LEILA A. DE VILLA-MASAJO, RNPROFESSOR
LEADERSHIP
LEADER
The person who influences & guides direction, opinion & course of action.
The one who is followed by others willingly and voluntarily.
LEADERSHIP
Process of directing and influencing people to get things done to a standard and quality above their norm. And doing it willingly.
LEADERSHIP
How do you differentiate
Leadership to Boss ship???
Five bases of power
LEGITIMATE POWER REFERENT POWER EXPERT POWER REWARD POWER COERCIVE POWER
Legitimate Power
refers to power of an individual because of the relative position and duties of the holder of the position within an organization.
formal authority delegated to the holder of the position. This is the least obvious power, but the most important
Referent Power power or ability of individuals to
attract others and build loyalty. It's based on the charisma and interpersonal skills of the power holder.
This is the second least obvious power, but the most effective.
Expert Power
an individual's power deriving from the skills or expertise of the person and the organization's needs for those skills and expertise.
expert is trained and qualified.
Reward Power
depends upon the ability of the power wielder to confer valued material rewards
become pushy or became reprimanded
Coercive Power
the application of negative influences onto employees.
tends to be the most obvious but least effective form of power as it builds resentment and resistance within the targets of Coercive Power.
Information Power
well-informed, up-to-date and also have the ability to persuade others
Types of Leaders
A. FORMAL or APPOINTED – appointed by the administration and given official or legitimate authority to act
B. INFORMAL LEADER – does not have official sanction to direct the activities of others
Some informal leaders are recognized for their ability to communicate and counsel others
Types of Leaders
Informal LeadersBecome leaders because:
1. Age2. Seniority -Tenure3. Special competence4. Inviting personality
Leadership Qualities
1. A leader possess a striking physical personality and is energetic.
2. A leader possess sense of purpose and direction. A leader knows his/her own personal objectives and those of the group. He/she is able to set goals and move towards that direction.
3. A leader has a power of ready speech. He/ she is ready to communicate in both written and spoken language.
Following are some characteristic qualities of leaders:
Leadership Qualities
4. A leader is enthusiastic about the purpose of the group and is devoted to its cause.
5. A leader has a keen insight into the human nature of people. He/she has faith and trust in the people he/she leads.
6. A leader displays courage and persistence even in the face of opposition.
Leadership Qualities
7. A leader is decisive. He/she uses independent judgment and does not hesitate to consult others when needed.
8. A leader is cheerful and even-tempered.
9. A leader knows technical mastery that inspires others to do above average performance in their jobs.
10. A leader is intelligent, versatile, and has sense of humor.
11. Leader has moral vision, integrity and idealism.
3 DIMENSIONS INVOLVED IN LEADERSHIP
1. The leader
2. The follower
3. The situation
CHARACTERISTICS OF LEADER
Leaders have a wider variety of roles than do managers
Leaders may or may not be part of the formal organization
Leaders focus on group process, information gathering , feedback and empowering others
Leaders emphasize interpersonal relationship
Leaders direct willing followers
Leaders have goals that may or may not reflect those of the organization
MAJOR VARIABLES IN LEADERSHIP
1. Personality of the leader.
2. Personality of the group.
3. Situation in which leadership is exercised.
4. Organizational factors.
LEADERS ARE IN THE FRONT ,MOVING FORWARD , TAKING RISKS AND CHALLENGING THE STATUS QUO.
Theories of Leadership
- is based on the belief that leaders are born, not made.
A. Trait Theory
Trait Theory
Traits 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.
Behavioral Theory
The behavioral theory of leadership underscores the significance of understanding human behavior.
THEORIES OF LEADERSHIP
c. Situational TheorySituational leadership means that there is no one best leadership style and maintains that effective leadership is matching the appropriate leadership style to the individual’s or group’s level of task relevant readiness.
Novice
Advanced Beginner
Competent
Proficient
Expert
Excellence and Power in Clinical Nursing Practice
Berner’s Model of Novice to Expert
Situational Leadership Theory
Stage 1. Novice nurse-task oriented & focusedStage 2. Advance Beginnerable to demonstrate marginally acceptable
performanceStage 3. Competent nurses performing the same role for 2-3 years who have
developed the ability to view their actions as part of the long-range goals set for their patients
Stage 4. Proficient Nurses the nurses who look at the situation as a whole
than a series of tasksStage 5. Expert NursesExpertise is so embedded in their practice as
they intuitively know what is happening with their patients
Berner’s Model of Novice to Expert
Theories of Leadership
A. Maslow’s Theory of Motivation
1. Shows that people are motivated to satisfy certain needs beginning from the basic physiological needs to complex psychological needs. He contends that people seek higher level needs when the lower needs have been met.
Motivational Theory
Theories of Leadership
Signifies an interaction between the person and situation. It maintains in simple reflex types of behavior. The stimulus acts on the organism and elicits the response, and the organism plays no active part in the selection or interpretation of behavior.
Interactional Theory
LEADERSHIP STYLES
Autocratic
Democratic
Bureaucratic
Laisez - Faire
AUTOCRATIC
CHARACTERISTICS OF AUTHORITARIAN LEADERSHIP
-strong control is maintained over the work group
- 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
DEMOCRATIC
CHARACTERISTICS OF DEMOCRATIC LEADERSHIP
- 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
LAISSEZ-FAIRE
CHARACTERISTICS OF LAISSEZ-FAIRE LEADERSHIP
is permissive, with little or no control. -motivates by support when requested by the group or individuals -provides little or no direction -uses upward and downward communication between members of the group - disperses decision making throughout
the group - places emphasis on the group -does not criticize
BUREAUCRATIC
Acts as a representative of the power and prestige of the entire structure, irrespective of his position within the hierarchy.
Servant Leadership
Life and leadership in the service of the Lord. Nurse leaders should use their gifts from God according to the grace given to them.
Servant leadership in nursing is selfless commitment and devotion to duty. It recognizes the necessity of holistic care to the patients.
Filipino Styles of Leadership Describing Filipino styles of leadership could be very difficult and serious task. Most writers and researchers termed it as dynamic, not static, because the Philippine society is constantly under various pressures where changes are inevitable.
Soriano (1973) informed that the paternalistic style and the more professional style of leadership and management will continue to exist side by side in the Philippines: the first can be termed as autocratic style of leadership
Filipino style of leadership Management by Pakiramdam Management by takutan or sindakan Management by kulit or following up Management by patsamba-tsamba
or “guess work”
Filipino style of leadership Management by Pakiramdam Management by takutan or sindakan Management by kulit or following up Management by patsamba-tsamba
or “guess work”
Management by Pakiramdam
The manager are rule oriented rather than result oriented.
Management by takutan or sindakan
Manager see to it the his/her fellow subordinates fear him.
Use of threat, punishment and hostility
Suppresses questions and objections
Management by kulit or following up
Cummunicative in all respects
Follow up things he has ordered his people to do
Demands religious attention to one’s job
Management by patsamba-tsamba or “guess work”
Manager works without direction nor procedure
and the latter, democratic style of leadership. He believed that in the long run, a blend of the two will eventually emerge i.e. a Filipino managerial pool that practices benevolence but at the same time solidly based on professional competence will be guided by a well- honored sense of social responsibility.
Filipino Styles of Leadership
Motivation- inner drive, impulse, intention that causes one to act or to seek particular goal
People who flow with the crowd are not confronted with barriers, they take the path of least resistance.
Leadership & Motivation
HOW SHOULD A NURSE LEAD?
Leader is the one who is followed by others willingly and voluntarily
MANAGEMENT
Management is a process Management is a profession Management is a Science Management is an art Management is a class of
people
ROLES OF A MANAGER
1. Interpersonal Role* Shows the manager(a) as a symbol because of the position he/she excuse and consists of such duties as signing of paper/ documents required by the organization(b) as a leader who hires, trains, encourages, renumerates and judges(c) as a liason such as the community suppliers and the organization
ROLES OF A MANAGER
2. Informational RolePresents the manager:
(a) as one who monitors the information
(b) disseminates information from both external and internal sources
(c) spokesperson or representative of the organization
ROLES OF A MANAGER
3. Decision RoleMakes him/her:
(a) an entrepreneur or innovator, problem discoverer, a designer to improve the objects that direct and control change in the organization.
(b) trouble shooter who handles unexpected situations such as resignations
(c) negotiator when conflicts arises
FUNDAMENTAL SKILLS OF A MANAGER
1. Technical- proficiency in performing an activity in the
correct manner with right techniques
2. Human Relationship- dealing with people and how to get along
with them
3. Conceptual- deals with the ability to see individual matter
as they relate to the total picture and to develop creative ways of identifying pertinent facts.
MANAGER SHOULD POSSESS
1.Knowledge
2.Attitude
3.Ability
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