity and human relations to be unnecessary. 5,5        Organization Man Management.  Often termed middle-of-the-road leadership.  Leaders in this position have medium concern for people and production.  They attempt to balance their concern for both people and production, but they are not committed.9+9      Paternalistic “father knows best” management.  A style in which reward is promised for compliance and punishment threatened for non-compliance Opportunistic “what’s in it for me” management.  In which the style utilized depends on    which style the leader feels will return him or her the greatest self-benefit.9,9        Team Management.  This style of leadership is considered to be ideal.  Such managers have great concern for both people and production.  They work to motivate employees to reach their highest levels of accomplishment.  They are flexible and responsive to change, and they understand the need to change. 

Hersey and Blanchard’s Contingency Theory

According to this theory, the effectiveness of a persons leadership style depends not so much on

the leader but on the follower-the followers maturity should be assessed

Fred FiedlerFred Fiedler

Developed his theory on the premise that Developed his theory on the premise that leaders’ personal characteristics are leaders’ personal characteristics are stable, and so is the leadership stylestable, and so is the leadership style

““Fiedler Contingency Model” is a Fiedler Contingency Model” is a leadership theory that moved from leadership theory that moved from

research of traits and personal research of traits and personal characteristics of leaders to leadership characteristics of leaders to leadership

styles and behaviorsstyles and behaviors

Fielder’s Contingency ModelIn this model leadership is effective when the leader’s style is appropriate to the situation, as determined by

three principal factors:   

1.       Leader-member relations: The nature of the interpersonal relationship between leader and follower, expressed in terms of good through poor, with qualifying modifiers attached as necessary.  It is obvious that the leader’s personality and the personalities of subordinates play important roles in this variable.

2.       Task structure: The nature of the subordinate’s task, described as structured or unstructured, associated with the amount of creative freedom allowed the subordinate to accomplish the task, and how the task is defined.

3.       Position power:  The degree to which the position itself enables the leader to get the group members to comply with and accept his or her direction and leadership

Contemporary Leadership Theories

Transactional Leadership Style

the leader motivates the followers by appealing to their own self-interest

MOTIVATE by means of EXCHANGE process Encompasses 4 types of behavior:

Contingent reward Management by Exception Active Management by Exception Laissez- Faire Leadership

Transactional Leadership

• Exchanges rewards for services• Management by exception (Watches for deviations)• Keeps the system operating smoothly

– Uses reward and coercive power bases– Recognizes what workers want and tries to deliver it– Rewards according to worker effort– Responsive to worker self-interests

Transformational Leadership

The most effective leadership behavior to achieve long term

success and improved performance

Transformational leaders are highly visible and spend a lot of

time communicating

Transformational Leadership

Burns (1978)• Both leader and followers have the ability to

raise each other to higher levels of motivation and morality– Traditional manager – concerned with day-to-day

operations termed as transactional leader

– Manager who is committed, has a vision, and empowers others with vision is termed as transformational leader

TRANSFORMATIONAL/TRANSACTIONAL LEADERSHIP

Transformational Leadership•Idealized Influence

•Inspiration

•Intellectual stimulation

•Individualized consideration

Transformational Leadership•Idealized Influence

•Inspiration

•Intellectual stimulation

•Individualized consideration

Transactional Leadership•Contingent reward

•Management by exception (active or passive)

•Laissez faire

Transactional Leadership•Contingent reward

•Management by exception (active or passive)

•Laissez faire

Performance beyond expectations

Performance beyond expectations

Agreed uponperformance

Agreed uponperformance

Broadening and elevating follower goals

Leader/follower exchange

Leadership StylesLeadership Styles

Transactional leadership

Transformational leadership