Leadership and Management

NCM 105
Introduction to Leadership and

Management
BSN IV – B
LEADERSHIP GAP
Globally, there is a severe nursing shortage

that makes the profession in crisis.
Locally, the profession produces thousands of
nurses yearly. But many of these nurses
intend to work outside the country to seek
better opportunities. After gaining the
mandatory experience, many seek work
outside the country which leaves
Leadership
The Philippines with untrained and unskilled
nurses who can be a risk factor to the health
care profession (Estella, 2005; Ubalde, 2007).
The gap exists between the growing
demand of a rising population for the delivery
of quality and cost effective patient outcomes
in healthcare and the lack of a strong nursing
leadership.
Definitions of leadership

A process by which one inspires others to
work together for the achievement of a
common mission, goal or a social transaction
(Merton, 1969)

A vital ingredient which transforms a mere
crowd into a functional and useful
organization. It can be thought that it is a
transferable skill (Adair, 1983)
Definitions of leadership

The process of influencing the activities of an
organized group in its effort toward goal
setting and goal achievement (Stogdill, 1974)

A means of persuasion and example by which
an individual induces a group to take action in
accord with a purpose common to everyone
(Gardner, 1993)
Leadership
Is a social influence or a person's

ability to move other people to act. It is
initiating and guiding and the result is
change. The product of real leadership
is a new character or direction for an
organization or situation that would
never have happened.
Leadership
The privilege to have the responsibility to

direct the actions of others at varying levels
of authority and with accountability to both
successful and failed endeavors. (Roberts,
1989)
Leading people, the ability to listen, translate,
decide and motivate others (Chen 2007)
Leadership
Who leaders are

Values, motives and personal traits
What leaders know
Knowledge, skills and abilities
What leaders do
Behaviors, habits, styles and competencies
Nursing leadership
Is defined as the process where the nurse

influences one or more persons to achieve
specific goals in the provision of nursing
care of one or more patients. It is a multi-
dimensional process. - Gardner
Paradigm of Leadership
Resources
7M's
Effective & Theories &

Efficient GOALS Principles
Leadership
Management
Process &
Functions
Theories and principles
The knowledge acquired from learning the

theories and principles of leadership and
management contributes to an empowered
nurse leader and manager. One simply has to
activate such knowledge that was learned to
address work related issues.
Management processes and
functions
The application of creative problem solving

strategies is accomplished through the four
functions of management: planning,
organizing, staffing, directing and controlling.
Management processes and
functions
A. Planning:
1. Determining philosophy, goals,
objectives, policies, procedures and rules.
2. Carrying out long and short-range
projections.
3. Determining a fiscal course of action
4. Managing planned change.
Management processes and functions
B. Organizing
1. Establishing the structure to carry out plans
2. Determining the most appropriate type of
patient care delivery.
3. Grouping activities to meet unit needs.
4. Working within the structure of the
organization.
5. Understanding and using power and
authority appropriately.
C. Staffing
1. Recruiting, interviewing, hiring and
orienting staff.
2. Scheduling staff development, employee
socialization and team building
D. Directing
1. Human resource management
2. Motivating
3. Managing conflict
4. Delegating
5. Communicating
6. Facilitating collaboration
E. Controlling
1. Performance Appraisals
2. Fiscal Accountability
3. Quality Control
4. Legal and Ethical Control
5. Professional and collegial control
Effective and Efficient Leadership
Leadership should both be efficient and

effective. One should be able to lead at the
right time and maximize one's resources to
attain the goal.
EFFECTIVE NURSING LEADERSHIP
EFFICIENCY- DOING THE THINGS RIGHT-

- ability to maximize the use of time and
resources in achieving organizational
objectives.
EFFECTIVENESS - DOING THE RIGHT
THING--ability to determine whether
appropriate objectives are met.
Resources (7M's)
1. MONEY
Refers to a budget that would allocate for
an undertaking.
2. MEN
Refers to human resources that are
needed to achieve the goal.
Resources – continuation:
3. MACHINES
Are devices that help the organization by
either performing tasks faster or doing work
that humans cannot. They normally require an
energy source, also known as INPUT and are
expected to perform work, also known as
OUTPUT. Devices with no rigid moving part
can be considered TOOLS.
Resources- continuation
4. MATERIALS
Are physical resources used as inputs in
the nursing process.
5. METHODS
Refer to the body of techniques for
investigating phenomena, acquiring new
knowledge, or correcting and integrating
previous knowledge.
NURSING METHOD
Is a planned procedure intended to achieve
a predetermined result. The method usually
consists of data gathering from both the
results of active experimentation and causal
but controlled observation, and the testing
of new ideas for validation.
6. MOMENT
Refers to time as a fundamental quantity
used for several purposes; such as
sequential arrangement, comparison of
different events, and measurement of
motion of objects.
TIME MANAGEMENT is the organization of

tasks or events which begins with estimating
how much time is needed for a task, and
learning to adjust to unexpected events that
may prevent or jeopardize its completion in
order to complete the task in the appropriate
amount of time.
7. MANAGER
Is a person responsible for planning and
directing the work of a group of individuals,
monitoring their work, and taking
corrective
action when necessary.
Pointers to the Leadership Path
1. Begin with yourself

Who you are and what you are
Why you do and what you do on a daily basis
2. Know how to lead
3. Apply it yourself
4. Evaluate your gains and reflect on the
losses.
5. Change yourself
Nursing leadership can be
characterized by the ff traits
and actions
L- lead, love, learn
E- enthusiastic, energetic
A- assertive, achiever
D- dedicated, desirous
E- efficient and effective
R- responsible, respectful
DIFFERENCE between
LEADERSHIP and MANAGEMENT

LEADERSHIP is doing the right thing while
MANAGEMENT is doing the things right.

LEADERSHIP is a RELATIONSHIP between
leader and followers that can give life to an
organization. MANAGEMENT is a
FUNCTION that must be performed in any
organization,
DIFFERENCE between LEADERSHIP and
MANAGEMENT
Leadership requires more complex skills than
management, and that management is only
one role of leadership
A job title does not make a person a leader;
only a person’s behavior determines

leadership.
Management emphasizes control;
leadership emphasizes effectiveness

Difference between leaders and
managers
 LEADER  MANAGER
 May or may not  Officially appointed
have official
appointment to the
position
 Vested with power  Vested with power
and authority by the and authority by the
group organization
Leader Manager
 Influence others  Implements

towards goal predetermined
setting goals, policies,
rules and
regulations
Leader Manager
 Relates to people  Relates to people
personally according to their
roles
 Feels rewarded by Feels rewarded
personal when
achievement accomplishing
organizational
missions and goals
Leader Manager
 Interested in risk  Measures the risks to
taking and exploring be taken in line with
new ideas the expected results
 Direct willing followers  Direct willing and
 Emphasize unwilling subordinates
interpersonal  Emphasize control,
relationships. decision-making,
decision analysis, and
results
DIFFERENCE between LEADERSHIP
and MANAGEMENT
One may be a good nurse leader but not a

good manager. A LEADER IS:
1. Able to inspire her followers or specifically
her staff to do things beyond their call of duty.
2. Able to lift the staff's morale
3. Able to motivate the staff to think solution to
an existing problem.
Dimensions of leadership
Leader Follower Situation
Each dimensions influence the other. The
accomplishment of a given goal depends not
only on the personal attributes of the leader
but also on the followers' needs and the type
of situation.
“The only test of leadership is that
somebody follows”-Robert Greenleaf
Followership
FOLLOWER is not a passive agent in

leadership. A good follower leads herself by
assuming responsibilities thus influencing her
own performance.
EFFECTIVE FOLLOWERS are active,
responsible and autonomous in their behavior
and critical in their thinking without being
insubordinate or disrespectful (Hock, 1999)
Types of followers (Kellerman, 2007)
Alienated
Followers who are independent and critical
yet passive in their behavior resulting in
psychological and emotional distance with
their leaders.
Sheep
Followers who are dependent and
uncritical. They simply do as they are told
by their leaders.
Types of followers
Yes People
Uncritically reinforce the thinking and
ideas of their leaders with enthusiasm, never
questioning or challenging the leader's ideas
or proposals but dangerous to the leader
because they are most likely to give a false
positive reaction and give no warning of
potential pitfalls.
Types of followers
Survivors
The least disruptive and low risk followers.
They perpetually sample the wind. Their motto
is”Better safe than sorry”
Effective Followers
Self leaders do not require close
supervision. They recognize that to be an
effective leader, one needs good followers.
Qualities of effective followers
1. Self-management
Work well without close supervision
2. Commitment
Making progress toward achieving a goal
3. Competence and focus
Competence center on mastering skills
and focus efforts for maximum impact that will
be useful to the organization.
Qualities of effective followers
4. Courage
Independent, critical thinkers will fight
for what they believe is right.
Elements of leadership
Vision
Influence
Power
Authority
Responsibility
Accountability
Vision
Provides direction to the influence process

An Effective Vision should:
1. Appear as a simple, yet vibrant, image in
mind of the leader
2. Describe a future state, credible and
preferable to the present state
3. Acts as a bridge between the current state
and a future optimum state
Effective vision
4. Appear desirable enough to energize

5. Succeed in speaking to followers at an
emotional or spiritual level
3 critical components involve in
making vision work
1. The leader or the head of the organization
2. The members or staff of the organization
3. The environment or the community in which
they function
The 3 when work together will contribute
to the implementation of the vision,
the realization of the objectives and
the success of the organization.
Influence
Definition: The ability to obtain followers,

compliance, or request.
KINDS OF INFLUENCE
a. Assertiveness is where one sends direct
messages to others and is able to stand up for
her own rights without violating those of
others.
Kinds of influence
b. Ingratiation is where a person makes

another feel important or good before
making a request.
c. Rationality is convincing someone of the
merits of a detailed plan, which is usually
supported by information, reasoning or
logic.
Kinds of influence
d. Blocking is a hostile type of influence
where a person achieves the goal of
influencing another person either with the
threat or the actual act of cutting off from
communication or interaction with the other
person intended to be influenced.
e. Coalition is a collective form of influence
where a person gets several co-workers to
“back her up” when making a request.
Kinds of influence
f. Sanction is the promise of punishment in

the case of non-cooperation and reward in
case of cooperation.
e. Exchange involves offering a favour or a
personal sacrifice as an incentive for the
performance of a request.
h. Upward appeal involves obtaining support
from a higher-up to push someone into action
Levels of leadership as an act of
influence
Level 1: POSITION (rights) title

Level 2: PERMISSION (relationship)
Level 3: PRODUCTION ( results)
Level 4: PEOPLE DEVELOPMENT
(reproduction)
Level 5: PERSONHOOD (respect)
POWER
The ability to efficiently and effectively

exercise authority and control through
personal, organizational and social strength.
The ability to impose the will of one person or

group to bring about certain behaviour in
other groups or persons.
Sources of power
1. Legitimate Power- bestowed upon a leader
by a given position in the organization.
2. Reward Power- derived from the
manager's ability to give rewards to
subordinates for compliance with her
orders or request.
3. Coercive Power- based on the leader's
ability for non-compliance with his
directives.
Sources of power
4. Expert Power-derived from special abilities

or skills unique to the leader.
5. Information Power- derived from being
well-informed and up to date.
6. Referent Power -based on relationship and
connections.
AUTHORITY
Definition: The right to decide
Represents the right to expect or
secure compliance, backed by legitimacy
FORMS OF AUTHORITY
1. LINE AUTHORITY is direct supervisory
authority from superior to subordinate.
a. CHAIN OF COMMAND is an unbroken
line of reporting relationship that
extends through the entire organization.
Line authority
b. UNITY OF COMMAND states that each
person in the organization should take
orders from and reports to only one
boss.
c. SPAN OF CONTROL refers to the
number of employees that be placed
under the direction of one leader-
manager.
Forms of authority
2. STAFF AUTHORITY is based on expertise

and which usually involves advising line
managers.
3. TEAM AUTHORITY is granted to work
teams who are empowered to plan and
organize their own work and to perform
that work with a minimum supervision.
RESPONSIBILITY
Definition: Ability to respond

The corresponding obligation and
accountability answers for all actions done.
CATEGORIES:
a. individual
b. organizational
ACCOUNTABILITY
Definition: Answering for the result of one's

action or omissions.
The acceptance of consequences of
their decisions, good or bad.
Results in rewards for good performance,
and discipline for poor performance.
TYPES OF LEADERS
1. FORMAL LEADER
Appointed, elected or designated,
deliberately chosen by the administration
and given the authority to act.
2. INFORMAL LEADER
Does not have the official sanction to direct
the activities of others. Chosen by the group as
in social or church due to age, and personality
Behaviour of Leaders
1. PASSIVE OR NON-ASSERTIVE
BEHAVIOR. The leader feels self-pity and is
lacking self-worth, act apologetically, easily
dominated by others and speaks hesitantly.
2. AGGRESSIVE BEHAVIOR. The leader talks
loudly on every subject and often shows
insensitivity to the feelings of others. Dictates
actions of others and achieve goals by hurting
others.
Behaviour of leaders
3. ASSERTIVE BEHAVIOUR
The leader is midway between passive and
aggressive.
The leader expresses opinions and belief
without infringing on or belittling the right or
belief of others.
Refused to be manipulated or dominated.
Strive to enhance self and others.
Styles of leadership
Style is an important factor in the leadership

management process. It is way in
which something is said or done.
It is a particular form of behaviour
directly associated an individual.
Leadership Style – is how a leader uses
interpersonal influences to accomplish goal.
1. AUTOCRATIC/Authoritarian
Nurse leader-manager is authority center,
or boss centered, always concern with task
accomplishment, communication occur in a
closed system and with little trust or
confidence in workers
autocratic
The staff are expected to obey orders

without explanations. They are motivated by
rewards or punishment. View individual as that
of Mc Gregor Theory X.
2. bureaucratic
The nurse leader-manager manages “by

the book”. Everything must be done
according to procedure or policy.
This style can be effective when:
a. Routine task are performed
b. Certain standards or procedures are to be
understood
bureaucratic
c. Employees are working with dangerous or

delicate equipment that requires a definite
set of procedures to operate
d. Safety or security training is being
conducted
e. Employees are performing task that require
handling of cases
3. democratic
Also called participative style or

consultative type as it encourages staff to be
part of the decision making and problem
solving responsibilities. They are considered
rational individuals who can perform task
efficiently and effectively according to the
standards set by the profession or
organization or nursing practice.
democratic
The staff like the trust they receive and

respond with cooperation, team spirit and
quality morale, open system communication,
and friendly. View as Mc Gregor’s Theory Y.
Democratic leaders:
a. Develops plan to help employees evaluate
their own performance
b. Allows employees to establish goals
Democratic leaders
c. Encourages employees to grow on the job

and be promoted
d. Recognizes and encourages achievement
e. Shares the problem solving and decision
making to the staff
f. Encourages team building and participation
4. laissez-faire
Also known as the “hands off” style,

permissive and ultraliberal. There is little
or no direction from the leader and the staff
has much freedom, authority and power and
determine goals, make decisions and resolve
problems on their own.
Laissez-faire style is effective
when:
a. Employees are highly skilled, experienced,
educated and trustworthy
b. Employees have pride in their work and
drive to do it successfully on their own
c. . Employees are expert, such as
specialists or consultants and highly
motivated professional group.
Autocratic Bureaucratic Democratic Laissez-faire
Concept Authority Group No direction

Centered Centered
Image Autocrat Bureaucrat Team Leader
Frame of “They” “We” “You”

Reference
Role of Critic Regular None

Leader
Source of Leader Ruler Group Self

Authority
Personal Trial and error Roles and Participation Do your own

Approach Repetition and thing
Involvement
Objectives Develop self Develop Develop Group Be a friend to

systems all
Leader Needs Dependent Stability Acceptance

Behavior Dependent Consistent Belonging Friendly

Desired
Focus Work Organization Management None

Demands group
Demands on Employees Cooperation None

Employee
Climate Authoritarian Official Democratic Permissive

Morale of Antagonistic Apathetic Team Oriented

Employees
Weakness Changeability Crisis No

Proneness Cooperation
Strength Decision and Standards and Group

Action Norms Response
Concepts, Theories and Principles
Definition of Terms
1. Theories- are speculative idea or plan as
to how something mght be done. It requires
considerable evidence in support of a
formulated general principle explaining the
operation of certain phenomenon.
Definition of Terms
2. Concepts- are thoughts, ideas and
general notion about a class of object that
form a basis for action or discussion. They
tend to be true but not always true.
Definition of Terms
3. Principles are fundamental truths, laws
or doctrines on which other notions are based.
It provides guidance to concepts and to
thought or action in a situation.
General Concepts and Principles of

Leadership and Management
1. Leadership is viewed by some as one of
management’s many functions.
2. Others maintain that leadership requires
more complex skills than management and
that management is only one role of
leadership.
General Concepts and Principles of

Leadership and Management
3. Management emphasizes control.
Leadership emphasizes effectiveness.
4. A job title does not make a person a
leader, only the person’s behavior determines
leadership.
I. EARLY LEADERSHIP THEORIES
These theories focus on the traits and
behaviors of leaders.
A. TRAIT THEORIES
“Great Man” Theory
Assumes that the capacity for leadership
is inherent, that great leaders are born not
made.
EARLY LEADERSHIP THEORIES
B.TRAIT THEORY
Assumes that people inherit extraordinary
qualities and traits that make them suited to be
a leader. Such traits like tireless ambition, zest
for life, great orator skills, irresistible good
looks and extreme persuasiveness.
Trait theories
INDIVIDUAL CHARACTER THEORY

assumes that these people have innate
characteristics that made them great leaders.
EX. tall, attractive, intelligent, self-reliant,
creative
Trait theories
2 Common Traits of a Leader

1. Positive Traits- This leaders bring
people to progress. They are cheerful,
forgiving, intelligent and good looking
men and women.
Effective leaders build leaders
while leading….
Trait theories
2 Common Traits of a Leader

2. Negative Traits- This leader take people
to destruction. They destroy rather than
build. They are bitter, aggressive, loud-
mouthed and ugly people.
Ineffective leaders build incompetent
followers
Trait theories
According to Reeves, 2001, the

following are some of the traits of a leader.
1. Emotional Stability and Composure
calm, confident, and predictable
2. Admitting Error – Owning up to
mistakes rather than putting energy into
covering up.
Trait theories
3. Good interpersonal skills- able to
communicate and persuade others
without resort to negative or coercive
tactics.
4. Intellectual breadth – able to
understand a wide range of areas,
rather than having a narrow area of
expertise.
Trait theories
C. Individual Character Theory
These people have innate
character that made them great leaders.
Distinctive physical and psychological
individual characteristics account for
leadership effectiveness. Those who
are naturally taller, attractive, intelligent,
self reliant and creative are chosen to
lead.
B. Behavioral Theories
Concern with what leaders do and act
than
who the leader is.The actions of the
leaders and not their mental qualities or
traits make them leaders.
Believe that leaders are made, not born.
People can be taught to become leaders
through experience and observation
Behavioral theorists
KURT LEWIN (1890-1947)

An eminent psychologist who proposed
that the worker's behavior is influenced by
interactions between the personality, the
structure of the primary work group and the
socio-technical climate of the work place
(Miner, 2005)
Kurt Lewin
Categorized leadership styles as

authoritarian, democratic and laissez-faire
(Lewin, 1939)
Developed the “Field Goal Theory of
Human Behavior” (Lewin, 1951) which
believed that people act the way they do
depending on self perceptions and their
environments.
Change process (Lewin, 1951)
1st stage: Unfreezing. Overcoming inertia and

dismantling the existing “mind set”. Replace
the previous culture learned with the new one.
2nd stage: Change Occurs. Period of
confusion and transition. Old ways are being
challenged but there is no clear picture to
replace them with yet may be ready to accept
new role.
Change process
3rd stage: Re-freezing. The new mind set is

crystallizing and one's comfort level is
returning to previous levels. Have internalized
new roles and can adapt to new environment
and culture
Behavioral theorist
CHRIS ARGYRIS (1923) an organizational

psychologist who sought to study the way people in
an organization act and react with each other.
Developed the concepts:
Ladder of Inference is based on the idea that
individuals select data to process interpret and draw
conclusions from the available data.
Chris Argyris
Double Loop Learning saw learning as a

process of detecting and correcting errors that
focus on problem solving.
ALVIN TOFFLER (1928) examined
technology and its impact to the world and the
reactions and changes to the society.
Behavioral theorist
RENSIS LIKERT (1903-1981)

Developed the Likert Scale and Linking
Pin Model which use the concept of family to
characterized the desirable social interaction
between different work units
Likert
. Under this approach: Superiors and

subordinates trust each other, information
flows freely downward and laterally, high group
participation, sets realistic goals, decisions are
done through democratic process, training
human resources and control
Is done often.
Leadership and management styles
by Likert
1. Exploitative-Authoritative
a. Least effective performance
b. Managers show little confidence in staff
associates and ignore their ideas
c. Staff associate do not feel free to discuss
their jobs with the manager
d. Responsibility for organization's goal is on
the top; goals are established through orders.
2. benevolent-authoritative
a. Manager is condescending to staff
associates
b. Staff associates' ideas are sometimes
sought but they do not feel very free to
discuss their jobs with the manager
c. Top and middle management are
responsible for setting goals
d. Decisions are made at the top with some
delegations.
e. Staff associates are occasionally consulted

for problem solving
3. Consultative
a. The manager has substantial confidence in
staff associates
b. Their ideas are usually sought and they feel
free to discuss their work with the manager
c. Responsibility for setting goals is fairly gen.
d. Managers are quite familiar with the

problem faced by their staff associates.
4. Participative
a. Associated with the most effective
performance
b. Managers have complete confidence in their
staff associates
Participative
c. Ideas are always sought

d. Managers are very well informed about the
problems faced by their staff associates and
decision making is well integrated throughout
the organization with full involvement of staff
associates.
Behavioral theorists

DR. ROBERT BLAKE and JANE MOUTON
They developed the Managerial Grid
Model which attempts to conceptualize
management in terms of relations and
leadership style and 2 behavioral dimensions
1. Concern for task or production
2. Concern for people
3 things to remember on
managerial grid (Blake & Mouton)
1. Leaders lay somewhere along the

continuum of concern for productivity to
concern for people.
2. There is no “one best way” of leadership
3. Different styles are needed for different
situations
Managerial Grid(Blake & Mouton)
1. Improvised Style (1.1)

Description: Leaders have low concern for
both people and production. Referred to as
“management by default.”
Characteristics: The main concern is not to
be held responsible for any mistakes, which
results in less innovative decision and
passive
Results: Disorganization, dissatisfaction, disharmony
among people and behavior is directed towards
self preservation.
2. Country Club Style (1.9)
Description: Leaders has high concern for people
and low concern for production. Referred to as
“country club management
Characteristics: The leader is attentive to her
peoples' needs and has developed satisfying
relationships and work culture, but at the expense of
achieving results.
Country Club Style (1.9) continuation

Result:
Atmosphere is usually friendly but not
necessarily that productive. Camaraderie and
harmony are the primary considerations.
3. Produce or Perish Style (9.1)

Description: With high concern for production
and low concern for people. Managers are
task-oriented and autocratic
3. Perish- continuation
Characteristics: The leader concentrates
almost exclusively on achieving results.
People are viewed as commodity to be used
to get the job done. Communication is
unidirectional from top to bottom and the
feelings of people are ignored or suppressed.

Results: High output is achieved in a short
time but becomes costly as there is high labor
turn over.
4. Middle of the road style (5.5)
Description: Leader try to balance between
company goals and workers' needs. Also
known as management by compromise.
4. middle of the road style (5.5)
Characteristics: The leader is aware of and

wants to focus on productivity but not at the
expense of the morale of her team. Based on
a Give and take relationship.
Results: Leader compromises in which
neither production and peoples' needs are met
5. team style (9.9)
Description: Leaders rely heavily on making
employees feel as a constructive part of the
organization. Adopt the approach called team
“managers”
Characteristics: Leader pays high concern
for both people and production. Encourages
team work and commitment among
employees.
9.9
Results: The leader achieves high work

performance through leading her people to
become dedicated to the organizational goals.
There is a high degree of participation and
team work, which satisfies the basic need of
people to be involved and committed to their
work.
C. Situational or Contingency
Theories
Situational Theories stated that different
situations demand different types of
leadership.
Also called Contingency Theories because
the leadership style would be dependent on
the situation that a leader is faced at the
moment
Situational theorists

PAUL HERSEY & KENNETH BLANCHARD
Leaders should adapt their style to
followers' development style or maturity, based
on how ready and willing the followers to
perform required tasks. Their readiness
depends on their competence and motivation.
4 leadership styles that match
development levels of the
followers (Hersey & Blanchard)
S1: Directing/Telling Leaders
The leader defines the roles and tasks of
the followers and supervises them closely.
Decision are made by the leader and
announced, so communication is largely one-
way
Hersey and Blanchard
S2: Coaching/Selling Leaders

The leader still defines roles and tasks,
but seeks ideas and suggestions from the
follower. Communication is two-way and the
decisions remains the leader's prerogative.
Hersey & Blanchard
S3: Supporting/Participating Leaders
The leader facilitates and takes part day-
to-day decisions , but control is with the
follower.
S4: Delegating Leaders
Leaders are still involved in decision
making and problem solving, but control is
within the follower. The followers decide when
and how the leader will be involved.
FRED FIEDLER
Developed Fiedler Contingency Model
which focused on:
1. Leader-member relation- how well the
manager and the worker get along.
2. Task structure-refers to the nature and
structure of the job to be done.
3. Position power-how much legitimate
authority does the manager possess.
VICTOR HAROLD VROOM and YETTON

They suggested that the selection of a
leadership style will determine the
effectiveness of a decision making
procedure which depends upon the
aspects of the situation such as:
1. Importance of the decision and the
quality of acceptance
Vroom & Yetton
2. Amount of relevant information possessed

by the leader and subordinates.
3. Likelihood that subordinates will accept an
autocratic decision or cooperate in trying to
make a good decision if allowed to participate.
4. Amount of disagreement among
subordinates with respect to their preferred
alternatives
Vroom & Yetton
VROOM's participative model provides a set

of rules or norms that determine how
participative a leader should be when making
decisions.
After weighing up various contingencies a
leader can choose to:
1. Decide on their own, and if necessary sell
their decision.
Vroom
2. Consult some staff members individually,

gathering some informal ideas and then make
the decision themselves.
3. Consult the staff as a group, gathering their
suggestions and making the decision
themselves.
4. Facilitate a meeting where they can define
the problem and set the limits within which a
Vroom
Decision needs to be made, and uses

consensus approach to make a decision.
5. Delegate the decision making process
either to the team or individual responsible for
enhancing the decision.

ROBERT HOUSE proposed the Path-Goal
Theory of Leadership. He said that the
leader can affect the performance, satisfaction
and motivation of a group through rewards,
clarification of path to goal and removal of
obstacles in work performance. To do this, the
leader adopts a certain leadership style as
follows:
Path-goal theory (House)
1. Directive leadership: Specific advice is

given to the group and ground rules and
structure are established.
EX. clarifying expectations, specifying or
assigning certain work tasks to be followed
2. Supportive leadership: Good relations are
promoted with the group and sensitivity to
subordinates' needs is shown.
Path goal theory (House)
3. Participative leadership: Decision making

is based on consultation with the group and
information is shared with the group.
4. Achievement-oriented leadership:
Challenging goals are set and high
performance is encouraged while confidence
is shown in the group's ability.
II. CONTEMPORARY LEADERSHIP
THEORIES
.These theories focus on leadership as a

process of interacting and influencing others
within an organizational culture.
A.. Interactional Leadership- generally
determined by the relationship between the
leader’s personality and specific situation.
THEORIES
Interactional Theories
1. Shein’s Model:
People are very complex and highly variable
People motives do not stay constant but change
overtime.
Goals can differ in various situations
A persons performance and productivity are
affected by the nature of the task and by her
ability, experience and motivation.
THEORIES
B. TRANSACTIONAL LEADERSHIP STYLE

The leader motivates the followers by
appealing to their own self-interest. Its
principles are motivate by means of the
exchange process. It is a contract for mutual
benefit that has contingent rewards
Transactional leadership
encompass 4 types of behavior
1. Contingent Reward. The leader uses
rewards or incentives to achieve results when
expectations are met.
2. Management by Exception. The leader
uses correction or punishment as a response
to unacceptable performance or deviation from
unacceptable standards.
Transactional leadership encompass
4 types of behaviour
3. Active Management by Exception. The

leader actively monitors the work performed
and uses corrective methods to ensure work is
completed to meet accepted standards.
4. Laissez-Faire Leadership. The leader is
indifferent and has a “hands-off” approach
towards the worker and their performance.
C. Transformational Leadership
The most effective and beneficial

leadership behavior to achieve long-term
success and improved performance.
Characteristics
1. Promotes employee development
2. Attends to needs and motives of followers.
Transformational Leadership
3. Inspires through optimism, influences
changes in perception
4. Provides intellectual stimulation and
encourages follower creativity.
5. Uses role modelling.
6. Provides sense of direction.
7. Provides sense of direction and encourages self
management
Theorists:
1. Burns ( 1978)
Suggested that both leaders and followers have
the ability to raise each others to higher levels of
motivation and morality.
Based on this theory, there are 2 types of leader:
Transactional/Traditional Leader - concerned
with day to day operations
Transformational leader- one that is
committed, has a vision and is able to empower
others with this vision.
2. Tyrell (1994)
Identifies “ visioning” was a mark of
transformational leader. He states that nurses at
all levels are expected to demonstrate leadership in
setting directions for nursing practice.
3. Gardner (1990)
Highlighted the importance of integrating the
roles of the leader and the manager.
D. SERVANT LEADERSHIP
Robert Greenleaf
Coined the term “Servant Leadership” that
emphasizes the leader's role as steward of
resources such as human, financial and
otherwise provided by the organization.
He said that a true servant leader is a
servant first.
Servant leadership
If you are truly determined to help others

rather than dominate them, then, you must be
prepared to:
1. Endure misunderstanding and suffering
instead of seeking honor and glory.
2. Show initiative when people are apathetic.
3. Forge ahead so it will be easy to drift with
the tide.
A true servant leader has the following
specific characteristics:
1. Listening 7. Foresight
2. Empathy 8. Stewardship
3. Healing 9. Commitment to the
4. Awareness growth of people
5. Persuasion 10. Building
6. Conceptualization community
New Leadership Concepts
A. Need for Emotional Intelligence (EI)
The process of regulating both feelings
and expressions. Organizationally
desired emotions are considered the
standards of behaviour that indicate which
emotions are appropriate in each
relationship[ and how these emotions
should be publicly expressed or displayed.
Emotional intelligences in nursing
leadership
EQ is defined as a person's self-awareness,
self-confidence, self-control, commitment and
integrity, and a person's ability to
communicate, influence, initiate change and
accept change. Studies have shown that EQ
impacts a leader's ability to be effective
(Goleman, 1998)
EQ 19 competencies (Goleman)
1. Self-Awareness: Ability to recognize one's

own feelings
a. Emotional self-awareness: Reading one's
own emotions and recognizing their impact.
b. Accurate self-assessment: Knowing one's
strengths and limitations
c. Self-confidence: A sound sense of one's
self-worth and capabilities.
EQ
2. Self-Management or Self-Regulation
a. Emotional self-control: Keeping disruptive
emotions and impulses under control.
b. Transparency: Displaying honesty and
integrity; trustworthiness
c. Adaptability: Flexibility in adapting to
changing situations or overcoming obstacles
EQ
d. Achievement: The drive to improve

performance to meet inner standards of
excellence.
e. Initiative: Readiness to act and seize
opportunities
f. Optimism: Seeing the positive side of
events
EQ
3. Social Awareness
a. Empathy: Sensing other's emotions,
understanding their perspective, and taking
active interest in their concerns
b. Organizational awareness: Reading the
currents, decision networks, and politics at the
organizational level.
c. Service: Recognizing and meeting the
needs of followers, clients or customer.
EQ
4. Relationship Management
a. Inspirational leadership: Guiding and
motivating with the compelling vision
b. Influence: Wielding a range of tactics for
persuasion.
c. Developing others: Bolstering others'
abilities through feedback and guidance
EQ
d. Change catalyst: Initiating, managing and

leading in a new direction
e. Conflict management: Resolving
disagreement
f. Building bonds: Cultivating and
maintaining a web of relationship
g. Teamwork and collaboration:
Cooperation and team building
8 intelligences to account for a broader
range of human potential (Gardner)
1. linguistic intelligence (word smart)

2. logical-mathematical intelligence
(number/reasoning smart)
3. spatial intelligence (picture smart)
4. bodily-kinesthetics intelligence (body smart)
intelligences
5. musical intelligence (music smart)

6. interpersonal intelligence (people smart)
7. intrapersonal intelligence (self-smart)
8. naturalist intelligence (nature smart)
B. Cultural Bridges
The leader-manager must become
culturally sensitive and assist staff when
cultural misunderstanding occurs.
C. Influence of followers on leaders
Principles to avoid negative influence:
a. Keep vision and values front and center.
b. Cultivating truth tellers
c. Honoring one’s intuition
d. Making sure staff are allowed to
disagree
e. Setting a good ethical climate and
delegating appropriately
D. Recognition and Management Flaws

a. Leaders are always good.
b. Leaders are like the rest of us.
c. Leaders maybe deceitful, greedy,
generous, cowardly and brave
E.. Integrating Leadership and Management
Skills
Quantum Leadership by Porter-
O'Grady and Malloch (2003)
Described as new leadership for new age.

In Quantum leadership, control is not the
issue, rather change dominates the climate.

The quantum leader recognizes continual
movement and change occur in reality and
creativity and innovation are at the core of
good work performance.
Quantum
When the principles of quantum leadership are

applied, health care administrators and faculty
can:
1. Recognize how health care changes have
affected all of them
2. Properly explain each change, actively
engage in conflict resolution, and exchange
ideas
Quantum
3. Work together to resolve the difficulties that

emerge as their systems intersect.
As leaders, nurses:
1. Offer creative and innovative solutions
2. Seek to discover educational opportunities
instead of relying on past methods of
accommodating new nurses in the work place
Quantum
3. Provide mentoring opportunities and expert

preceptorships, quantum leaders can
effectively help all involved to provide better
care for patients.
21 CENTURY NURSING
st
LEADERSHIP
This new leadership style requires that the
leader's role at all levels be transformed from
order-giver/warlord to resource person and
colleague (Simmons & Mares, 1984)
The growing trend for leaders is to use the
concepts of shared and participatory
leadership.
21st Century
1. As a resource person and co- equal of her

followers
2. The responsibility is spread over all the
stakeholders
3. This is because the landscape of health
care organization will become more
decentralized
In 21 century healthcare
st
organizations, LEADERS
1. Are committed to promoting team
effectiveness
2. Know how to gather, sort, structure
information, and then connect it in new ways
to create clear objectives that satisfy both the
organization and individual needs
3. Listen to colleagues and collaborators to
come up with a shared consensus
NURSING LEADERSHIP

Is a multidimensional process where the
learned and inherited characteristics of the
leader is combined with situational,
interactional, goal directed dimensions of
leadership theories.
The process used to move a group toward
goal setting and goal achievement in the
provision of nursing care for patients.
EFFECTIVE NURSING LEADERSHIP
EFFICIENCY- DOING THE THINGS RIGHT-

- ability to maximize the use of time and
resources in achieving organizational
objectives.
EFFECTIVENESS - DOING THE RIGHT
THING--ability to determine whether
appropriate objectives are met.
NURSE LEADERS' TOOL KIT
A nurse-leader is a leader that:
1. Has the ability to influence others in the
achievement of organizational goals
2. Understands and is committed to the
organization
3. Is creative and visionary
4. Has high professional and ethical standards
of conduct
5. Communicates effectively
6. Knows and practices good management
7. Works well with others
8. Believes that technical skills and subject
matter expertise is important
9. Continues to learn
10. Helps others to learn

11. Is warm, responsive and fun to work with
12. Has professional presence and confidence
13. Is strategic and non-judgmental
14. Delivers results
Effective nurse leaders and
managers
Understanding of
individual strengths,
Basic Knowledge
weakness and potentials
on Leadership
and Management
Systematic use of self

to get the right things Effective Leadership and
done at the right time Management
MANAGEMENT

Uses delegated authority within a formal
organization to organize, direct and control
subordinates .

A process of getting things done through
people

Exerts influence over its subordinates

Exercises leadership to be both efficient and
effective as it aims to be successful in
attaining goals and objectives
MANAGERIAL LEADERSHIP

Is a process of directing and influencing a
task related activity of the group.
NURSING MANAGEMENT is the process of
working through staff members to be able to
provide comprehensive care to the patient.
This includes planning, organizing, directing
and controlling
ADMINISTRATION

It is the policy making body / one who sets
the policy for the organization It is s the higher
level hierarchy.
ORGANIZATION
Is an arrangement of people and resources
working in a planned manner toward specified
strategic goals.
Organizational chart

Is a line linking the parts of an organization,
its relationships, areas of responsibilities,
persons to whom one is accountable; and
channels of communication between and
among the people involved in the organization.
Mission

Outlines the purpose of the agency or
organization
VISION

Outlines the organization's future role and
functions. It gives the agency something to
strive for.
Philosophy
Describes the vision of an organization. It is a
statement of belief and values that direct the
organization's life or practice
OBJECTIVES

These are action /commitment through which
mission and philosophy will be achieved. Are
specific and concrete in terms of results to be
achieved. It is the backbone of one's goals
and philosophy.
EARLY MANAGEMENT THEORIES
A. ORGANIZATIONAL STRUCTURE
I . FREDERICK TAYLOR (1856-1915)

An American who developed the
Theory of Scientific Management .
EARLY MANAGEMENT THEORIES
4 Principles of Scientific Management Theory
1. Traditional means of organizing work
must be replaced by scientific methods.
2. A scientific personnel system must be
established.
3. Workers should be able to view how they fit
in the organization and how they can
contribute to the over all organizational
productivity.
4. Equal sharing of work of leader and worker.
Frederick Taylor (1856-1915)
Basic Components of Taylor’s Theory
1. Analysis and synthesis of the elements of the

operation through time and motion studies.
2. Scientific selection of workers
3. Training of workers
4. Proper tools and equipment
5. Proper incentives and payment
A. ORGANIZATIONAL STRUCTURE
Henri Fayol (1841-1925), a Frenchman,

called the father of Systematic
Management devised the traditional school
of management. Father of Management
process. First to identify management
functions as planning, organizing,
commanding, coordinating and controlling.
Henri Fayol
He introduced management principle

with the aim of setting up a structure
that would both promote order and raise
worker’s morale, thereby improving
efficiency and accountability in the
system.
Fayol
Appropriate principles to guide behavior in
each management situation.
PRICIPLES OF MANAGEMENT (FAYOL)
1. Authority. The right to give orders and the
power to exact obedience.
2. Specialization of Labor. Specialization
encourages continuous improvement skills
and the development and improvements in
methods
Fayol
3. Discipline. No slacking or bending of rules.
The workers should be obedient and respectul
of the organization.
4. Unity of Command. Each employee has
one and only one boss to give instructions or
assignment.
5. Unity of Direction. A single mind generates
a single plan but only one person is in charge
of the group's activities.
Fayol
6. Subordination of Individual Interests.
When at work, only work things should be
pursued or thought about.
7. Renumeration. Employees received fair
payment or compensation for services
rendered.
8. Centralization of Authority. Consolidation
of management functions. Decisions are made
from the top.
Fayol
9. Chain of Command/Line of Authority.

Orders are running from top to bottom
of the organization.
10. Decentralization of Authority. Focuses
on importance of human elements to
participate in decision making.
Fayol
11. Material & Social Order. All materials and

personnel have prescribed values & places,
embodied in the institution's policies and
regulations, and they must remain there.
12. Equity & Justice. Fair and just treatment,
no favoritism.
Fayol
13. Personnel Tenure. Limited turn over of

personnel. Lifetime employment for good
Workers. Granting of security of tenure or
permanent status after satisfactory
performance.
14. Initiative. Thinking out of plans and do
what it takes to make it happen.
Fayol
15. Scalar Chain. Interconnectedness of
people within the organization from top to
bottom
16. Hierarchy. Line of authority
17. Motivation of Personnel. Nurses are
rational beings and must be allowed to work
their minds in problem solving and decision
making.
Fayol
18. Esprit de Corps. The principle of

unity of command should be observe
and the dangers of abusive rule and
written communication should be
avoided.
Fayol
Luther Gulick expanded Fayol’s management

functions with his seven activities of
Management- POSDCORB namely, planning,
organizing, staffing, directing, coordinating,
reporting and budgeting
III. Max Weber (1864-1920)
A German known as the Father of the Social
and Economic Organization. He was also
considered the Father of Bureaucracy or
Father of organizational theory.
The responsibilities and rights of the
workers in Weber’s system were governed
by very specific rules rather than individuals
competencies.
B. THEORIES FOCUSED ON
HUMAN RELATIONS
MARY FOLLET (1868-1933)
An American proponent who conceived
management as a social process focused on
the motivation of individuals and groups
towards the achievement of a common goal
and particular attention was devoted to what
motivated the worker rather than exercise of
the manager’s power and authority.
B. THEORIES FOCUSED ON
HUMAN RELATIONS
MARY FOLLET (1868-1933)

Developed the basic principle of
“Participative Decision Making”
Elton Mayo (1880-1949) and Fritz
Roethlisberger (1898-1974)
Tested the assumptions of the scientific
management theory through studies called the
Hawthorne effect which refers to a
momentary change of behavior in a worker's
environment, opportunity to participate in
decision making and recognition from the
administration, the response usually being an
improvement.
CONTEMPORARY LEADER-
MANAGER THEORIES
PETER DRUCKER (1909-2005)
The Father of Modern Corporate
Management,
This theory conceptualizes the process
where both management and rank and file
meet in order to understand and agree on the
organization's objectives.
PETER DRUCKER (1909-2005)
Gives emphasis on PROFIT that

could organize the whole range
of business phenomena.
Herbert Simon (1916-2001)
Named optimizing and satisfying as two

distinct approaches to decision making.
Optimizing- the search for the best alternative
possible, an approach used by Simon's
“economic man”.
Satisfying-using the first workable solution and
was applied by Simon's “administrative man”
Simon
3 STEPS FOR ARRIVING AT THE BEST

ULTIMATE DECISION
1. Listing an alternative strategies for resolving
the problem
2. Determining the consequences that would
follow each alternative
3. Comparative evaluation of these
consequences
Henry Mintzberger (1975)
Named the 3 Managerial Roles
1. Interpersonal role- the leader and liaison
inside and outside the organization.
2. Informational role- involved monitoring the
organization, sharing information observed
and finally serving as spokesperson.
3. Decision making role- the manager is an
enterpreneur, disturbance handler, negotiator
and allocator.
MOTIVATIONAL THEORIES
ABRAHAM MASLOW (1908-1970)
The father of humanistic psychology
theorized that man's various needs form a
hierarchy starting with their more basic
needs.
Maslow's Hierarchy of Needs:
1. physiological 4. self-esteem
2. safety & security 5. self-actualization
3. love & belongingness
Ferdinand Herzberg (1959)
Came up with the two factor theory,

namely: Hygiene factors which can
negatively influence people and Motivational
factors which can result in workers'
satisfaction and psychological growth.
Douglas McGregor's
Theory X and Y
McGregor developed the Human
Relations School of Management
Theory X Theory Y
1. lazy 1. responsible
2. unmotivated 2. creative
3.irresponsible 3. self-possessed
4. unintelligent 4. self-directed
5. not interested to work 5. problem-solver
William G. Ouchi Theory Z
OUCHI (1981) is a Japanese sociologist

expanded and enlarged Theory Y with a so
called Theory Z which propounded this
humanistic nature focuses on finding better
ways to motivate people in order to increase
worker satisfaction and productivity.
Theory Z's 7 S
1. super ordinate goals- hold organization
together
2. strategy- methods of doing things
3. structure-concern with the physical plant
and facilities
4. systems- coherence of all part of the
organization for common goal
5.staff-concern for the right people to do the
job
7S
6. skills- developing and training people
7. style- the manner of handling peers,
subordinates and superiors
Theory Z important elements
1. collective decision making
2. long term employment
3. slower but more predictable promotions
4. indirect supervision
5. holistic concern for employees
Total quality management
A management approach for an

organization, centered on quality, based on the
participation of all its members and aiming at
long term success through costumer
satisfaction, and benefits to all member of the
organization and to society.
3 paradigms of TQM
Total. Involving the entire organization, supply

chain, and/or product life cycle
Quality. Complexities
Management. The system of managing with
steps like plan, organize, control, lead, staff,
provisioning and the like
Process of TQM
1. Kaizen- focuses on “Continuous Process

Improvement” to make processes visible,
repeatable and measurable
2. Atarimae Hinshitsu- The idea that “
things will work as they supposed to”
3. Kansei-Examining the way the user
applies the product leads to improvement in
the product itself
Process of TQM
4. . Miryokuteki Hinshitsu- The idea

that “things should have an aesthetic
quality”
Values, Culture and Ethics
Definition of Terms
Value- are things ( an object, a person,
considered important or an idea or a way of
behaving) serving as guiding principles which
influence our behavior whether or not such
behavior seem worthwhile.
Filipino Values and Productivity

3 causes that affects a person’s values and
productivity
1. Inability of reward to satisfy needs.
2. Disappearing work ethics.
3. Decreasing loyalty of employees to the
company and to the country.
.Basic Attitude of the Filipino

1. Attitude towards laws
2. Attitude towards government
3. Attitude towards society
4. Attitude toward self/himself.
Culture – is that complex whole which

includes knowledge, belief, arts, morals, law,
custom and any other capacities and habits
acquired by man as a member of a society.
Ethics – beliefs about moral principles

and standards governing the conduct of
workers in a profession
Filipino Values that affects leadership
and management Styles:
1. “Pakikisama “– this is the tendency of
the filipino to conform or give concession
to the wishes of the group to maintain
smooth interpersonal relationship.
Avoidance of open disagreement or
conflict with others.
2. “Hiya” – Shame- Being shy or ashamed

due to a sense of modesty, inadequacy
or embarrassment . A Filipino cannot
say “no” even it is against his will to do
what is being requested.
3. “Bahala na” or I don’t care attitude

Tendency to leave things to chance;
strong dependence on the “spirits”
4. “Lusot System” – it is rampant in

processing papers.
5. “Lamangan”– Desire to have an edge
over another.
6. “Palakasan” System- contacts with
someone who is either rich or high in
government position
7. Machismo – A Filipino belief in male

supremacy and the delegation of
women to a secondary or domestic
roles.
8. “Paggalang” Care for the aged
9. “Pagwawalang Bahala” -Being
carefree and easy going
10. “Pagmamay-ari”- High regard for

possessions and attainments.

Leadership and Management

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Leadership and Management

Uploaded by

Copyright:

Available Formats

NCM 105

Introduction to Leadership and

Globally, there is a severe nursing shortage

Is a social influence or a person's

The privilege to have the responsibility to

Who leaders are

Is defined as the process where the nurse

Effective & Theories &

The knowledge acquired from learning the

The application of creative problem solving

Leadership should both be efficient and

EFFICIENCY- DOING THE THINGS RIGHT-

TIME MANAGEMENT is the organization of

1. Begin with yourself

only a person’s behavior determines

leadership emphasizes effectiveness

 Influence others  Implements

One may be a good nurse leader but not a

FOLLOWER is not a passive agent in

Provides direction to the influence process

4. Appear desirable enough to energize

Definition: The ability to obtain followers,

b. Ingratiation is where a person makes

f. Sanction is the promise of punishment in

Level 1: POSITION (rights) title

The ability to efficiently and effectively

The ability to impose the will of one person or

4. Expert Power-derived from special abilities

2. STAFF AUTHORITY is based on expertise

Definition: Ability to respond

Definition: Answering for the result of one's

Style is an important factor in the leadership

The staff are expected to obey orders

The nurse leader-manager manages “by

c. Employees are working with dangerous or

Also called participative style or

The staff like the trust they receive and

c. Encourages employees to grow on the job

Also known as the “hands off” style,

Concept Authority Group No direction

Image Autocrat Bureaucrat Team Leader

Frame of “They” “We” “You”

Role of Critic Regular None

Source of Leader Ruler Group Self

Personal Trial and error Roles and Participation Do your own

Objectives Develop self Develop Develop Group Be a friend to

Leader Needs Dependent Stability Acceptance

Behavior Dependent Consistent Belonging Friendly

Focus Work Organization Management None

Demands on Employees Cooperation None

Climate Authoritarian Official Democratic Permissive

Morale of Antagonistic Apathetic Team Oriented

Weakness Changeability Crisis No

Strength Decision and Standards and Group

General Concepts and Principles of

General Concepts and Principles of

INDIVIDUAL CHARACTER THEORY

2 Common Traits of a Leader

2 Common Traits of a Leader

According to Reeves, 2001, the

KURT LEWIN (1890-1947)

Categorized leadership styles as

1st stage: Unfreezing. Overcoming inertia and