Nursing Leadership Lecture

NURSING LEADERSHIPNCM 105

Madeline N. Gerzon, RN, MM

Clinical Instructor

WHO IS YOU FAVORITE LEADER?

DO YOU KNOW THEM?

WHO ARE THE NURSING LEADERS THAT YOU KNOW?

NURSING LEADERS

What is your personal definition of Leadership?

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DEFINITION OF LEADERSHIP

Leadership is commonly defined as a process of influence whereby the leader influences others toward goal achievement

Some researchers – people endowed with authority are leaders

DEFINITION OF LEADERSHIP

Leadership is a force that creates a capacity among a group of people to do something that is different or better

Leadership – what leaders do; the process of influencing a group to achieve goals

LEADERSHIP

The process of influencing people to accomplish goals

Leaders innovate

Leaders focus on people

Leaders inspire thru personal trustworthiness & self-confidence

Leaders communicate a vision that turns self-interest into commitment to the job

LEADERS

Use a wide variety of interpersonal skills to influence others to accomplish a specific goal

Have the capacity to earn and hold trust

Must be personally authentic and accountable

Must possess enthusiasm, energy, and commitment

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FORMAL AND INFORMAL LEADERSHIP

Formal leadership is based on occupying a position in an organization, called assigned leadership

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

What makes a person a leader?

LEADERSHIP THEORIES

EVOLUTION 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 AND TRAIT THEORIES

Great Man Theory Earliest approach Identify great person from masses Certain traits -

success/effectiveness Aristotelian philosophy – some

people are born to be leaders while others to be led


Trait TheoriesAssume some people have

certain characteristics or traits that make them better leaders than others

Studied great leaders throughout history

Power and situations were ignored


Contemporary theories said that leadership is a skill and can be developed

Not inborn

BEHAVIORAL THEORIESPattern of actions used by different

individuals determines leadership potential

McGregor et al moved away from studying the traits of leadership…situation

BEHAVIORAL THEORIESLewin, White and Lippit isolated

common leadership stylesAutocratic, democratic and laissez-faire

CHARACTERISTICS OF AUTHORITARIANStrong control over work groupOthers are motivated by coercionOthers are directed with commandsCommunication flows downwardDecision making does not involve

othersEmphasis is on difference in statusCriticism is punitive

RESULTS OF AUTHORITARIAN

Results in well-defined group actions

Results are predictable = reduce frustration in work group

Productivity is usually highCreativity, self-motivation and

autonomy are lowUseful in crisis situationCommon in large bureaucratic

system

CHARACTERISTIC OF DEMOCRATIC

Less control is maintainedEconomic and ego awards are used to

motivateOthers are directed through suggestions

and guidanceCommunication flows up and downDecision making involves othersEmphasis is on “we” rather than “I” and

“you”Criticism is constructive

ADVANTAGES OF DEMOCRATIC

Appropriate for groups that work together for extended periods

Promotes autonomy and growth of individual

Effective when cooperation and coordination are necessary

Takes time because of consultative process Frustrating for those who want decisions

made rapidly Less efficient quantitatively

CHARACTERISTICS LAISSEZ-FAIRE

Permissiveness, with little or no control Motivation by support when requested by

group Provision of little or no direction Communication upward and downward flow

among members Decision making dispersed throughout the

group Emphasis on the group Criticism withheld

SITUATIONAL AND CONTINGENCY THEORIES

Leader traits and/or leader behaviors are important aspects but must be taken in context.That is, the situation matters.

SITUATIONAL LEADERSHIP THEORY

No single best way to leadFocus on maturity or readiness of

followersAbility and willingness

SITUATIONAL LEADERSHIP THEORY

Adjust emphasis on task and relationship behaviors according to the readiness of followers to perform their tasks

Mary Follet social system of contingenciesNeed for “integration”

SITUATIONAL LEADERSHIP

Leadership StylesTelling: low readiness, untrained and

inexperienced employeesSelling: low/moderate readiness,

trained but inexperienced employeesParticipating: moderate/high

readiness, able but unwilling, employees skeptical

Delegating: high readiness, employees ready and willing to take responsibility


Hersey and Blanchard Developed situational approach Effectiveness of leader is based

on level of maturity of followers As followers mature = less task

focus for leader

CRITICAL LEADERSHIP SKILLS (HERSEY & BLANCHARD)

DiagnosingAdaptingCommunicating

Blake & Mouton’s Management Grid

The foundation of this theory is that management should have concern for both human relations and completion of work tasks.

The two scales range from 1 to 9 with 9 being a higher concern.


Five (5) management styles are identified:Impoverished Management –

low concern for both people and tasks

Country Club Management – high concern for people and low concern for tasks


Five (5) management styles are identified:

Organizational Man Management – adequate performance is accomplished by balancing staff morale and getting work done


Five (5) management styles are identified:Authority Obedience – high concern for

tasks and low concern for people

Team Management – high concern for both people and accomplishment of tacks

THE MANAGERIAL GRIDBLAKE & MOUTON

9 -------------------------------------------------------------------------- COUNTRY-CLUB TEAM (1,9) (9,9)

CONCERN FOR MIDDLE OF ROAD PEOPLE (5,5)

IMPOVERISHED TASK1 (1,1) (9,1)

--------------------------------------------------------------------------- 1 9

CONCERN FOR PRODUCTION

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.


Tannenbaum and Schmidt Managers need a mixture of

autocratic and democraric leadership behaviors or styles

Style depends on nature of situation, skill of manager and abilities of members

FIEDLER’S LEADERSHIP CONTINGENCY THEORY

Reinforced contingency approachGroup effectiveness depends on

appropriate match bet. leader’s style and the demands of the situation

Situational controlLeast preferred coworkerImportant variables

Leader/member relations, task structure, position power

FIEDLER’S CONTINGENCY MODEL

Suggests that no one leadership style is the best for every situation.

There are three (3) dimensions that influence leadership style:

Leader-staff relationsTask structurePosition power

PATH-GOAL THEORY

Rooted in Expectancy TheoryLeader behaviors

DirectiveSupportiveAchievement-orientedParticipative

PATH-GOAL THEORY OF LEADERSHIP

SITUATIONAL FACTORS

Characteristics of subordinatesLocus of controlExperiencePerceived ability

Characteristics of environmentTask structureFormal authority systemWork group

Path-Goal Leadership Styles

DirectiveSupportiveAchievement-orientedParticipative

Path-Goal leadership Style

PATH-GOAL LEADERSHIP STYLES

DIRECTIVELets subordinates know what is expectedPlans and schedules work to be doneGives specific guidance – what should be done and how it should be doneMaintains clear standards of performance

SUPPORTIVEShows concern for well-being of subordinatesTreats members as equalsDoes little things to make the work more pleasantFriendly and approachable

PATH-GOAL LEADERSHIP STYLES

ACHIEVEMENT-ORIENTEDSets challenges goalsExpects subordinates to perform at the highest levelSeeks improvement in performance, while showing confidence in workers

PARTICIPATIVEConsults with subordinatesSolicits suggestionsTakes suggestions seriously into consideration before making decisions

SUPPORTIVE LEADERSHIP

SupportiveLeadership

Reduce boredomMake job more

tolerable

Increase self-confidenceLower Anxiety

Increase the intrinsicvalence of work

Increase effort-performance expectancy

Increase effort

DIRECTIVE LEADERSHIP

DirectiveLeadership

Reduce role ambiguity

Strengthen rewardcontingencies

Increase effort-performanceexpectancy

Increase performance-reward expectancies

Increase subordinate

effort

Increase size of incentives

Increase outcomevalences for task

success

PATH-GOAL THEORY

Causal VariablesLeader Behavior

Intervening VariablesSubordinate expectations

Outcome VariablesSubordinate effortand satisfaction

Situational Moderator VariablesCharacteristics of task and environment

Characteristics of subordinates

NEW APPROACHES TO LEADERSHIP

CONTEMPORARY THEORIES OF LEADERSHIP

TRANSFORMATIONAL LEADERSHIP

Burns (1978) Both leader and followers have the

ability to raise each other to higher levels of motivation and moralityTraditional 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


Inspirational, idea-oriented, visionary Dramatic, arouses intense feelings Communicates high expectations and a

need for a change Unpredictable

Relies on referent or charismatic powerRaises level of awareness and commitmentGets followers to transcend their self-

interestsRequires trust and belief in the vision

presented

Transactional Leadership Exchanges rewards for services Management by exception (Watches

for deviations) Keeps the system operating smoothly

Uses reward and coercive power basesRecognizes what workers want and

tries to deliver itRewards according to worker effortResponsive to worker self-interests


Transformational Leadership•Idealized Influence

•Inspiration

•Intellectual stimulation

•Individualized consideration

Transformational Leadership•Idealized Influence

•Inspiration


•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 Styles

Transactional leadership

Transformational leadership

Transactional leadership

•Contingent Reward•Management by Exception•Laissez Faire

Transformational leadership•Individualised consideration

•Charisma

•Inspiration



“Transformational leaders concentrate on motivating and developing staff members so the organisation and its staff achieve a shared vision. Key stakeholders within the organisation are empowered to build a culture that supports this vision.”

(Dixon 1997)


Focuses on management tasks

Is a caretaker Uses trade-offs to

meet goals Does not identify

shared values Examines causes Uses contingency

reward

Identifies common values

Is committed Inspires others with

vision Has long-term vision Looks at effects Empowers others

Transactional leader Transformational leader

INTERACTIONAL LEADERSHIP THEORIES

Interactional theory Leadership behavior is determined by

the relationship between the leader’s personality and the specific situation


Schein (1970) Human as complex beings whose

working environment was an open system to which they responded

System – objects, with relationships between the objects and its attributes


Brandt (1994) Leaders develop work environment that

fosters autonomy and creativity through valuing and empowering othersAffirms uniqueness of individualsContribute unique talents to a common goal

Peter Drucker – leadership is a responsibility rather than a rank or privilege


Kanter (1989) Title and position authority were no

longer sufficient to mold a workforce, subordinates are encouraged to think for themselves and instead managers must learn to work synergistically with others

LEADERSHIP ROLES

GuidingDirectingTeachingMotivating for goal settingMotivating for achievement

CHARACTERISTICS OF LEADERS

HonestyVisionCompetenceCommunicationMotivationKnowledge

DecisivenessRisk-takingCaringBalanceHumorSelf-awareness

CHARACTERISTICS OF LEADERS Intelligence Knowledge Judgment Decisiveness Oral fluency Emotional intelligence Independence Personable Adaptability Creativeness cooperativeness

Alertness Confidence Personal integrity Emotional balance and

control Ability Able to enlist cooperator Interpersonal skills Tact Diplomacy Prestige Social participation Nonconformity

Nursing Leadership Lecture

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