LEADERSHIP and MANAGEMENT In Nursing

LEADERSHIP

FOR EVERYTHING THERE IS SEASON, AND A TIME FOR EVERY MATTER UNDER HEAVEN:

A time to be born, and a time to die; A time to plant, and a time to pluck up what is planted; A time to kill, and a time to heal; A time to breakdown, and a time to build up; A time to weep, and a time to laugh; A time to mourn, and a time to dance; A time to cast away stones, and a time to gather stones together; A time to embrace, and a time to refrain from embracing; A time to seek, and a time to lose; A time to keep, and a time to cast away; A time to rend, and a time to sew; A time to keep silence, and a time to speak; A time to love, and a time to hate; A time for war, and a time for peace. What gain has the worker from this toil?
Ecclesiastes 3:1-9

LEADERSHIP IN NURSING

LEADERSHIP
Is the process of PERSUASION and EXAMPLE by which an individual induces a group to take action that is in accord with the leaders purposes or the shared purposes of all.

LEADERSHIP
A process of influence on a group in a particular situation, at a given point in time, and in a specific set of circumstances that stimulate people to strive willingly to attain organizational objectives, giving them the experience to attain the common objectives and satisfaction with the type of leadership provided.

Manager Vs. Leader

Manager
Appointed and Have Formal Authority

Leader
May Have Managerial Authority and Influence Others

Can anyone be a leader?

Is leadership always necessary?

HOW SHOULD A NURSE LEAD?

CONSIDERATIONS FOR EFFECTIVE LEADERSHIP:

1. A person receiving a communication understands it. 2. This person has the resources to do what is being asked in the communication. 3. This person believes that the behavior being asked is consistent with personal interests and values.

4. This person believes it is consistent with the purposes and values of the organization.

MAJOR VARIABLES IN LEADERSHIP

1. The CHARACTERISTICS of a LEADER; 2. The ATTITUDES, NEEDS, and other PERSONAL CHARACTERISTICS of the FOLLOWERS; 3. The CHARACTERISTICS of the ORGANIZATION 4. The SOCIAL, ECONOMIC, and POLITICAL MILIEU

CHARACTERISTICS OF LEADERSHIP
Co-existence with follower ship
Responsibility Understanding nature Precedence Situation

Co-existence with Followership

a leader cannot exist without followers existing.

Responsibility
A leader is expected to assume full responsibility in all situations.

Understanding Nature
An important characteristic feature of leadership is its nature to understand the feelings and problems of the group as a whole as well as the individuals.

Precedence
Since the leader influences the behavior and the activities of the followers he should be endowed with the technical competence and personality traits.

Situation
Leadership patterns changes according to the type of group and the situation in which the group is operating.

IMPORTANCE OF LEADERSHIP
1. Initiates action 2. Motivation 3. Providing guidance

4. Creating confidence
5. Building morale 6. Builds work environment 7. Co-ordination

Initiates action
Leader communicates the policies and plans to the subordinates from where the work actually starts.

Motivation

A leader motivates the employees with economic and non- economic rewards and thereby gets the work from the subordinates.

Providing guidance
A leader guides by instructing the subordinates the way they have to perform their work effectively and efficiently.

Creating confidence

Confidence is an important factor which can be achieved through expressing the work efforts to the subordinates, explaining them clearly their role and giving them guidelines to achieve the goals effectively. It is also important to hear the employees with regards to their complaints and problems.

Building morale

A leader can be a morale booster by achieving full co-operation so that they perform with best of their abilities as they work to achieve goals.

Builds work environment Management is getting things done from people. An efficient work environment helps in sound and stable growth.He should listen to his subordinates problems and solve them.
He should treat employees on humanitarian terms.

Co-ordination

Co-ordination can be achieved through reconciling personal interests with organizational goals. This synchronization can be achieved through proper and effective co-ordination which should be primary motive of a leader.

Elements of Leadership
VISION INFLUENCE POWER AUTHORITY RESPONSIBILITY ACCOUNTABILITY

VISION
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

Sources of POWER
Reward power: based on the inducements in exchange for cooperation Source: ability to grant favor e.g. pay, promotion, recognition, privileges Coercive power: ability to punish Source: fear e.g. withholding pay rises & promotion, withdrawing friendship, formal reprimands, lay off

Legitimate power: based on leader's position Source: position Referent power: based on respect, attractiveness, reputation, or charisma Source: Association with others

Expert power: competence, special knowledge or expertise in a given area. Source: knowledge & skills

AUTHORITY
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

ACCOUNTABILITY
Is answering for the result of ones actions or omissions. It is a form of reckoning, where one accepts the consequences of their decisions, good or bad

LEADERSHIP THEORIES
1.GREAT MAN THEORY 2. TRAIT THEORY 3. BEHAVIORAL THEORY 4. SITUATIONAL THEORY 5. MOTIVATIONAL THEORY 6. INTERACTIONAL THEORY 7. TRANSACTIONAL THEORY 8. TRANSFORMATIONAL THEORY 9. PATH GOAL THEORY 10. CHARISMATIC THEORY

GREAT 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

According to this theory, leaders are gifted with certain qualities that developed and show in their ability to get along with people, persuade them in the course of action, have forceful personalities, posses integrity, and are efficient in their work.

 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.

COMMON LEADERSHIP TRAITS

1. INTELLIGENT 2. INITIATIVE 3. CREATIVITY 4. EMOTIONAL MATURITY 5. COMMUNICATION 6. PERSUASION 7. PERCEPTIVE ENOUGH 8. PARTICIPATE IN SOCIAL ACTIVITIES

21 INDISPENSABLE QUALITIES OF A LEADER

(John C. Maxwell)

1. CHARACTER 2. CHARISMA 3. COMMITMENT 4. COMMUNICATION 5. COMPETENCE 6. COURAGE 7. DISCERNMENT 8. FOCUS 9. GENEROSITY 10. INITIATIVE

11. LISTENING 12. PASSION 13. POSITIVE ATTITUDE 14. PROBLEM-SOLVING 15. RELATIONSHIPS 16. RESPONSIBILITY 17. SECURITY 18. SELF-DISCIPLINE 19. SERVANTHOOD 20. TEACHABILITY 21. VISION

concerned with what leaders to and act than who the leader is Actions of the leaders and not their mental qualities or traits make them leaders great leaders are made not born

SITUATIONAL THEORY
The skill with which you apply the three (3) basic tools of leadership:
AUTOCRATIC DEMOCRATIC FREE-REIN

The AUTOCRAT
Centralize authority An individual who has little trust in group members Believes that MONEY is the only reward that will motivate workers Issues orders to be fulfilled with no questions asked.

The LAISSEZ-FAIRE LEADER

Has little or no self-confidence in his of her leadership ability. Sets no goals for the group Minimizes communication and group interaction Characterized by low concern for people and tasks or production because the leader does not take leadership role.

The DEMOCRAT LEADER

Delegates authority to others Shares decision making with the group members Explains to the group reasons for personal decisions when necessary Objectively communicates criticism and praise to subordinates

MOTIVATIONAL THEORY
Maslows theory of motivation that is based on a holistic-dynamic theory.

INTERACTIONAL THEORY
Signifies an interaction between the person and situation.

TRANSACTIONAL THEORY
Emphasizes relationship between leaders and followers Examines the mutual benefit from an exchange-based relationship Leader offers certain things like rewards or resources, in return leaders get followers commitment or acceptance of leaders authority (extrinsic motivation)

TRANSFORMATIONAL THEORY
In contrast to Transactional (extrinsic motivation) this theory emphasizes intrinsic motivation Emphasis on commitment rather than compliance from the followers Transformational leader proactive and innovative visionary.

PATH GOAL THEORY

1. Directive Leadership: The leader explains the performance goal and provides specific rules and regulations to guide subordinates toward achieving it. 2. Supportive Leadership: The leader displays personal concern for subordinates. This includes being friendly to subordinates and sensitive to their needs. 3. Achievement-oriented Leadership: The leader emphasizes the achievement of difficult tasks and the importance of excellent performance and simultaneously displays confidence that subordinates will perform well. 4. Participative Leadership: The leader consults with subordinates about work, task goals, and paths to resolve goals. This leadership style involves sharing information as well as consulting with subordinates before making decisions.

Path-Goal Situations & Preferred Leader Behavior

Source: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall, 1981), 146-152.

CHARISMATIC THEORY
The ability to inspire Motivate people to do more than they would normally do Tend to be less predictable than transactional leaders Create an atmosphere of change May be obsessed by visionary ideas

LEADERS

TWO CLASSES OF LEADERS

FORMAL LEADER
INFORMAL LEADER

FORMAL LEADER
Holds a position in an organization either by election or by appointment.

INFORMAL LEADER
Emerges in an informal group and the one seen by the group as most capable of satisfying its needs.

The seven (7) Cs of Leadership

COMPETENCE CHARACTER COMMITMENT COMMUNICATION CAPACITY FOR LISTENING CAPABILITY FOR LEADERSHIP PRESENCE CHARISMA AND PASSION

LEADERSHIP SYSTEMS
1. LIKERTS LEADERSHIP SYSTEM 2. LEADERSHIP GRID: A 2D model

LIKERTS LEADERSHIP SYSTEM

1. AUTHORITATIVE LEADERSHIP
EXPLOITATIVE-AUTHORITATIVE BENEVOLENT AUTHORITATIVE

2. PARTICIPATIVE LEADERSHIP
CONSULTATIVE-DEMOCRATIC PARTICIPATIVE-DEMOCRATIC

EXPLOITATIVE AUTHORITATIVE

BENEVOLENT CONSULATATIVE AUTHORITATIVE DEMOCRATIC

PARTICIPATIVE DEMOCRATIC

Top management makes ALL DECISIONS Motivation by COERCION

Top management SOME makes MOST DELEGATED DECISIONS DECISIONS made at lower levels Motivation by ECONOMIC and EGO motives Motivation by economic, ego, and OTHER MOTIVES

Decision making DISPERSED throughout organization Motivation by ECONOMIC REWARDS established by group participation Communication down, up and WITH PEERS

Communication DOWNWARD

Communication mostly DOWNWARD

Communication DOWN and UP

The Managerial Grid

 Autocratic or Authoritarian

Democratic or Participative
Bureaucratic Laissez-Faire, Permissive or Free reign

AUTHORITARIAN (AUTOCRATIC)

I want both of you to. . .

AUTOCRATIC LEADERSHIP
It involves CENTRALIZED DECISION MAKING, with the leader making decisions and using power to command and control others.

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

Autocratic or Authoritarian Leadership Style

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 managers power is challenged by an employee

PARTICIPATIVE (DEMOCRATIC)

Let's work together to solve this. . .

DEMOCRATIC LEADERSHIP
This leadership style is participatory, with authority DELEGATED to others.

Participative/Democratic Leadership Style

Leader Characteristics: Concerns with human relations & teamwork Fosters open & twoway communication Recognizes and encourages achievement

LAISSEZ FAIRE (DELEGATIVE)

You two take care of the problem while I go

LAISSEZ-FAIRE LEADERSHIP
This leadership style is PASSIVE and permissive and the leader defers decision making.

Laissez Faire Leadership Style

EFFECTIVE when EMPLOYEES are: highly skilled, experienced, and educated.
INEFFECTIVE when

trustworthy
Utilizing outside experts, such as
staff specialists or consultants

It makes employees feel insecure at the unavailability of a manager. Leaders are ungrateful

BUREAUCRATIC LEADERSHIP
The bureaucrat acts as a representative of the power and prestige of the entire structure, irrespective of his position within the heirarchy.

Bureaucratic Leadership 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

WHAT LEADERSHIP STYLE IS USUALLY APPLIED IN PHILIPPINE SETTING?

Servant Leadership

Endure misunderstanding and suffering instead of seeking honor and glory Show initiative when people are apathetic

Filipino Styles of Leadership

Paternalistic Style and more professional style of leadership and management.

IMPACT OF VALUES AND BEHAVIOR ON FILIPINO LEADERSHIP

1. Amor propio 2. Utang na loob 3. Pakikisama 4. Hiya 5. Galang 6. Lakad system 7. Bata system 8. Personalism

LEADER
L LEAD, LOVE, LEARN E ENTHUSIASTIC, ENERGETIC A ASSERTIVE, ACHIEVER D DEDICATED, DESIROUS E EFFICIENT AND EFFECTIVE R RESPONSIBLE, RESPECTFUL

ACTIVITY 1

CASE STUDY Nurse A is the nurse manager of a 68-bed respiratory unit with 95 employees. Nurse A tailors her leadership style according to the employees needs, experience, and situation. She is helping a graduate nurse who is in orientation to learn how to use the documentation forms. Nurse A provides detailed instructions to the new nurse, explaining step-by-step the process for documentation. In another situation, Nurse A asks a seasoned clinical nurse to take responsibility for the total quality improvement process. She provides the nurse with information & offers to assist anytime the clinical nurse needs consultation. Nurse A promotes Nurse B, a clinical nurse to a 2-10PM charge position. Because this is Nurse As first management experience, Nurse A is providing a structured orientation but is giving Nurse B the opportunity to seek out the information she needs and to design learning objectives to meet her needs.

CASE STUDY QUESTIONS:

1. What type of leadership theory is Nurse A using? 2. What are the benefits of changing the leadership style based on the employees experience, knowledge, & situation? 3. What is the relationship between followership and leadership? 4. What are the characteristics of the leaders here?

MANAGEMENT

MANAGEMENT
A process of coordinating actions and allocating resources to achieve organizational goals.

MANAGERIAL ROLES
1. INFORMATION PROCESSING 2. INTERPERSONAL 3. DECISION-MAKING

INFORMATIONAL ROLES
The MONITOR role The DISSEMINATION role The SPOKESMAN role

INTERPESONAL ROLE
The FIGUREHEAD role The LEADER role The LIASON role

DECISIONAL ROLE
The ENTREPRENEURIAL role The DISTURBANCE HANDLER role The RESOURCE ALLOCATOR role The NEGOTIATOR role

MANAGEMENT PROCESS Planning Organizing Staffing Directing Controlling

PLANNING
Refers to the formulation of objectives, programs, policies, procedures, rules and regulations, and budget in order to achieve goals.

ORGANIZING
Is the grouping together of people, establishing relationships among them, defining the authority and responsibility that the personnel have in the use of the companys material resources to attain predetermined goals or objectives.

STAFFING
Involves filling and keeping the positions provided for in the organization structure.

DIRECTING
Is a process that entail human resource management responsibilities, such as motivating, managing conflict, delegating, communicating, and facilitating collaboration.

CONTROLLING
Is the process of measuring and correcting of activities of subordinates and the company to assure conformity to plans.

MANAGEMENT THEORIES
1. SCIENTIFIC MANAGEMENT (Frederick Taylor) 2. BUREAUCRATIC MANAGEMENT (Max Weber) 3. ADMINISTRATIVE PRINCIPLES 4. HUMAN RELATIONS

SCIENTIFIC MANAGEMENT (Frederick Taylor)

Focus is on GOALS and PRODUCTIVITY.

Principles of Scientific Management

1. Replacing rule of thumb with science. 2. Obtaining harmony in group action rather than disagreement. 3. Achieving cooperation of employees rather than disorganized men. 4. Working for maximum result than limited result. 5. Developing all workers to the fullest extent possible for their own and their companys highest prosperity and profitability.

General Principles of Management (Henri Fayol)

1. Division of work 2. Authority and Responsibility 3. Discipline 4. Unity of command 5. Unity of direction 6. Subordination of individual to general interest. 7. Remuneration

General Principles of Management (Henri Fayol)

8. Centralization 9. Scalar chain 10. Order 11. Equity 12. Stability of tenure 13. Initiative 14. Esprit de corps

DIVISION OF WORK
This is the assignment of specialized jobs to various departments and/or positions.

AUTHORITY & RESPONSIBILITY

Authority as the power or the right entrusted to make the work possible and Responsibility as the duty or work assigned to a particular position.

DISCIPLINE
Respect for agreements which are directed at achieving obedience, application, and energy.

UNITY OF COMMAND
This means that subordinates should receive orders from one superior only.

UNITY OF DIRECTION
The same objective must have one head and one plan.

SUBORDINATION OF INDIVIDUAL TO GENERAL INTEREST

When the interest of management and the workers differ, management must RECONCILE them.

REMUNERATION
Employees must be paid a fair wage for their services rendered to the organization.

CENTRALIZATION
The degree to which subordinates are involved in decision making.

SCALAR CHAIN
This is the chain of superiors from the highest to the lowest ranks.

ORDER
There is order when people and materials are in the right place at the right time.

EQUITY
Loyalty and commitment should be elicited from personnel by a combination of kindness and justice on the part of managers when dealing with subordinates.

STABILITY OF TENURE
When there is high employee turnover, there is inefficient management.

INITIATIVE
Is conceived to be the thinking out and execution of a plan and one of the satisfactions for an intelligent individual to experience.

ESPRIT DE CORPS
This is the principle that in unity, there is strength.

BUREAUCRATIC MANAGEMENT (Max Weber)

Focus is on SUPERIOR-SUBORDINATE COMMUNICATION transmitted from the top down via a clear chain of command, a hierarchy of authority, and a division of labor chain.

ADVANTAGES OF BUREAUCRATIC MANAGEMENT

1. Competent & responsible employees are produced. 2. Employees perform by uniform rules and conventions. 3. Employees are accountable to one manager who is an authority. 4. They maintain social distance with supervisors and clients. 5. Favoritism is reduced and impersonality is promoted. 6. Rewards and other incentives are provided to employees based on technical qualifications, seniority & achievement.

DISADVANTAGES OF BUREAUCRATIC MANAGEMENT

1. Complaints about red tape are frequently heard and experienced. 2. Procedural delays are observable. 3. General frustrations among employees and clients are inevitable.

ADMINISTRATIVE MANAGEMENT
Focus is on the science of management and principles of an organization applicable in any setting.

HUMAN RELATIONS
Focuses on EMPOWERMENT of the individual worker as the source of control, motivation, and productivity in organizations.

MOTIVATION THEORIES
1. MASLOWS HIERARCHY OF NEEDS 2. TWO-FACTOR THEORY (Frederick Herzberg) 3. THEORY X and THEORY Y 4. THEORY Z 5. THEORY M

ABRAHAM MASLOWS HIERARCHY OF NEEDS

Needs at one level must be satisfied before one is motivated by needs at the next higher level of needs.

TWO-FACTOR THEORY (Frederick Herzberg)

Hygiene Maintenance Factors include adequate salary status, job security, quality of supervision, safe and tolerable working conditions, and relationships with others. Motivator Factors include satisfying & meaningful work, development & advancement opportunities, and responsibility & recognition.

THEORY X (Douglas Mc Gregor)

Leaders must direct and control because motivation results from reward and punishment.
Employees prefer security, direction, and minimal responsibility, and they need coercion and threats to get the job done.

THEORY Y (Douglas Mc Gregor)

Leaders must remove work obstacles as under the right work conditions, workers have selfcontrol and self-discipline.
The workers reward is their involvement in work and in the opportunity to be creative.

THEORY Z (William Ouchi)

Uses collective decision making, long term employment, mentoring, holistic concern, and use of quality circles to manage service and quality.

THEORY M (Allen)
People are motivated to work by highly complex factors that may be biological, psychological, social, or economic. Such factors vary in relative importance according to conditions at the time.

LEVELS OF SKILLS MANAGEMENT

1. CONCEPTUAL 2. INTERPERSONAL 3. TECHNICAL

CONCEPTUAL SKILLS
Refer to an individuals mental ability to coordinate a variety of interests and activities.

INTERPERSONAL SKILLS
Provide individuals a unique flair in their speech, determine the amount of empathy heard in their words of consolation, and rule their desires to examine what is said.

TECHNICAL SKILLS
Are the tools, procedures, and techniques that are unique to the nurse managers specialized situation.

MANAGEMENT Pinoy Style

STYLES OF PINOY MANAGEMENT

1. Management by KAYOD 2. Management by LIBRO 3. Management by LUSOT 4. Management by SUYOD

Management by KAYOD
The REALIST MANAGER. His work is his pleasure in life.

Management by LIBRO
The Idealist manager. Highly professional person who prefers American type management styles with technical jargon.

Management by LUSOT
The Opportunist Manager. The type of manager who wants the least hardship and sweat, paying off problems and taking shortcuts.

Management by SUYOD
The Reconsider Manager. Comprehensiveness, depth, and thoroughness type of management.

AMERICAN MANAGEMENT

PINOY MANAGEMENT

Creative function

Pakulo

Planning function Organizing function Motivating function Decision-making function Communicating Function
Controlling function

Oido and swerte / bahala na Bata-bata style Alalay or warning Utos ng boss or Utos ng Misis Pakiusap or Mando
Sipa or bonus

MASLOW Physiological needs Safety

PINOY MANAGEMENT Tiyan muna Safety security guard sa bahay

Social
Esteem Self-realization

Garbo Social status

Maging Presidente ng Rotary Club Maging miyembro ng Cabinet

Thank you!

LEADERSHIP
DEFINITION According to Koontz and o Donnell it is the art of including the subordinates to accomplish their assignments with zeal and confidence. Zeal reflects ardour, earnestness and intensity in execution of work; confidence reflects experience and technical ability.

CONCEPT OF LEADERSHIP
Managers are people who do things right, while leaders are people who do the right thing. 'Leadership is all about courage to dream big. Leadership is a complex process by which a person influences others to accomplish a mission, task, or objective and directs the organization in a way that makes it more cohesive and coherent Leadership makes people want to achieve high goals and objectives, while, on the other hand, bosses tell people to accomplish a task or objective. Leadership can be used for good or ill

Leadership skills can be perverted to pursue bad ends

CHARACTERISTICS OF LEADERSHIP
Co-existence with follower ship
Responsibility Understanding nature Precedence Situation

Co-existence with follower ship : a leader cannot exist without followers existing. A leader exercises authority over the group, and it should be willingly accepted by his followers. Leadership is not conferred or ordered but is one to be earned

Responsibility: a leader is expected to assume full responsibility in all situations. he must steer the group clear of all difficulties. he has to assume responsibility for all actions of the group.

Understanding nature: important characteristic feature of leadership is its nature to understand the feelings and problems of the group as a whole as well as the individuals. guide a leader is looked upon as a friend and a philosopher. a leader should strive to satisfy the personal and social needs of his followers, which is very much expected by them

Precedence: Since the leader influences the behavior and the activities of the followers he should be endowed with the technical competence and personality traits. He should also be well aware of his own preferences and limitations to impress upon his followers

Situation: Leadership patterns changes according to the type of group and the situation in which the group is operating. A leader should know on the role to be adopted on different situations

IMPORTANCE OF LEADERSHIP
1. Initiates action 2. Motivation 3. Providing guidance

4. Creating confidence
5. Building morale 6. Builds work environment 7. Co-ordination

Initiates action
Leader communicates the policies and plans to the subordinates from where the work actually starts.

Motivation

A leader motivates the employees with economic and non- economic rewards and thereby gets the work from the subordinates.

Providing guidance
A leader guides by instructing the subordinates the way they have to perform their work effectively and efficiently.

Creating confidence

Confidence is an important factor which can be achieved through expressing the work efforts to the subordinates, explaining them clearly their role and giving them guidelines to achieve the goals effectively. It is also important to hear the employees with regards to their complaints and problems.

Building morale

A leader can be a morale booster by achieving full co-operation so that they perform with best of their abilities as they work to achieve goals.

Builds work environment Management is getting things done from people. An efficient work environment helps in sound and stable growth.He should listen to his subordinates problems and solve them.
He should treat employees on humanitarian terms.

Co-ordination

Co-ordination can be achieved through reconciling personal interests with organizational goals. This synchronization can be achieved through proper and effective co-ordination which should be primary motive of a leader.

IMPACT OF LEADERSHIP IN AN ORGANISATION

Leadership and human behavior

Leadership and Communication

Leadership and motivation

Leadership and human behavior

Human nature is the common qualities of all people have similar needs . A leader must understand these needs because they are powerful motivators.

Leadership and Communication

Communication is very important because a leader coach, coordinate, counsel, evaluate, and supervise through this process.

Leadership and motivation

A person's motivation is a combination of desire and energy directed at achieving a goal.

LEADERSHIP THEORIES
1.TRAIT APPROACH 2.BEHAVIOURAL APPROACH 3.SITUATIONAL APPROACH

TRAIT APPROACH
Keith davis has summarized four of the major traits which might have an impact on successful organizational leadership. They are: Intelligence Social maturity and breath: Inner motivation and achievement drives Human relations attitude

 Intelligence: Research has shown that generally a leader has higher intelligence that the average intelligence of the followers. However the leader cannot be exceedingly much more intelligent than his followers Social maturity and breath: Leaders tend to be emotionally stable and mature and to have broad interests and activities. They have an assured, respectful self concept Inner motivation and achievement drives: Leaders have relatively intense motivational drives of the achievement type. The strive for intrinsic than extrinsic rewards. Human relations attitude: Successful leaders recognize the worth and dignity of their followers and are able to emphasize with them. According to research studies leaders possess consideration and are employee centered rather than production centered.

BEHAVIOURAL APPROACH
Autocratic Participative or supportive Instrumental or instrumental supportive

 Autocratic: An autocratic leader is one who commands and expects compliance. He is dogmatic and positive and leads by his ability to withhold or give rewards and punishments. Participative or supportive:The participative or supportive leadership behaviour is based on the assumption that people essentially want to participate, want to accomplish and will work well if general supervision is employed and where they are allowed to use their own initiative and support is given while accomplishing their task. Instrumental or instrumental supportive:Instrumental behaviour of leadership emphasizes the leaders role as a manager in the rational aspects of management namely planning, organizing, controlling etc.

SITUATIONAL APPROACH
Stagdill and his associates research findings revealed that leadership ability is heavily affected by situational factors like their job, the organizational environment in which they operated history of the enterprise, community in which the organization operates, psychological climate of the group their characteristics, group member personalities and cultural influences and so on

 CONTIGENCY THEORIES: THE FIEDLER MODEL:Fred E. Fiedler argued that effectiveness depends on two interacting factors: leadership style and the degree to which the situation gives the leader control and influence. Three things are important here: The relationship between the leaders and followers: If leaders are liked and respected they are more likely to have the support of others. The structure of the task: If the task is clearly spelled out as to goals, methods and standards of performance then it are more likely that leaders will be able to exert influence. Position power: If an organization or group confers powers on the leader for the purpose of getting the job done, then this may well increase the influence of the leader.

SITUATIONAL LEADERSHIP THEORY:

It is a contingency theory that focuses on followers' readiness. Readiness refers to the extent to which people have the ability and willingness to accomplish a specific task. There are four stages of readiness: able and willing, able and unwilling, unable and willing and unable and unwilling

THE PATH-GOAL THEORY: Path-goal theory identifies four kinds of leader behavior. directive leader behavior - letting subordinates know what is expected of them, giving guidance and direction, and scheduling work. supportive leader behavior - being friendly and approachable, showing concern for subordinate welfare, and treating members as equals. participative leader behavior - consulting subordinates, soliciting suggestions, and allowing participation in decision making. achievement-oriented behavior - setting challenging goals, expecting subordinates to perform at high levels, encouraging subordinates and showing confidence in subordinates' abilities.

Path-Goal Situations & Preferred Leader Behavior

Source: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall, 1981), 146-152.

CONTEMPORARY THEORIES
Transactional Leaders
Clarify the role and task requirements of subordinates

Initiate structure
Provide appropriate rewards Display consideration for subordinates Meet the social needs of subordinates

Charismatic Leaders The ability to inspire Motivate people to do more than they would normally do Tend to be less predictable than transactional leaders Create an atmosphere of change May be obsessed by visionary ideas

Transformational Leader
Similar to charismatic leaders Distinguished by their special ability to bring about innovation and change by Recognizing followers needs and concerns Helping them look at old problems in new ways Encouraging them to question the status quo

TEAM LEADER: Leadership is increasingly taking place within a team context. The role of team leader is different from the traditional leadership role. The challenge for most managers is learning how to become an effective team leader. There are four basic team leadership roles: team leaders are liaisons with external constituencies, troubleshooters, conflict managers and coaches

LEADERSHIP STYLES
Leadership styles refer to a leaders behaviour. It is the result of the philosophy, personality and experience of the leader.

Kurt Lewin's Leadership styles

Autocratic Democratic Laissez Faire Functional

Institutional
Paternalistic

Autocratic Leader:
An Autocratic leader will not entertain any suggestions or initiative from subordinates. Under this type of leadership, one person decides for the whole group. An autocratic leader does not trust anybody.

Merits:
It helps to make quick decisions Inefficient and insincere workers can easily be identified

Demerits
It kills initiatives for work and results in frustration among workers. It often gives scope for conflicts between the leader and his followers

Participative or Democratic Leader:

A democratic leader can win the cooperation of his group and can motivate them effectively and positively. Merits The decision finally made is mutually accepted. It improves the job attitudes of the sub-ordinate staff. Demerits this leadership is suitable only if the subordinates are all capable of making worthwhile suggestions. It may, sometimes be very difficult to evolve a solution that is acceptable to everyone.

Laissez Faire or Free Rein Leader:

A free rein leader will leave the group entirely to itself such as a leader allows maximum freedom to subordinates. Merits 1. The superior subordinate relationship is found to be very good. Highly efficient subordinates, can make use of the freedom given to them to excel. Demerits Control may become difficult As the leader does not involve himself at all in the activities. The subordinates are deprived of the expert advice and moral support of their leader.

Functional Leader:
A functional leader is one who is an expert in a particular field of activity. Such a leader always thinks of the task he has undertaken and spends most of his time finding out ways and means of doing it better.

Merits The very presence of an expert is beneficial to the followers and the organisation. the subordinates can certainly enrich their job knowledge and skill.

Institutional Leader:
An institutional leader is one who has become a leader by virtue of his official position in the organisational hierarchy. An institutional leader may not be an expert in his field of activity.

Merits
He has official authority to act. He may initiate action against a subordinate who is shirking duties.

Demerits
He will not be in a position to offer proper guidance to his followers because he may not be an expert in his field of activity. Although the leader has the official right to demand performance from his followers, he may not have the moral right

Paternalistic Leader:
A paternalistic leader takes care of his followers in the way the head of the family takes care of the family members

Merits
He assumes a paternal role to protect his sub-ordinates. He is always ready to provide the necessary physical amenities to the sub-ordinates Demerits

He is not in a position to offer intellectual help to his followers.

Demerits
The functional leader will not be able to go down to the level of an average worker and offer any help. Misunderstandings may also arise between the leader and his followers.

IMPORTANT KEYS FOR LEADERSHIP

IMPORTANT KEYS FOR LEADERSHIP

Trust and confidence in top leadership is the single most reliable predictor of employee satisfaction in an organization. Effective communication by leadership in the critical areas is the key to winning organizational trust and confidence: Helping employees understand the company's overall business strategy.

 Helping employees understand how they contribute to achieving key business objectives. Sharing information with employees on both how the company is doing and how an employee's own division is doing relative to strategic business objectives.

LEADERSHIP SECRETS
1. DECISIVENESS IS KEY (LALIT KHAITAN, Chairman and Managing Director, Radico khaitan) The most distinguished trait that defines a good leader is the willingness to make decisions that are need of the hour no matter how difficult they may be. And the most significant component of such decisionmaking is self-confidence.

2.VISIONARY LEADERSHIP (B.MUTHURAMAN, Managing Director, Tata steel) The ability to create a shared vision among team members is the primary trait of a true leader.

3. RELATE AND RULE (N.LAKSHMI NARAYAN, CEO AND President, Cognizant Technology Solutions) Good leadership is the ability to recognize all the factors that would make the leader succeed in motivating the group.

4. TAKE RESPONSIBILTY (R.V.SHASTRI, Chairman and Managing Director, Canara bank) A leader is only as good as his team. Leadership involves two steps: helping subordinates take advantage of their talents, and then fine tuning their performance. Good leaders always take responsibility for both the success and failure of their teams