Leadership By: Hayaa Nafa Supervised by: Dr.Fatemah M. Baddar Ph.D.,M.Sc.N.,B.Sc.N Associate Prof....
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Transcript of Leadership By: Hayaa Nafa Supervised by: Dr.Fatemah M. Baddar Ph.D.,M.Sc.N.,B.Sc.N Associate Prof....
Leadership
By Hayaa NafaSupervised by
DrFatemah M BaddarPhDMScNBScN
Associate Prof Nursing Adminstration
ampEducation Dept
Objectivesbull Distinguish between
leadership and management
bull Discuss how all nurses can provide leadership in and for the profession
bull Distinguish between different types of leadership
bull Learn how to be an effective leader
Outlines
What is leadershipLeadership and managementLeadership rolesTypes of leadershipTransformational vs transactional leadership
Leadership goalsCharacteristics of an integrated leader-manager
Factors affecting leadership style
Introduction The need to develop nursing
leadership skills has never been greater as reform of health care is being addressed at national state and community levels Leadership skills also are necessary for team building at the organizational level Ensuring successful recruitment retaining a cohesive nursing staff and maintaining a high-quality practice depend on successful team building in which leadership is the cornerstone for its effectiveness
ldquoThe art of getting people to do what they really donrsquot want to do and donrsquot feel equipped to do against a timeline they donrsquot believe in with risks that scare them to achieve an objective they believe at the beginning to be impossiblerdquo
mdash Eric Gregory
LEADERSHIP TRUTHWe Praise Leaders Too
MuchWhen Organizations
Succeed and Blame Them Too
MuchWhen Organizations
Fail
LEADERSHIP
Process where by a person (leader) inspires (influence) a group of
individuals (led) to work together using appropriate means to achieve
common goals
bull Leadership is define as ldquothe ability to influence the beliefs
opinions and or behavior of others in order to accomplish the
task of a group or to achieve the goal of a group while at the
same time maintaining the integrity and morale of the group
bull The Leader is a person who interprets and suggests the goal for
which a group is working and who encourages and directs
participation of others toward effective achievement of this goal
The Meaning of Leadership
The Meaning of Leadership
As a process leadership is the
use of non coercive
influence to direct and
coordinate the activities of
group members to meet a goal
As a property leadership is the
set of characteristics attributed to
those who are perceived to
use such influence
successfully
DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
leadership management
Based on influence An informal
designation
An achieved position Independent of
management
Based on authority Formally
designated position
An assigned position
Dependent and improved by use of effective leadership skills
DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
leadership management
Part of every nurses role
Focusing on people inspiring and motivating followers based on personal power
Acting as a facilitator and coach
Aimed to change for improvement
Nurses role in the assigned managerial positions
Focusing on service based on position power
Acting as a boss Aimed to maintain
stability
Leaders vs Managers
Leaders Managers
VisionDirectionGoalsObjectivesEffectivenessPurposeInnovateFocus on peopleInspire trust
EfficiencyDay to day ampShort runAdministerFocus on systems amp structure Rely on control
Establishorganizational
mission
FormulateStrategy for
implementingmission
Implementorganizational
strategy
Leaderrsquos Job
Managerrsquos Job
Leadership goals
Leadership style is the manner and approach of providing direction implementing plans and motivating people
Leaders vary their styles A leader is not strictly one or another style Most leaders use all three styles one style however becomes the dominate one
Positive Leaders use rewards (independence education) to motivate employees
Negative Leaders use penalties with employees These leaders act domineering and superior wpeople Negative penalties include days off without pay reprimanding in front of others assigning unpleasant job tasks
Leadership Rolesbull Decision maker
bull Coach bull Forecaster
bull Communicator bull Counselorbull Influencerbull Evaluator
bull Teacher bull Creative
bull problem solverbull Facilitator bullCritical thinker
bullChange agent
Characteristics of a Leader
bull Intelligence Personable Abilitybull Knowledge Adaptability Able to enlist cooperation
bull Judgment Creativity Interpersonal skillsbull Decisiveness Cooperativeness Tactbull Oral fluency Alertness Diplomacy
bull Emotional Intelligence Self-confidence Prestigebull Independence Personal integrity Social participation
bull Emotional balance and control Nonconformity
Types of leadership
bull Please Hayaa change the word of types of leadership to styles of leadership
ndash Leadership style directly related to the amount of control or freedom allowed to the group The best style for any particular situation is one that promotes a high level of work performance in wide variety of circumstances as efficiently as possible and with the least amount of disruptionrdquo
ndash Leadership style ldquo is the manner in which the leader influences the group members rdquo behaviors in various situations Different styles are effective in different situations
Autocratic leadershipbull Autocraticndash Leader makes
decisions without reference to anyone else
ndash High degree of dependency on the leader
ndash Can create de-motivation and alienation of staff
ndashMay be valuable in some types of business where decisions need to be made quickly and decisively
Autocratic leadership
The following behaviors characterize authoritarian leaders
bull Strong control is maintained over the work group
bull Others are motivated by coercionbull Others are directed with
commandsbull Communication flows downwardbull Decision making does not involve
othersbull Emphasis is on difference in
status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive
Autocratic leadershipbull Authoritarian leadership
results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces
When is the Autocratic Leadership Style Effective
1 Short term projects with a highly technical complex or risky element
2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee
3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation
When is the Autocratic Leadership Style Effective
4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline
5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover
Autocratic leadershipAdvantages Disadvantages
Reduced stress due to increased control
A more productive group lsquowhile the leader is watchingrsquo
Improved logistics of operations
Faster decision making
Short-termistic approach to management
Manager perceived as having poor leadership skills
Increased workload for the manager
People dislike being ordered around
Teams become dependent upon their leader
bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor
bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country
Democratic leadership
bull Democratic Encourages decision making
from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of
consultation before decisions are taken
ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct
Democratic leadershipDemocratic leaders are
characterized by the following
bull Less control is maintainedbull Economic and ego awards are
used to motivatebull Others are directed through
suggestions and guidancebull Communication flows up and
downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than
ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive
Advantages DisadvantagesPositive work
environmentSuccessful initiativesCreative thinkingReduction of friction
and office politicsReduced employee
turnover
bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems
Democratic leadership Democratic leadership
appropriate forbull groups that work together for
extended periods promotes autonomy and growth in individual workers
bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership
Laissez-Faire leadership
bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities
are shared by allndash Can be very useful in businesses
where creative ideas are importantndash Can be highly motivational
as people have control over their working lifendash Can make coordination and decision making
time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations
Laissez-Faire leadership
The laissez-faire leader is characterized by the following behaviors
bull Permissiveness with little or no controlbull Motivation by support when requested by the
group or individualsbull Provision of little or no directionbull Communication upward and downward flow
among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld
Laissez-Faire leadership
bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions
Disadvantages
bull It makes employees feel insecure at the unavailability of a manager
bull The manager cannot provide regular feedback to let employees know how well they are doing
bull Managers are unable to thank employees for their good work
bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her
Leadership Styles
33
More Successful Proposal Authoritarian
Team
Authoritarian
Country Club
Impoverished
Less Successful Proposal
Team
Country Club Impoverished
Task oriented Strong on
schedules Expects directions
to be followed Intolerant of
dissent
Task oriented Positive examples Fosters environment
for people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Delegates and disappears
Detaches from team Lets team work out
power struggles Low commitment to
task accomplishment
ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark
Authoritarian Team
Country Club
Task oriented Strong on schedules Expects directions to
be followed Intolerant of dissent مع متسامح
المعارضين
Task oriented Positive examples Fosters environment for
people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Continuum of Leader Behavior
Examples A good leader uses all three styles depending on what forces
are involved between the followers the leader and the situation Some examples include
bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee
bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team
bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Objectivesbull Distinguish between
leadership and management
bull Discuss how all nurses can provide leadership in and for the profession
bull Distinguish between different types of leadership
bull Learn how to be an effective leader
Outlines
What is leadershipLeadership and managementLeadership rolesTypes of leadershipTransformational vs transactional leadership
Leadership goalsCharacteristics of an integrated leader-manager
Factors affecting leadership style
Introduction The need to develop nursing
leadership skills has never been greater as reform of health care is being addressed at national state and community levels Leadership skills also are necessary for team building at the organizational level Ensuring successful recruitment retaining a cohesive nursing staff and maintaining a high-quality practice depend on successful team building in which leadership is the cornerstone for its effectiveness
ldquoThe art of getting people to do what they really donrsquot want to do and donrsquot feel equipped to do against a timeline they donrsquot believe in with risks that scare them to achieve an objective they believe at the beginning to be impossiblerdquo
mdash Eric Gregory
LEADERSHIP TRUTHWe Praise Leaders Too
MuchWhen Organizations
Succeed and Blame Them Too
MuchWhen Organizations
Fail
LEADERSHIP
Process where by a person (leader) inspires (influence) a group of
individuals (led) to work together using appropriate means to achieve
common goals
bull Leadership is define as ldquothe ability to influence the beliefs
opinions and or behavior of others in order to accomplish the
task of a group or to achieve the goal of a group while at the
same time maintaining the integrity and morale of the group
bull The Leader is a person who interprets and suggests the goal for
which a group is working and who encourages and directs
participation of others toward effective achievement of this goal
The Meaning of Leadership
The Meaning of Leadership
As a process leadership is the
use of non coercive
influence to direct and
coordinate the activities of
group members to meet a goal
As a property leadership is the
set of characteristics attributed to
those who are perceived to
use such influence
successfully
DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
leadership management
Based on influence An informal
designation
An achieved position Independent of
management
Based on authority Formally
designated position
An assigned position
Dependent and improved by use of effective leadership skills
DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
leadership management
Part of every nurses role
Focusing on people inspiring and motivating followers based on personal power
Acting as a facilitator and coach
Aimed to change for improvement
Nurses role in the assigned managerial positions
Focusing on service based on position power
Acting as a boss Aimed to maintain
stability
Leaders vs Managers
Leaders Managers
VisionDirectionGoalsObjectivesEffectivenessPurposeInnovateFocus on peopleInspire trust
EfficiencyDay to day ampShort runAdministerFocus on systems amp structure Rely on control
Establishorganizational
mission
FormulateStrategy for
implementingmission
Implementorganizational
strategy
Leaderrsquos Job
Managerrsquos Job
Leadership goals
Leadership style is the manner and approach of providing direction implementing plans and motivating people
Leaders vary their styles A leader is not strictly one or another style Most leaders use all three styles one style however becomes the dominate one
Positive Leaders use rewards (independence education) to motivate employees
Negative Leaders use penalties with employees These leaders act domineering and superior wpeople Negative penalties include days off without pay reprimanding in front of others assigning unpleasant job tasks
Leadership Rolesbull Decision maker
bull Coach bull Forecaster
bull Communicator bull Counselorbull Influencerbull Evaluator
bull Teacher bull Creative
bull problem solverbull Facilitator bullCritical thinker
bullChange agent
Characteristics of a Leader
bull Intelligence Personable Abilitybull Knowledge Adaptability Able to enlist cooperation
bull Judgment Creativity Interpersonal skillsbull Decisiveness Cooperativeness Tactbull Oral fluency Alertness Diplomacy
bull Emotional Intelligence Self-confidence Prestigebull Independence Personal integrity Social participation
bull Emotional balance and control Nonconformity
Types of leadership
bull Please Hayaa change the word of types of leadership to styles of leadership
ndash Leadership style directly related to the amount of control or freedom allowed to the group The best style for any particular situation is one that promotes a high level of work performance in wide variety of circumstances as efficiently as possible and with the least amount of disruptionrdquo
ndash Leadership style ldquo is the manner in which the leader influences the group members rdquo behaviors in various situations Different styles are effective in different situations
Autocratic leadershipbull Autocraticndash Leader makes
decisions without reference to anyone else
ndash High degree of dependency on the leader
ndash Can create de-motivation and alienation of staff
ndashMay be valuable in some types of business where decisions need to be made quickly and decisively
Autocratic leadership
The following behaviors characterize authoritarian leaders
bull Strong control is maintained over the work group
bull Others are motivated by coercionbull Others are directed with
commandsbull Communication flows downwardbull Decision making does not involve
othersbull Emphasis is on difference in
status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive
Autocratic leadershipbull Authoritarian leadership
results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces
When is the Autocratic Leadership Style Effective
1 Short term projects with a highly technical complex or risky element
2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee
3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation
When is the Autocratic Leadership Style Effective
4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline
5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover
Autocratic leadershipAdvantages Disadvantages
Reduced stress due to increased control
A more productive group lsquowhile the leader is watchingrsquo
Improved logistics of operations
Faster decision making
Short-termistic approach to management
Manager perceived as having poor leadership skills
Increased workload for the manager
People dislike being ordered around
Teams become dependent upon their leader
bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor
bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country
Democratic leadership
bull Democratic Encourages decision making
from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of
consultation before decisions are taken
ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct
Democratic leadershipDemocratic leaders are
characterized by the following
bull Less control is maintainedbull Economic and ego awards are
used to motivatebull Others are directed through
suggestions and guidancebull Communication flows up and
downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than
ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive
Advantages DisadvantagesPositive work
environmentSuccessful initiativesCreative thinkingReduction of friction
and office politicsReduced employee
turnover
bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems
Democratic leadership Democratic leadership
appropriate forbull groups that work together for
extended periods promotes autonomy and growth in individual workers
bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership
Laissez-Faire leadership
bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities
are shared by allndash Can be very useful in businesses
where creative ideas are importantndash Can be highly motivational
as people have control over their working lifendash Can make coordination and decision making
time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations
Laissez-Faire leadership
The laissez-faire leader is characterized by the following behaviors
bull Permissiveness with little or no controlbull Motivation by support when requested by the
group or individualsbull Provision of little or no directionbull Communication upward and downward flow
among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld
Laissez-Faire leadership
bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions
Disadvantages
bull It makes employees feel insecure at the unavailability of a manager
bull The manager cannot provide regular feedback to let employees know how well they are doing
bull Managers are unable to thank employees for their good work
bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her
Leadership Styles
33
More Successful Proposal Authoritarian
Team
Authoritarian
Country Club
Impoverished
Less Successful Proposal
Team
Country Club Impoverished
Task oriented Strong on
schedules Expects directions
to be followed Intolerant of
dissent
Task oriented Positive examples Fosters environment
for people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Delegates and disappears
Detaches from team Lets team work out
power struggles Low commitment to
task accomplishment
ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark
Authoritarian Team
Country Club
Task oriented Strong on schedules Expects directions to
be followed Intolerant of dissent مع متسامح
المعارضين
Task oriented Positive examples Fosters environment for
people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Continuum of Leader Behavior
Examples A good leader uses all three styles depending on what forces
are involved between the followers the leader and the situation Some examples include
bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee
bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team
bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Outlines
What is leadershipLeadership and managementLeadership rolesTypes of leadershipTransformational vs transactional leadership
Leadership goalsCharacteristics of an integrated leader-manager
Factors affecting leadership style
Introduction The need to develop nursing
leadership skills has never been greater as reform of health care is being addressed at national state and community levels Leadership skills also are necessary for team building at the organizational level Ensuring successful recruitment retaining a cohesive nursing staff and maintaining a high-quality practice depend on successful team building in which leadership is the cornerstone for its effectiveness
ldquoThe art of getting people to do what they really donrsquot want to do and donrsquot feel equipped to do against a timeline they donrsquot believe in with risks that scare them to achieve an objective they believe at the beginning to be impossiblerdquo
mdash Eric Gregory
LEADERSHIP TRUTHWe Praise Leaders Too
MuchWhen Organizations
Succeed and Blame Them Too
MuchWhen Organizations
Fail
LEADERSHIP
Process where by a person (leader) inspires (influence) a group of
individuals (led) to work together using appropriate means to achieve
common goals
bull Leadership is define as ldquothe ability to influence the beliefs
opinions and or behavior of others in order to accomplish the
task of a group or to achieve the goal of a group while at the
same time maintaining the integrity and morale of the group
bull The Leader is a person who interprets and suggests the goal for
which a group is working and who encourages and directs
participation of others toward effective achievement of this goal
The Meaning of Leadership
The Meaning of Leadership
As a process leadership is the
use of non coercive
influence to direct and
coordinate the activities of
group members to meet a goal
As a property leadership is the
set of characteristics attributed to
those who are perceived to
use such influence
successfully
DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
leadership management
Based on influence An informal
designation
An achieved position Independent of
management
Based on authority Formally
designated position
An assigned position
Dependent and improved by use of effective leadership skills
DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
leadership management
Part of every nurses role
Focusing on people inspiring and motivating followers based on personal power
Acting as a facilitator and coach
Aimed to change for improvement
Nurses role in the assigned managerial positions
Focusing on service based on position power
Acting as a boss Aimed to maintain
stability
Leaders vs Managers
Leaders Managers
VisionDirectionGoalsObjectivesEffectivenessPurposeInnovateFocus on peopleInspire trust
EfficiencyDay to day ampShort runAdministerFocus on systems amp structure Rely on control
Establishorganizational
mission
FormulateStrategy for
implementingmission
Implementorganizational
strategy
Leaderrsquos Job
Managerrsquos Job
Leadership goals
Leadership style is the manner and approach of providing direction implementing plans and motivating people
Leaders vary their styles A leader is not strictly one or another style Most leaders use all three styles one style however becomes the dominate one
Positive Leaders use rewards (independence education) to motivate employees
Negative Leaders use penalties with employees These leaders act domineering and superior wpeople Negative penalties include days off without pay reprimanding in front of others assigning unpleasant job tasks
Leadership Rolesbull Decision maker
bull Coach bull Forecaster
bull Communicator bull Counselorbull Influencerbull Evaluator
bull Teacher bull Creative
bull problem solverbull Facilitator bullCritical thinker
bullChange agent
Characteristics of a Leader
bull Intelligence Personable Abilitybull Knowledge Adaptability Able to enlist cooperation
bull Judgment Creativity Interpersonal skillsbull Decisiveness Cooperativeness Tactbull Oral fluency Alertness Diplomacy
bull Emotional Intelligence Self-confidence Prestigebull Independence Personal integrity Social participation
bull Emotional balance and control Nonconformity
Types of leadership
bull Please Hayaa change the word of types of leadership to styles of leadership
ndash Leadership style directly related to the amount of control or freedom allowed to the group The best style for any particular situation is one that promotes a high level of work performance in wide variety of circumstances as efficiently as possible and with the least amount of disruptionrdquo
ndash Leadership style ldquo is the manner in which the leader influences the group members rdquo behaviors in various situations Different styles are effective in different situations
Autocratic leadershipbull Autocraticndash Leader makes
decisions without reference to anyone else
ndash High degree of dependency on the leader
ndash Can create de-motivation and alienation of staff
ndashMay be valuable in some types of business where decisions need to be made quickly and decisively
Autocratic leadership
The following behaviors characterize authoritarian leaders
bull Strong control is maintained over the work group
bull Others are motivated by coercionbull Others are directed with
commandsbull Communication flows downwardbull Decision making does not involve
othersbull Emphasis is on difference in
status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive
Autocratic leadershipbull Authoritarian leadership
results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces
When is the Autocratic Leadership Style Effective
1 Short term projects with a highly technical complex or risky element
2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee
3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation
When is the Autocratic Leadership Style Effective
4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline
5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover
Autocratic leadershipAdvantages Disadvantages
Reduced stress due to increased control
A more productive group lsquowhile the leader is watchingrsquo
Improved logistics of operations
Faster decision making
Short-termistic approach to management
Manager perceived as having poor leadership skills
Increased workload for the manager
People dislike being ordered around
Teams become dependent upon their leader
bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor
bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country
Democratic leadership
bull Democratic Encourages decision making
from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of
consultation before decisions are taken
ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct
Democratic leadershipDemocratic leaders are
characterized by the following
bull Less control is maintainedbull Economic and ego awards are
used to motivatebull Others are directed through
suggestions and guidancebull Communication flows up and
downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than
ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive
Advantages DisadvantagesPositive work
environmentSuccessful initiativesCreative thinkingReduction of friction
and office politicsReduced employee
turnover
bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems
Democratic leadership Democratic leadership
appropriate forbull groups that work together for
extended periods promotes autonomy and growth in individual workers
bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership
Laissez-Faire leadership
bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities
are shared by allndash Can be very useful in businesses
where creative ideas are importantndash Can be highly motivational
as people have control over their working lifendash Can make coordination and decision making
time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations
Laissez-Faire leadership
The laissez-faire leader is characterized by the following behaviors
bull Permissiveness with little or no controlbull Motivation by support when requested by the
group or individualsbull Provision of little or no directionbull Communication upward and downward flow
among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld
Laissez-Faire leadership
bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions
Disadvantages
bull It makes employees feel insecure at the unavailability of a manager
bull The manager cannot provide regular feedback to let employees know how well they are doing
bull Managers are unable to thank employees for their good work
bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her
Leadership Styles
33
More Successful Proposal Authoritarian
Team
Authoritarian
Country Club
Impoverished
Less Successful Proposal
Team
Country Club Impoverished
Task oriented Strong on
schedules Expects directions
to be followed Intolerant of
dissent
Task oriented Positive examples Fosters environment
for people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Delegates and disappears
Detaches from team Lets team work out
power struggles Low commitment to
task accomplishment
ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark
Authoritarian Team
Country Club
Task oriented Strong on schedules Expects directions to
be followed Intolerant of dissent مع متسامح
المعارضين
Task oriented Positive examples Fosters environment for
people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Continuum of Leader Behavior
Examples A good leader uses all three styles depending on what forces
are involved between the followers the leader and the situation Some examples include
bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee
bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team
bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Introduction The need to develop nursing
leadership skills has never been greater as reform of health care is being addressed at national state and community levels Leadership skills also are necessary for team building at the organizational level Ensuring successful recruitment retaining a cohesive nursing staff and maintaining a high-quality practice depend on successful team building in which leadership is the cornerstone for its effectiveness
ldquoThe art of getting people to do what they really donrsquot want to do and donrsquot feel equipped to do against a timeline they donrsquot believe in with risks that scare them to achieve an objective they believe at the beginning to be impossiblerdquo
mdash Eric Gregory
LEADERSHIP TRUTHWe Praise Leaders Too
MuchWhen Organizations
Succeed and Blame Them Too
MuchWhen Organizations
Fail
LEADERSHIP
Process where by a person (leader) inspires (influence) a group of
individuals (led) to work together using appropriate means to achieve
common goals
bull Leadership is define as ldquothe ability to influence the beliefs
opinions and or behavior of others in order to accomplish the
task of a group or to achieve the goal of a group while at the
same time maintaining the integrity and morale of the group
bull The Leader is a person who interprets and suggests the goal for
which a group is working and who encourages and directs
participation of others toward effective achievement of this goal
The Meaning of Leadership
The Meaning of Leadership
As a process leadership is the
use of non coercive
influence to direct and
coordinate the activities of
group members to meet a goal
As a property leadership is the
set of characteristics attributed to
those who are perceived to
use such influence
successfully
DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
leadership management
Based on influence An informal
designation
An achieved position Independent of
management
Based on authority Formally
designated position
An assigned position
Dependent and improved by use of effective leadership skills
DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
leadership management
Part of every nurses role
Focusing on people inspiring and motivating followers based on personal power
Acting as a facilitator and coach
Aimed to change for improvement
Nurses role in the assigned managerial positions
Focusing on service based on position power
Acting as a boss Aimed to maintain
stability
Leaders vs Managers
Leaders Managers
VisionDirectionGoalsObjectivesEffectivenessPurposeInnovateFocus on peopleInspire trust
EfficiencyDay to day ampShort runAdministerFocus on systems amp structure Rely on control
Establishorganizational
mission
FormulateStrategy for
implementingmission
Implementorganizational
strategy
Leaderrsquos Job
Managerrsquos Job
Leadership goals
Leadership style is the manner and approach of providing direction implementing plans and motivating people
Leaders vary their styles A leader is not strictly one or another style Most leaders use all three styles one style however becomes the dominate one
Positive Leaders use rewards (independence education) to motivate employees
Negative Leaders use penalties with employees These leaders act domineering and superior wpeople Negative penalties include days off without pay reprimanding in front of others assigning unpleasant job tasks
Leadership Rolesbull Decision maker
bull Coach bull Forecaster
bull Communicator bull Counselorbull Influencerbull Evaluator
bull Teacher bull Creative
bull problem solverbull Facilitator bullCritical thinker
bullChange agent
Characteristics of a Leader
bull Intelligence Personable Abilitybull Knowledge Adaptability Able to enlist cooperation
bull Judgment Creativity Interpersonal skillsbull Decisiveness Cooperativeness Tactbull Oral fluency Alertness Diplomacy
bull Emotional Intelligence Self-confidence Prestigebull Independence Personal integrity Social participation
bull Emotional balance and control Nonconformity
Types of leadership
bull Please Hayaa change the word of types of leadership to styles of leadership
ndash Leadership style directly related to the amount of control or freedom allowed to the group The best style for any particular situation is one that promotes a high level of work performance in wide variety of circumstances as efficiently as possible and with the least amount of disruptionrdquo
ndash Leadership style ldquo is the manner in which the leader influences the group members rdquo behaviors in various situations Different styles are effective in different situations
Autocratic leadershipbull Autocraticndash Leader makes
decisions without reference to anyone else
ndash High degree of dependency on the leader
ndash Can create de-motivation and alienation of staff
ndashMay be valuable in some types of business where decisions need to be made quickly and decisively
Autocratic leadership
The following behaviors characterize authoritarian leaders
bull Strong control is maintained over the work group
bull Others are motivated by coercionbull Others are directed with
commandsbull Communication flows downwardbull Decision making does not involve
othersbull Emphasis is on difference in
status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive
Autocratic leadershipbull Authoritarian leadership
results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces
When is the Autocratic Leadership Style Effective
1 Short term projects with a highly technical complex or risky element
2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee
3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation
When is the Autocratic Leadership Style Effective
4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline
5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover
Autocratic leadershipAdvantages Disadvantages
Reduced stress due to increased control
A more productive group lsquowhile the leader is watchingrsquo
Improved logistics of operations
Faster decision making
Short-termistic approach to management
Manager perceived as having poor leadership skills
Increased workload for the manager
People dislike being ordered around
Teams become dependent upon their leader
bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor
bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country
Democratic leadership
bull Democratic Encourages decision making
from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of
consultation before decisions are taken
ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct
Democratic leadershipDemocratic leaders are
characterized by the following
bull Less control is maintainedbull Economic and ego awards are
used to motivatebull Others are directed through
suggestions and guidancebull Communication flows up and
downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than
ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive
Advantages DisadvantagesPositive work
environmentSuccessful initiativesCreative thinkingReduction of friction
and office politicsReduced employee
turnover
bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems
Democratic leadership Democratic leadership
appropriate forbull groups that work together for
extended periods promotes autonomy and growth in individual workers
bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership
Laissez-Faire leadership
bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities
are shared by allndash Can be very useful in businesses
where creative ideas are importantndash Can be highly motivational
as people have control over their working lifendash Can make coordination and decision making
time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations
Laissez-Faire leadership
The laissez-faire leader is characterized by the following behaviors
bull Permissiveness with little or no controlbull Motivation by support when requested by the
group or individualsbull Provision of little or no directionbull Communication upward and downward flow
among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld
Laissez-Faire leadership
bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions
Disadvantages
bull It makes employees feel insecure at the unavailability of a manager
bull The manager cannot provide regular feedback to let employees know how well they are doing
bull Managers are unable to thank employees for their good work
bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her
Leadership Styles
33
More Successful Proposal Authoritarian
Team
Authoritarian
Country Club
Impoverished
Less Successful Proposal
Team
Country Club Impoverished
Task oriented Strong on
schedules Expects directions
to be followed Intolerant of
dissent
Task oriented Positive examples Fosters environment
for people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Delegates and disappears
Detaches from team Lets team work out
power struggles Low commitment to
task accomplishment
ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark
Authoritarian Team
Country Club
Task oriented Strong on schedules Expects directions to
be followed Intolerant of dissent مع متسامح
المعارضين
Task oriented Positive examples Fosters environment for
people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Continuum of Leader Behavior
Examples A good leader uses all three styles depending on what forces
are involved between the followers the leader and the situation Some examples include
bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee
bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team
bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
ldquoThe art of getting people to do what they really donrsquot want to do and donrsquot feel equipped to do against a timeline they donrsquot believe in with risks that scare them to achieve an objective they believe at the beginning to be impossiblerdquo
mdash Eric Gregory
LEADERSHIP TRUTHWe Praise Leaders Too
MuchWhen Organizations
Succeed and Blame Them Too
MuchWhen Organizations
Fail
LEADERSHIP
Process where by a person (leader) inspires (influence) a group of
individuals (led) to work together using appropriate means to achieve
common goals
bull Leadership is define as ldquothe ability to influence the beliefs
opinions and or behavior of others in order to accomplish the
task of a group or to achieve the goal of a group while at the
same time maintaining the integrity and morale of the group
bull The Leader is a person who interprets and suggests the goal for
which a group is working and who encourages and directs
participation of others toward effective achievement of this goal
The Meaning of Leadership
The Meaning of Leadership
As a process leadership is the
use of non coercive
influence to direct and
coordinate the activities of
group members to meet a goal
As a property leadership is the
set of characteristics attributed to
those who are perceived to
use such influence
successfully
DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
leadership management
Based on influence An informal
designation
An achieved position Independent of
management
Based on authority Formally
designated position
An assigned position
Dependent and improved by use of effective leadership skills
DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
leadership management
Part of every nurses role
Focusing on people inspiring and motivating followers based on personal power
Acting as a facilitator and coach
Aimed to change for improvement
Nurses role in the assigned managerial positions
Focusing on service based on position power
Acting as a boss Aimed to maintain
stability
Leaders vs Managers
Leaders Managers
VisionDirectionGoalsObjectivesEffectivenessPurposeInnovateFocus on peopleInspire trust
EfficiencyDay to day ampShort runAdministerFocus on systems amp structure Rely on control
Establishorganizational
mission
FormulateStrategy for
implementingmission
Implementorganizational
strategy
Leaderrsquos Job
Managerrsquos Job
Leadership goals
Leadership style is the manner and approach of providing direction implementing plans and motivating people
Leaders vary their styles A leader is not strictly one or another style Most leaders use all three styles one style however becomes the dominate one
Positive Leaders use rewards (independence education) to motivate employees
Negative Leaders use penalties with employees These leaders act domineering and superior wpeople Negative penalties include days off without pay reprimanding in front of others assigning unpleasant job tasks
Leadership Rolesbull Decision maker
bull Coach bull Forecaster
bull Communicator bull Counselorbull Influencerbull Evaluator
bull Teacher bull Creative
bull problem solverbull Facilitator bullCritical thinker
bullChange agent
Characteristics of a Leader
bull Intelligence Personable Abilitybull Knowledge Adaptability Able to enlist cooperation
bull Judgment Creativity Interpersonal skillsbull Decisiveness Cooperativeness Tactbull Oral fluency Alertness Diplomacy
bull Emotional Intelligence Self-confidence Prestigebull Independence Personal integrity Social participation
bull Emotional balance and control Nonconformity
Types of leadership
bull Please Hayaa change the word of types of leadership to styles of leadership
ndash Leadership style directly related to the amount of control or freedom allowed to the group The best style for any particular situation is one that promotes a high level of work performance in wide variety of circumstances as efficiently as possible and with the least amount of disruptionrdquo
ndash Leadership style ldquo is the manner in which the leader influences the group members rdquo behaviors in various situations Different styles are effective in different situations
Autocratic leadershipbull Autocraticndash Leader makes
decisions without reference to anyone else
ndash High degree of dependency on the leader
ndash Can create de-motivation and alienation of staff
ndashMay be valuable in some types of business where decisions need to be made quickly and decisively
Autocratic leadership
The following behaviors characterize authoritarian leaders
bull Strong control is maintained over the work group
bull Others are motivated by coercionbull Others are directed with
commandsbull Communication flows downwardbull Decision making does not involve
othersbull Emphasis is on difference in
status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive
Autocratic leadershipbull Authoritarian leadership
results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces
When is the Autocratic Leadership Style Effective
1 Short term projects with a highly technical complex or risky element
2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee
3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation
When is the Autocratic Leadership Style Effective
4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline
5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover
Autocratic leadershipAdvantages Disadvantages
Reduced stress due to increased control
A more productive group lsquowhile the leader is watchingrsquo
Improved logistics of operations
Faster decision making
Short-termistic approach to management
Manager perceived as having poor leadership skills
Increased workload for the manager
People dislike being ordered around
Teams become dependent upon their leader
bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor
bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country
Democratic leadership
bull Democratic Encourages decision making
from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of
consultation before decisions are taken
ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct
Democratic leadershipDemocratic leaders are
characterized by the following
bull Less control is maintainedbull Economic and ego awards are
used to motivatebull Others are directed through
suggestions and guidancebull Communication flows up and
downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than
ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive
Advantages DisadvantagesPositive work
environmentSuccessful initiativesCreative thinkingReduction of friction
and office politicsReduced employee
turnover
bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems
Democratic leadership Democratic leadership
appropriate forbull groups that work together for
extended periods promotes autonomy and growth in individual workers
bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership
Laissez-Faire leadership
bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities
are shared by allndash Can be very useful in businesses
where creative ideas are importantndash Can be highly motivational
as people have control over their working lifendash Can make coordination and decision making
time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations
Laissez-Faire leadership
The laissez-faire leader is characterized by the following behaviors
bull Permissiveness with little or no controlbull Motivation by support when requested by the
group or individualsbull Provision of little or no directionbull Communication upward and downward flow
among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld
Laissez-Faire leadership
bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions
Disadvantages
bull It makes employees feel insecure at the unavailability of a manager
bull The manager cannot provide regular feedback to let employees know how well they are doing
bull Managers are unable to thank employees for their good work
bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her
Leadership Styles
33
More Successful Proposal Authoritarian
Team
Authoritarian
Country Club
Impoverished
Less Successful Proposal
Team
Country Club Impoverished
Task oriented Strong on
schedules Expects directions
to be followed Intolerant of
dissent
Task oriented Positive examples Fosters environment
for people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Delegates and disappears
Detaches from team Lets team work out
power struggles Low commitment to
task accomplishment
ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark
Authoritarian Team
Country Club
Task oriented Strong on schedules Expects directions to
be followed Intolerant of dissent مع متسامح
المعارضين
Task oriented Positive examples Fosters environment for
people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Continuum of Leader Behavior
Examples A good leader uses all three styles depending on what forces
are involved between the followers the leader and the situation Some examples include
bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee
bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team
bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
LEADERSHIP TRUTHWe Praise Leaders Too
MuchWhen Organizations
Succeed and Blame Them Too
MuchWhen Organizations
Fail
LEADERSHIP
Process where by a person (leader) inspires (influence) a group of
individuals (led) to work together using appropriate means to achieve
common goals
bull Leadership is define as ldquothe ability to influence the beliefs
opinions and or behavior of others in order to accomplish the
task of a group or to achieve the goal of a group while at the
same time maintaining the integrity and morale of the group
bull The Leader is a person who interprets and suggests the goal for
which a group is working and who encourages and directs
participation of others toward effective achievement of this goal
The Meaning of Leadership
The Meaning of Leadership
As a process leadership is the
use of non coercive
influence to direct and
coordinate the activities of
group members to meet a goal
As a property leadership is the
set of characteristics attributed to
those who are perceived to
use such influence
successfully
DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
leadership management
Based on influence An informal
designation
An achieved position Independent of
management
Based on authority Formally
designated position
An assigned position
Dependent and improved by use of effective leadership skills
DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
leadership management
Part of every nurses role
Focusing on people inspiring and motivating followers based on personal power
Acting as a facilitator and coach
Aimed to change for improvement
Nurses role in the assigned managerial positions
Focusing on service based on position power
Acting as a boss Aimed to maintain
stability
Leaders vs Managers
Leaders Managers
VisionDirectionGoalsObjectivesEffectivenessPurposeInnovateFocus on peopleInspire trust
EfficiencyDay to day ampShort runAdministerFocus on systems amp structure Rely on control
Establishorganizational
mission
FormulateStrategy for
implementingmission
Implementorganizational
strategy
Leaderrsquos Job
Managerrsquos Job
Leadership goals
Leadership style is the manner and approach of providing direction implementing plans and motivating people
Leaders vary their styles A leader is not strictly one or another style Most leaders use all three styles one style however becomes the dominate one
Positive Leaders use rewards (independence education) to motivate employees
Negative Leaders use penalties with employees These leaders act domineering and superior wpeople Negative penalties include days off without pay reprimanding in front of others assigning unpleasant job tasks
Leadership Rolesbull Decision maker
bull Coach bull Forecaster
bull Communicator bull Counselorbull Influencerbull Evaluator
bull Teacher bull Creative
bull problem solverbull Facilitator bullCritical thinker
bullChange agent
Characteristics of a Leader
bull Intelligence Personable Abilitybull Knowledge Adaptability Able to enlist cooperation
bull Judgment Creativity Interpersonal skillsbull Decisiveness Cooperativeness Tactbull Oral fluency Alertness Diplomacy
bull Emotional Intelligence Self-confidence Prestigebull Independence Personal integrity Social participation
bull Emotional balance and control Nonconformity
Types of leadership
bull Please Hayaa change the word of types of leadership to styles of leadership
ndash Leadership style directly related to the amount of control or freedom allowed to the group The best style for any particular situation is one that promotes a high level of work performance in wide variety of circumstances as efficiently as possible and with the least amount of disruptionrdquo
ndash Leadership style ldquo is the manner in which the leader influences the group members rdquo behaviors in various situations Different styles are effective in different situations
Autocratic leadershipbull Autocraticndash Leader makes
decisions without reference to anyone else
ndash High degree of dependency on the leader
ndash Can create de-motivation and alienation of staff
ndashMay be valuable in some types of business where decisions need to be made quickly and decisively
Autocratic leadership
The following behaviors characterize authoritarian leaders
bull Strong control is maintained over the work group
bull Others are motivated by coercionbull Others are directed with
commandsbull Communication flows downwardbull Decision making does not involve
othersbull Emphasis is on difference in
status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive
Autocratic leadershipbull Authoritarian leadership
results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces
When is the Autocratic Leadership Style Effective
1 Short term projects with a highly technical complex or risky element
2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee
3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation
When is the Autocratic Leadership Style Effective
4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline
5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover
Autocratic leadershipAdvantages Disadvantages
Reduced stress due to increased control
A more productive group lsquowhile the leader is watchingrsquo
Improved logistics of operations
Faster decision making
Short-termistic approach to management
Manager perceived as having poor leadership skills
Increased workload for the manager
People dislike being ordered around
Teams become dependent upon their leader
bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor
bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country
Democratic leadership
bull Democratic Encourages decision making
from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of
consultation before decisions are taken
ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct
Democratic leadershipDemocratic leaders are
characterized by the following
bull Less control is maintainedbull Economic and ego awards are
used to motivatebull Others are directed through
suggestions and guidancebull Communication flows up and
downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than
ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive
Advantages DisadvantagesPositive work
environmentSuccessful initiativesCreative thinkingReduction of friction
and office politicsReduced employee
turnover
bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems
Democratic leadership Democratic leadership
appropriate forbull groups that work together for
extended periods promotes autonomy and growth in individual workers
bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership
Laissez-Faire leadership
bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities
are shared by allndash Can be very useful in businesses
where creative ideas are importantndash Can be highly motivational
as people have control over their working lifendash Can make coordination and decision making
time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations
Laissez-Faire leadership
The laissez-faire leader is characterized by the following behaviors
bull Permissiveness with little or no controlbull Motivation by support when requested by the
group or individualsbull Provision of little or no directionbull Communication upward and downward flow
among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld
Laissez-Faire leadership
bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions
Disadvantages
bull It makes employees feel insecure at the unavailability of a manager
bull The manager cannot provide regular feedback to let employees know how well they are doing
bull Managers are unable to thank employees for their good work
bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her
Leadership Styles
33
More Successful Proposal Authoritarian
Team
Authoritarian
Country Club
Impoverished
Less Successful Proposal
Team
Country Club Impoverished
Task oriented Strong on
schedules Expects directions
to be followed Intolerant of
dissent
Task oriented Positive examples Fosters environment
for people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Delegates and disappears
Detaches from team Lets team work out
power struggles Low commitment to
task accomplishment
ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark
Authoritarian Team
Country Club
Task oriented Strong on schedules Expects directions to
be followed Intolerant of dissent مع متسامح
المعارضين
Task oriented Positive examples Fosters environment for
people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Continuum of Leader Behavior
Examples A good leader uses all three styles depending on what forces
are involved between the followers the leader and the situation Some examples include
bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee
bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team
bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
LEADERSHIP
Process where by a person (leader) inspires (influence) a group of
individuals (led) to work together using appropriate means to achieve
common goals
bull Leadership is define as ldquothe ability to influence the beliefs
opinions and or behavior of others in order to accomplish the
task of a group or to achieve the goal of a group while at the
same time maintaining the integrity and morale of the group
bull The Leader is a person who interprets and suggests the goal for
which a group is working and who encourages and directs
participation of others toward effective achievement of this goal
The Meaning of Leadership
The Meaning of Leadership
As a process leadership is the
use of non coercive
influence to direct and
coordinate the activities of
group members to meet a goal
As a property leadership is the
set of characteristics attributed to
those who are perceived to
use such influence
successfully
DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
leadership management
Based on influence An informal
designation
An achieved position Independent of
management
Based on authority Formally
designated position
An assigned position
Dependent and improved by use of effective leadership skills
DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
leadership management
Part of every nurses role
Focusing on people inspiring and motivating followers based on personal power
Acting as a facilitator and coach
Aimed to change for improvement
Nurses role in the assigned managerial positions
Focusing on service based on position power
Acting as a boss Aimed to maintain
stability
Leaders vs Managers
Leaders Managers
VisionDirectionGoalsObjectivesEffectivenessPurposeInnovateFocus on peopleInspire trust
EfficiencyDay to day ampShort runAdministerFocus on systems amp structure Rely on control
Establishorganizational
mission
FormulateStrategy for
implementingmission
Implementorganizational
strategy
Leaderrsquos Job
Managerrsquos Job
Leadership goals
Leadership style is the manner and approach of providing direction implementing plans and motivating people
Leaders vary their styles A leader is not strictly one or another style Most leaders use all three styles one style however becomes the dominate one
Positive Leaders use rewards (independence education) to motivate employees
Negative Leaders use penalties with employees These leaders act domineering and superior wpeople Negative penalties include days off without pay reprimanding in front of others assigning unpleasant job tasks
Leadership Rolesbull Decision maker
bull Coach bull Forecaster
bull Communicator bull Counselorbull Influencerbull Evaluator
bull Teacher bull Creative
bull problem solverbull Facilitator bullCritical thinker
bullChange agent
Characteristics of a Leader
bull Intelligence Personable Abilitybull Knowledge Adaptability Able to enlist cooperation
bull Judgment Creativity Interpersonal skillsbull Decisiveness Cooperativeness Tactbull Oral fluency Alertness Diplomacy
bull Emotional Intelligence Self-confidence Prestigebull Independence Personal integrity Social participation
bull Emotional balance and control Nonconformity
Types of leadership
bull Please Hayaa change the word of types of leadership to styles of leadership
ndash Leadership style directly related to the amount of control or freedom allowed to the group The best style for any particular situation is one that promotes a high level of work performance in wide variety of circumstances as efficiently as possible and with the least amount of disruptionrdquo
ndash Leadership style ldquo is the manner in which the leader influences the group members rdquo behaviors in various situations Different styles are effective in different situations
Autocratic leadershipbull Autocraticndash Leader makes
decisions without reference to anyone else
ndash High degree of dependency on the leader
ndash Can create de-motivation and alienation of staff
ndashMay be valuable in some types of business where decisions need to be made quickly and decisively
Autocratic leadership
The following behaviors characterize authoritarian leaders
bull Strong control is maintained over the work group
bull Others are motivated by coercionbull Others are directed with
commandsbull Communication flows downwardbull Decision making does not involve
othersbull Emphasis is on difference in
status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive
Autocratic leadershipbull Authoritarian leadership
results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces
When is the Autocratic Leadership Style Effective
1 Short term projects with a highly technical complex or risky element
2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee
3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation
When is the Autocratic Leadership Style Effective
4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline
5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover
Autocratic leadershipAdvantages Disadvantages
Reduced stress due to increased control
A more productive group lsquowhile the leader is watchingrsquo
Improved logistics of operations
Faster decision making
Short-termistic approach to management
Manager perceived as having poor leadership skills
Increased workload for the manager
People dislike being ordered around
Teams become dependent upon their leader
bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor
bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country
Democratic leadership
bull Democratic Encourages decision making
from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of
consultation before decisions are taken
ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct
Democratic leadershipDemocratic leaders are
characterized by the following
bull Less control is maintainedbull Economic and ego awards are
used to motivatebull Others are directed through
suggestions and guidancebull Communication flows up and
downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than
ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive
Advantages DisadvantagesPositive work
environmentSuccessful initiativesCreative thinkingReduction of friction
and office politicsReduced employee
turnover
bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems
Democratic leadership Democratic leadership
appropriate forbull groups that work together for
extended periods promotes autonomy and growth in individual workers
bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership
Laissez-Faire leadership
bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities
are shared by allndash Can be very useful in businesses
where creative ideas are importantndash Can be highly motivational
as people have control over their working lifendash Can make coordination and decision making
time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations
Laissez-Faire leadership
The laissez-faire leader is characterized by the following behaviors
bull Permissiveness with little or no controlbull Motivation by support when requested by the
group or individualsbull Provision of little or no directionbull Communication upward and downward flow
among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld
Laissez-Faire leadership
bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions
Disadvantages
bull It makes employees feel insecure at the unavailability of a manager
bull The manager cannot provide regular feedback to let employees know how well they are doing
bull Managers are unable to thank employees for their good work
bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her
Leadership Styles
33
More Successful Proposal Authoritarian
Team
Authoritarian
Country Club
Impoverished
Less Successful Proposal
Team
Country Club Impoverished
Task oriented Strong on
schedules Expects directions
to be followed Intolerant of
dissent
Task oriented Positive examples Fosters environment
for people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Delegates and disappears
Detaches from team Lets team work out
power struggles Low commitment to
task accomplishment
ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark
Authoritarian Team
Country Club
Task oriented Strong on schedules Expects directions to
be followed Intolerant of dissent مع متسامح
المعارضين
Task oriented Positive examples Fosters environment for
people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Continuum of Leader Behavior
Examples A good leader uses all three styles depending on what forces
are involved between the followers the leader and the situation Some examples include
bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee
bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team
bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
bull Leadership is define as ldquothe ability to influence the beliefs
opinions and or behavior of others in order to accomplish the
task of a group or to achieve the goal of a group while at the
same time maintaining the integrity and morale of the group
bull The Leader is a person who interprets and suggests the goal for
which a group is working and who encourages and directs
participation of others toward effective achievement of this goal
The Meaning of Leadership
The Meaning of Leadership
As a process leadership is the
use of non coercive
influence to direct and
coordinate the activities of
group members to meet a goal
As a property leadership is the
set of characteristics attributed to
those who are perceived to
use such influence
successfully
DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
leadership management
Based on influence An informal
designation
An achieved position Independent of
management
Based on authority Formally
designated position
An assigned position
Dependent and improved by use of effective leadership skills
DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
leadership management
Part of every nurses role
Focusing on people inspiring and motivating followers based on personal power
Acting as a facilitator and coach
Aimed to change for improvement
Nurses role in the assigned managerial positions
Focusing on service based on position power
Acting as a boss Aimed to maintain
stability
Leaders vs Managers
Leaders Managers
VisionDirectionGoalsObjectivesEffectivenessPurposeInnovateFocus on peopleInspire trust
EfficiencyDay to day ampShort runAdministerFocus on systems amp structure Rely on control
Establishorganizational
mission
FormulateStrategy for
implementingmission
Implementorganizational
strategy
Leaderrsquos Job
Managerrsquos Job
Leadership goals
Leadership style is the manner and approach of providing direction implementing plans and motivating people
Leaders vary their styles A leader is not strictly one or another style Most leaders use all three styles one style however becomes the dominate one
Positive Leaders use rewards (independence education) to motivate employees
Negative Leaders use penalties with employees These leaders act domineering and superior wpeople Negative penalties include days off without pay reprimanding in front of others assigning unpleasant job tasks
Leadership Rolesbull Decision maker
bull Coach bull Forecaster
bull Communicator bull Counselorbull Influencerbull Evaluator
bull Teacher bull Creative
bull problem solverbull Facilitator bullCritical thinker
bullChange agent
Characteristics of a Leader
bull Intelligence Personable Abilitybull Knowledge Adaptability Able to enlist cooperation
bull Judgment Creativity Interpersonal skillsbull Decisiveness Cooperativeness Tactbull Oral fluency Alertness Diplomacy
bull Emotional Intelligence Self-confidence Prestigebull Independence Personal integrity Social participation
bull Emotional balance and control Nonconformity
Types of leadership
bull Please Hayaa change the word of types of leadership to styles of leadership
ndash Leadership style directly related to the amount of control or freedom allowed to the group The best style for any particular situation is one that promotes a high level of work performance in wide variety of circumstances as efficiently as possible and with the least amount of disruptionrdquo
ndash Leadership style ldquo is the manner in which the leader influences the group members rdquo behaviors in various situations Different styles are effective in different situations
Autocratic leadershipbull Autocraticndash Leader makes
decisions without reference to anyone else
ndash High degree of dependency on the leader
ndash Can create de-motivation and alienation of staff
ndashMay be valuable in some types of business where decisions need to be made quickly and decisively
Autocratic leadership
The following behaviors characterize authoritarian leaders
bull Strong control is maintained over the work group
bull Others are motivated by coercionbull Others are directed with
commandsbull Communication flows downwardbull Decision making does not involve
othersbull Emphasis is on difference in
status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive
Autocratic leadershipbull Authoritarian leadership
results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces
When is the Autocratic Leadership Style Effective
1 Short term projects with a highly technical complex or risky element
2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee
3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation
When is the Autocratic Leadership Style Effective
4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline
5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover
Autocratic leadershipAdvantages Disadvantages
Reduced stress due to increased control
A more productive group lsquowhile the leader is watchingrsquo
Improved logistics of operations
Faster decision making
Short-termistic approach to management
Manager perceived as having poor leadership skills
Increased workload for the manager
People dislike being ordered around
Teams become dependent upon their leader
bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor
bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country
Democratic leadership
bull Democratic Encourages decision making
from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of
consultation before decisions are taken
ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct
Democratic leadershipDemocratic leaders are
characterized by the following
bull Less control is maintainedbull Economic and ego awards are
used to motivatebull Others are directed through
suggestions and guidancebull Communication flows up and
downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than
ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive
Advantages DisadvantagesPositive work
environmentSuccessful initiativesCreative thinkingReduction of friction
and office politicsReduced employee
turnover
bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems
Democratic leadership Democratic leadership
appropriate forbull groups that work together for
extended periods promotes autonomy and growth in individual workers
bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership
Laissez-Faire leadership
bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities
are shared by allndash Can be very useful in businesses
where creative ideas are importantndash Can be highly motivational
as people have control over their working lifendash Can make coordination and decision making
time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations
Laissez-Faire leadership
The laissez-faire leader is characterized by the following behaviors
bull Permissiveness with little or no controlbull Motivation by support when requested by the
group or individualsbull Provision of little or no directionbull Communication upward and downward flow
among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld
Laissez-Faire leadership
bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions
Disadvantages
bull It makes employees feel insecure at the unavailability of a manager
bull The manager cannot provide regular feedback to let employees know how well they are doing
bull Managers are unable to thank employees for their good work
bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her
Leadership Styles
33
More Successful Proposal Authoritarian
Team
Authoritarian
Country Club
Impoverished
Less Successful Proposal
Team
Country Club Impoverished
Task oriented Strong on
schedules Expects directions
to be followed Intolerant of
dissent
Task oriented Positive examples Fosters environment
for people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Delegates and disappears
Detaches from team Lets team work out
power struggles Low commitment to
task accomplishment
ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark
Authoritarian Team
Country Club
Task oriented Strong on schedules Expects directions to
be followed Intolerant of dissent مع متسامح
المعارضين
Task oriented Positive examples Fosters environment for
people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Continuum of Leader Behavior
Examples A good leader uses all three styles depending on what forces
are involved between the followers the leader and the situation Some examples include
bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee
bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team
bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
The Meaning of Leadership
The Meaning of Leadership
As a process leadership is the
use of non coercive
influence to direct and
coordinate the activities of
group members to meet a goal
As a property leadership is the
set of characteristics attributed to
those who are perceived to
use such influence
successfully
DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
leadership management
Based on influence An informal
designation
An achieved position Independent of
management
Based on authority Formally
designated position
An assigned position
Dependent and improved by use of effective leadership skills
DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
leadership management
Part of every nurses role
Focusing on people inspiring and motivating followers based on personal power
Acting as a facilitator and coach
Aimed to change for improvement
Nurses role in the assigned managerial positions
Focusing on service based on position power
Acting as a boss Aimed to maintain
stability
Leaders vs Managers
Leaders Managers
VisionDirectionGoalsObjectivesEffectivenessPurposeInnovateFocus on peopleInspire trust
EfficiencyDay to day ampShort runAdministerFocus on systems amp structure Rely on control
Establishorganizational
mission
FormulateStrategy for
implementingmission
Implementorganizational
strategy
Leaderrsquos Job
Managerrsquos Job
Leadership goals
Leadership style is the manner and approach of providing direction implementing plans and motivating people
Leaders vary their styles A leader is not strictly one or another style Most leaders use all three styles one style however becomes the dominate one
Positive Leaders use rewards (independence education) to motivate employees
Negative Leaders use penalties with employees These leaders act domineering and superior wpeople Negative penalties include days off without pay reprimanding in front of others assigning unpleasant job tasks
Leadership Rolesbull Decision maker
bull Coach bull Forecaster
bull Communicator bull Counselorbull Influencerbull Evaluator
bull Teacher bull Creative
bull problem solverbull Facilitator bullCritical thinker
bullChange agent
Characteristics of a Leader
bull Intelligence Personable Abilitybull Knowledge Adaptability Able to enlist cooperation
bull Judgment Creativity Interpersonal skillsbull Decisiveness Cooperativeness Tactbull Oral fluency Alertness Diplomacy
bull Emotional Intelligence Self-confidence Prestigebull Independence Personal integrity Social participation
bull Emotional balance and control Nonconformity
Types of leadership
bull Please Hayaa change the word of types of leadership to styles of leadership
ndash Leadership style directly related to the amount of control or freedom allowed to the group The best style for any particular situation is one that promotes a high level of work performance in wide variety of circumstances as efficiently as possible and with the least amount of disruptionrdquo
ndash Leadership style ldquo is the manner in which the leader influences the group members rdquo behaviors in various situations Different styles are effective in different situations
Autocratic leadershipbull Autocraticndash Leader makes
decisions without reference to anyone else
ndash High degree of dependency on the leader
ndash Can create de-motivation and alienation of staff
ndashMay be valuable in some types of business where decisions need to be made quickly and decisively
Autocratic leadership
The following behaviors characterize authoritarian leaders
bull Strong control is maintained over the work group
bull Others are motivated by coercionbull Others are directed with
commandsbull Communication flows downwardbull Decision making does not involve
othersbull Emphasis is on difference in
status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive
Autocratic leadershipbull Authoritarian leadership
results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces
When is the Autocratic Leadership Style Effective
1 Short term projects with a highly technical complex or risky element
2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee
3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation
When is the Autocratic Leadership Style Effective
4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline
5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover
Autocratic leadershipAdvantages Disadvantages
Reduced stress due to increased control
A more productive group lsquowhile the leader is watchingrsquo
Improved logistics of operations
Faster decision making
Short-termistic approach to management
Manager perceived as having poor leadership skills
Increased workload for the manager
People dislike being ordered around
Teams become dependent upon their leader
bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor
bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country
Democratic leadership
bull Democratic Encourages decision making
from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of
consultation before decisions are taken
ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct
Democratic leadershipDemocratic leaders are
characterized by the following
bull Less control is maintainedbull Economic and ego awards are
used to motivatebull Others are directed through
suggestions and guidancebull Communication flows up and
downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than
ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive
Advantages DisadvantagesPositive work
environmentSuccessful initiativesCreative thinkingReduction of friction
and office politicsReduced employee
turnover
bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems
Democratic leadership Democratic leadership
appropriate forbull groups that work together for
extended periods promotes autonomy and growth in individual workers
bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership
Laissez-Faire leadership
bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities
are shared by allndash Can be very useful in businesses
where creative ideas are importantndash Can be highly motivational
as people have control over their working lifendash Can make coordination and decision making
time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations
Laissez-Faire leadership
The laissez-faire leader is characterized by the following behaviors
bull Permissiveness with little or no controlbull Motivation by support when requested by the
group or individualsbull Provision of little or no directionbull Communication upward and downward flow
among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld
Laissez-Faire leadership
bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions
Disadvantages
bull It makes employees feel insecure at the unavailability of a manager
bull The manager cannot provide regular feedback to let employees know how well they are doing
bull Managers are unable to thank employees for their good work
bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her
Leadership Styles
33
More Successful Proposal Authoritarian
Team
Authoritarian
Country Club
Impoverished
Less Successful Proposal
Team
Country Club Impoverished
Task oriented Strong on
schedules Expects directions
to be followed Intolerant of
dissent
Task oriented Positive examples Fosters environment
for people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Delegates and disappears
Detaches from team Lets team work out
power struggles Low commitment to
task accomplishment
ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark
Authoritarian Team
Country Club
Task oriented Strong on schedules Expects directions to
be followed Intolerant of dissent مع متسامح
المعارضين
Task oriented Positive examples Fosters environment for
people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Continuum of Leader Behavior
Examples A good leader uses all three styles depending on what forces
are involved between the followers the leader and the situation Some examples include
bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee
bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team
bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
leadership management
Based on influence An informal
designation
An achieved position Independent of
management
Based on authority Formally
designated position
An assigned position
Dependent and improved by use of effective leadership skills
DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
leadership management
Part of every nurses role
Focusing on people inspiring and motivating followers based on personal power
Acting as a facilitator and coach
Aimed to change for improvement
Nurses role in the assigned managerial positions
Focusing on service based on position power
Acting as a boss Aimed to maintain
stability
Leaders vs Managers
Leaders Managers
VisionDirectionGoalsObjectivesEffectivenessPurposeInnovateFocus on peopleInspire trust
EfficiencyDay to day ampShort runAdministerFocus on systems amp structure Rely on control
Establishorganizational
mission
FormulateStrategy for
implementingmission
Implementorganizational
strategy
Leaderrsquos Job
Managerrsquos Job
Leadership goals
Leadership style is the manner and approach of providing direction implementing plans and motivating people
Leaders vary their styles A leader is not strictly one or another style Most leaders use all three styles one style however becomes the dominate one
Positive Leaders use rewards (independence education) to motivate employees
Negative Leaders use penalties with employees These leaders act domineering and superior wpeople Negative penalties include days off without pay reprimanding in front of others assigning unpleasant job tasks
Leadership Rolesbull Decision maker
bull Coach bull Forecaster
bull Communicator bull Counselorbull Influencerbull Evaluator
bull Teacher bull Creative
bull problem solverbull Facilitator bullCritical thinker
bullChange agent
Characteristics of a Leader
bull Intelligence Personable Abilitybull Knowledge Adaptability Able to enlist cooperation
bull Judgment Creativity Interpersonal skillsbull Decisiveness Cooperativeness Tactbull Oral fluency Alertness Diplomacy
bull Emotional Intelligence Self-confidence Prestigebull Independence Personal integrity Social participation
bull Emotional balance and control Nonconformity
Types of leadership
bull Please Hayaa change the word of types of leadership to styles of leadership
ndash Leadership style directly related to the amount of control or freedom allowed to the group The best style for any particular situation is one that promotes a high level of work performance in wide variety of circumstances as efficiently as possible and with the least amount of disruptionrdquo
ndash Leadership style ldquo is the manner in which the leader influences the group members rdquo behaviors in various situations Different styles are effective in different situations
Autocratic leadershipbull Autocraticndash Leader makes
decisions without reference to anyone else
ndash High degree of dependency on the leader
ndash Can create de-motivation and alienation of staff
ndashMay be valuable in some types of business where decisions need to be made quickly and decisively
Autocratic leadership
The following behaviors characterize authoritarian leaders
bull Strong control is maintained over the work group
bull Others are motivated by coercionbull Others are directed with
commandsbull Communication flows downwardbull Decision making does not involve
othersbull Emphasis is on difference in
status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive
Autocratic leadershipbull Authoritarian leadership
results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces
When is the Autocratic Leadership Style Effective
1 Short term projects with a highly technical complex or risky element
2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee
3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation
When is the Autocratic Leadership Style Effective
4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline
5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover
Autocratic leadershipAdvantages Disadvantages
Reduced stress due to increased control
A more productive group lsquowhile the leader is watchingrsquo
Improved logistics of operations
Faster decision making
Short-termistic approach to management
Manager perceived as having poor leadership skills
Increased workload for the manager
People dislike being ordered around
Teams become dependent upon their leader
bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor
bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country
Democratic leadership
bull Democratic Encourages decision making
from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of
consultation before decisions are taken
ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct
Democratic leadershipDemocratic leaders are
characterized by the following
bull Less control is maintainedbull Economic and ego awards are
used to motivatebull Others are directed through
suggestions and guidancebull Communication flows up and
downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than
ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive
Advantages DisadvantagesPositive work
environmentSuccessful initiativesCreative thinkingReduction of friction
and office politicsReduced employee
turnover
bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems
Democratic leadership Democratic leadership
appropriate forbull groups that work together for
extended periods promotes autonomy and growth in individual workers
bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership
Laissez-Faire leadership
bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities
are shared by allndash Can be very useful in businesses
where creative ideas are importantndash Can be highly motivational
as people have control over their working lifendash Can make coordination and decision making
time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations
Laissez-Faire leadership
The laissez-faire leader is characterized by the following behaviors
bull Permissiveness with little or no controlbull Motivation by support when requested by the
group or individualsbull Provision of little or no directionbull Communication upward and downward flow
among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld
Laissez-Faire leadership
bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions
Disadvantages
bull It makes employees feel insecure at the unavailability of a manager
bull The manager cannot provide regular feedback to let employees know how well they are doing
bull Managers are unable to thank employees for their good work
bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her
Leadership Styles
33
More Successful Proposal Authoritarian
Team
Authoritarian
Country Club
Impoverished
Less Successful Proposal
Team
Country Club Impoverished
Task oriented Strong on
schedules Expects directions
to be followed Intolerant of
dissent
Task oriented Positive examples Fosters environment
for people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Delegates and disappears
Detaches from team Lets team work out
power struggles Low commitment to
task accomplishment
ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark
Authoritarian Team
Country Club
Task oriented Strong on schedules Expects directions to
be followed Intolerant of dissent مع متسامح
المعارضين
Task oriented Positive examples Fosters environment for
people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Continuum of Leader Behavior
Examples A good leader uses all three styles depending on what forces
are involved between the followers the leader and the situation Some examples include
bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee
bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team
bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
leadership management
Part of every nurses role
Focusing on people inspiring and motivating followers based on personal power
Acting as a facilitator and coach
Aimed to change for improvement
Nurses role in the assigned managerial positions
Focusing on service based on position power
Acting as a boss Aimed to maintain
stability
Leaders vs Managers
Leaders Managers
VisionDirectionGoalsObjectivesEffectivenessPurposeInnovateFocus on peopleInspire trust
EfficiencyDay to day ampShort runAdministerFocus on systems amp structure Rely on control
Establishorganizational
mission
FormulateStrategy for
implementingmission
Implementorganizational
strategy
Leaderrsquos Job
Managerrsquos Job
Leadership goals
Leadership style is the manner and approach of providing direction implementing plans and motivating people
Leaders vary their styles A leader is not strictly one or another style Most leaders use all three styles one style however becomes the dominate one
Positive Leaders use rewards (independence education) to motivate employees
Negative Leaders use penalties with employees These leaders act domineering and superior wpeople Negative penalties include days off without pay reprimanding in front of others assigning unpleasant job tasks
Leadership Rolesbull Decision maker
bull Coach bull Forecaster
bull Communicator bull Counselorbull Influencerbull Evaluator
bull Teacher bull Creative
bull problem solverbull Facilitator bullCritical thinker
bullChange agent
Characteristics of a Leader
bull Intelligence Personable Abilitybull Knowledge Adaptability Able to enlist cooperation
bull Judgment Creativity Interpersonal skillsbull Decisiveness Cooperativeness Tactbull Oral fluency Alertness Diplomacy
bull Emotional Intelligence Self-confidence Prestigebull Independence Personal integrity Social participation
bull Emotional balance and control Nonconformity
Types of leadership
bull Please Hayaa change the word of types of leadership to styles of leadership
ndash Leadership style directly related to the amount of control or freedom allowed to the group The best style for any particular situation is one that promotes a high level of work performance in wide variety of circumstances as efficiently as possible and with the least amount of disruptionrdquo
ndash Leadership style ldquo is the manner in which the leader influences the group members rdquo behaviors in various situations Different styles are effective in different situations
Autocratic leadershipbull Autocraticndash Leader makes
decisions without reference to anyone else
ndash High degree of dependency on the leader
ndash Can create de-motivation and alienation of staff
ndashMay be valuable in some types of business where decisions need to be made quickly and decisively
Autocratic leadership
The following behaviors characterize authoritarian leaders
bull Strong control is maintained over the work group
bull Others are motivated by coercionbull Others are directed with
commandsbull Communication flows downwardbull Decision making does not involve
othersbull Emphasis is on difference in
status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive
Autocratic leadershipbull Authoritarian leadership
results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces
When is the Autocratic Leadership Style Effective
1 Short term projects with a highly technical complex or risky element
2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee
3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation
When is the Autocratic Leadership Style Effective
4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline
5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover
Autocratic leadershipAdvantages Disadvantages
Reduced stress due to increased control
A more productive group lsquowhile the leader is watchingrsquo
Improved logistics of operations
Faster decision making
Short-termistic approach to management
Manager perceived as having poor leadership skills
Increased workload for the manager
People dislike being ordered around
Teams become dependent upon their leader
bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor
bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country
Democratic leadership
bull Democratic Encourages decision making
from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of
consultation before decisions are taken
ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct
Democratic leadershipDemocratic leaders are
characterized by the following
bull Less control is maintainedbull Economic and ego awards are
used to motivatebull Others are directed through
suggestions and guidancebull Communication flows up and
downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than
ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive
Advantages DisadvantagesPositive work
environmentSuccessful initiativesCreative thinkingReduction of friction
and office politicsReduced employee
turnover
bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems
Democratic leadership Democratic leadership
appropriate forbull groups that work together for
extended periods promotes autonomy and growth in individual workers
bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership
Laissez-Faire leadership
bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities
are shared by allndash Can be very useful in businesses
where creative ideas are importantndash Can be highly motivational
as people have control over their working lifendash Can make coordination and decision making
time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations
Laissez-Faire leadership
The laissez-faire leader is characterized by the following behaviors
bull Permissiveness with little or no controlbull Motivation by support when requested by the
group or individualsbull Provision of little or no directionbull Communication upward and downward flow
among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld
Laissez-Faire leadership
bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions
Disadvantages
bull It makes employees feel insecure at the unavailability of a manager
bull The manager cannot provide regular feedback to let employees know how well they are doing
bull Managers are unable to thank employees for their good work
bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her
Leadership Styles
33
More Successful Proposal Authoritarian
Team
Authoritarian
Country Club
Impoverished
Less Successful Proposal
Team
Country Club Impoverished
Task oriented Strong on
schedules Expects directions
to be followed Intolerant of
dissent
Task oriented Positive examples Fosters environment
for people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Delegates and disappears
Detaches from team Lets team work out
power struggles Low commitment to
task accomplishment
ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark
Authoritarian Team
Country Club
Task oriented Strong on schedules Expects directions to
be followed Intolerant of dissent مع متسامح
المعارضين
Task oriented Positive examples Fosters environment for
people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Continuum of Leader Behavior
Examples A good leader uses all three styles depending on what forces
are involved between the followers the leader and the situation Some examples include
bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee
bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team
bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Leaders vs Managers
Leaders Managers
VisionDirectionGoalsObjectivesEffectivenessPurposeInnovateFocus on peopleInspire trust
EfficiencyDay to day ampShort runAdministerFocus on systems amp structure Rely on control
Establishorganizational
mission
FormulateStrategy for
implementingmission
Implementorganizational
strategy
Leaderrsquos Job
Managerrsquos Job
Leadership goals
Leadership style is the manner and approach of providing direction implementing plans and motivating people
Leaders vary their styles A leader is not strictly one or another style Most leaders use all three styles one style however becomes the dominate one
Positive Leaders use rewards (independence education) to motivate employees
Negative Leaders use penalties with employees These leaders act domineering and superior wpeople Negative penalties include days off without pay reprimanding in front of others assigning unpleasant job tasks
Leadership Rolesbull Decision maker
bull Coach bull Forecaster
bull Communicator bull Counselorbull Influencerbull Evaluator
bull Teacher bull Creative
bull problem solverbull Facilitator bullCritical thinker
bullChange agent
Characteristics of a Leader
bull Intelligence Personable Abilitybull Knowledge Adaptability Able to enlist cooperation
bull Judgment Creativity Interpersonal skillsbull Decisiveness Cooperativeness Tactbull Oral fluency Alertness Diplomacy
bull Emotional Intelligence Self-confidence Prestigebull Independence Personal integrity Social participation
bull Emotional balance and control Nonconformity
Types of leadership
bull Please Hayaa change the word of types of leadership to styles of leadership
ndash Leadership style directly related to the amount of control or freedom allowed to the group The best style for any particular situation is one that promotes a high level of work performance in wide variety of circumstances as efficiently as possible and with the least amount of disruptionrdquo
ndash Leadership style ldquo is the manner in which the leader influences the group members rdquo behaviors in various situations Different styles are effective in different situations
Autocratic leadershipbull Autocraticndash Leader makes
decisions without reference to anyone else
ndash High degree of dependency on the leader
ndash Can create de-motivation and alienation of staff
ndashMay be valuable in some types of business where decisions need to be made quickly and decisively
Autocratic leadership
The following behaviors characterize authoritarian leaders
bull Strong control is maintained over the work group
bull Others are motivated by coercionbull Others are directed with
commandsbull Communication flows downwardbull Decision making does not involve
othersbull Emphasis is on difference in
status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive
Autocratic leadershipbull Authoritarian leadership
results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces
When is the Autocratic Leadership Style Effective
1 Short term projects with a highly technical complex or risky element
2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee
3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation
When is the Autocratic Leadership Style Effective
4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline
5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover
Autocratic leadershipAdvantages Disadvantages
Reduced stress due to increased control
A more productive group lsquowhile the leader is watchingrsquo
Improved logistics of operations
Faster decision making
Short-termistic approach to management
Manager perceived as having poor leadership skills
Increased workload for the manager
People dislike being ordered around
Teams become dependent upon their leader
bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor
bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country
Democratic leadership
bull Democratic Encourages decision making
from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of
consultation before decisions are taken
ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct
Democratic leadershipDemocratic leaders are
characterized by the following
bull Less control is maintainedbull Economic and ego awards are
used to motivatebull Others are directed through
suggestions and guidancebull Communication flows up and
downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than
ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive
Advantages DisadvantagesPositive work
environmentSuccessful initiativesCreative thinkingReduction of friction
and office politicsReduced employee
turnover
bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems
Democratic leadership Democratic leadership
appropriate forbull groups that work together for
extended periods promotes autonomy and growth in individual workers
bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership
Laissez-Faire leadership
bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities
are shared by allndash Can be very useful in businesses
where creative ideas are importantndash Can be highly motivational
as people have control over their working lifendash Can make coordination and decision making
time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations
Laissez-Faire leadership
The laissez-faire leader is characterized by the following behaviors
bull Permissiveness with little or no controlbull Motivation by support when requested by the
group or individualsbull Provision of little or no directionbull Communication upward and downward flow
among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld
Laissez-Faire leadership
bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions
Disadvantages
bull It makes employees feel insecure at the unavailability of a manager
bull The manager cannot provide regular feedback to let employees know how well they are doing
bull Managers are unable to thank employees for their good work
bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her
Leadership Styles
33
More Successful Proposal Authoritarian
Team
Authoritarian
Country Club
Impoverished
Less Successful Proposal
Team
Country Club Impoverished
Task oriented Strong on
schedules Expects directions
to be followed Intolerant of
dissent
Task oriented Positive examples Fosters environment
for people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Delegates and disappears
Detaches from team Lets team work out
power struggles Low commitment to
task accomplishment
ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark
Authoritarian Team
Country Club
Task oriented Strong on schedules Expects directions to
be followed Intolerant of dissent مع متسامح
المعارضين
Task oriented Positive examples Fosters environment for
people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Continuum of Leader Behavior
Examples A good leader uses all three styles depending on what forces
are involved between the followers the leader and the situation Some examples include
bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee
bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team
bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Leadership goals
Leadership style is the manner and approach of providing direction implementing plans and motivating people
Leaders vary their styles A leader is not strictly one or another style Most leaders use all three styles one style however becomes the dominate one
Positive Leaders use rewards (independence education) to motivate employees
Negative Leaders use penalties with employees These leaders act domineering and superior wpeople Negative penalties include days off without pay reprimanding in front of others assigning unpleasant job tasks
Leadership Rolesbull Decision maker
bull Coach bull Forecaster
bull Communicator bull Counselorbull Influencerbull Evaluator
bull Teacher bull Creative
bull problem solverbull Facilitator bullCritical thinker
bullChange agent
Characteristics of a Leader
bull Intelligence Personable Abilitybull Knowledge Adaptability Able to enlist cooperation
bull Judgment Creativity Interpersonal skillsbull Decisiveness Cooperativeness Tactbull Oral fluency Alertness Diplomacy
bull Emotional Intelligence Self-confidence Prestigebull Independence Personal integrity Social participation
bull Emotional balance and control Nonconformity
Types of leadership
bull Please Hayaa change the word of types of leadership to styles of leadership
ndash Leadership style directly related to the amount of control or freedom allowed to the group The best style for any particular situation is one that promotes a high level of work performance in wide variety of circumstances as efficiently as possible and with the least amount of disruptionrdquo
ndash Leadership style ldquo is the manner in which the leader influences the group members rdquo behaviors in various situations Different styles are effective in different situations
Autocratic leadershipbull Autocraticndash Leader makes
decisions without reference to anyone else
ndash High degree of dependency on the leader
ndash Can create de-motivation and alienation of staff
ndashMay be valuable in some types of business where decisions need to be made quickly and decisively
Autocratic leadership
The following behaviors characterize authoritarian leaders
bull Strong control is maintained over the work group
bull Others are motivated by coercionbull Others are directed with
commandsbull Communication flows downwardbull Decision making does not involve
othersbull Emphasis is on difference in
status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive
Autocratic leadershipbull Authoritarian leadership
results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces
When is the Autocratic Leadership Style Effective
1 Short term projects with a highly technical complex or risky element
2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee
3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation
When is the Autocratic Leadership Style Effective
4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline
5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover
Autocratic leadershipAdvantages Disadvantages
Reduced stress due to increased control
A more productive group lsquowhile the leader is watchingrsquo
Improved logistics of operations
Faster decision making
Short-termistic approach to management
Manager perceived as having poor leadership skills
Increased workload for the manager
People dislike being ordered around
Teams become dependent upon their leader
bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor
bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country
Democratic leadership
bull Democratic Encourages decision making
from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of
consultation before decisions are taken
ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct
Democratic leadershipDemocratic leaders are
characterized by the following
bull Less control is maintainedbull Economic and ego awards are
used to motivatebull Others are directed through
suggestions and guidancebull Communication flows up and
downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than
ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive
Advantages DisadvantagesPositive work
environmentSuccessful initiativesCreative thinkingReduction of friction
and office politicsReduced employee
turnover
bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems
Democratic leadership Democratic leadership
appropriate forbull groups that work together for
extended periods promotes autonomy and growth in individual workers
bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership
Laissez-Faire leadership
bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities
are shared by allndash Can be very useful in businesses
where creative ideas are importantndash Can be highly motivational
as people have control over their working lifendash Can make coordination and decision making
time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations
Laissez-Faire leadership
The laissez-faire leader is characterized by the following behaviors
bull Permissiveness with little or no controlbull Motivation by support when requested by the
group or individualsbull Provision of little or no directionbull Communication upward and downward flow
among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld
Laissez-Faire leadership
bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions
Disadvantages
bull It makes employees feel insecure at the unavailability of a manager
bull The manager cannot provide regular feedback to let employees know how well they are doing
bull Managers are unable to thank employees for their good work
bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her
Leadership Styles
33
More Successful Proposal Authoritarian
Team
Authoritarian
Country Club
Impoverished
Less Successful Proposal
Team
Country Club Impoverished
Task oriented Strong on
schedules Expects directions
to be followed Intolerant of
dissent
Task oriented Positive examples Fosters environment
for people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Delegates and disappears
Detaches from team Lets team work out
power struggles Low commitment to
task accomplishment
ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark
Authoritarian Team
Country Club
Task oriented Strong on schedules Expects directions to
be followed Intolerant of dissent مع متسامح
المعارضين
Task oriented Positive examples Fosters environment for
people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Continuum of Leader Behavior
Examples A good leader uses all three styles depending on what forces
are involved between the followers the leader and the situation Some examples include
bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee
bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team
bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Leadership Rolesbull Decision maker
bull Coach bull Forecaster
bull Communicator bull Counselorbull Influencerbull Evaluator
bull Teacher bull Creative
bull problem solverbull Facilitator bullCritical thinker
bullChange agent
Characteristics of a Leader
bull Intelligence Personable Abilitybull Knowledge Adaptability Able to enlist cooperation
bull Judgment Creativity Interpersonal skillsbull Decisiveness Cooperativeness Tactbull Oral fluency Alertness Diplomacy
bull Emotional Intelligence Self-confidence Prestigebull Independence Personal integrity Social participation
bull Emotional balance and control Nonconformity
Types of leadership
bull Please Hayaa change the word of types of leadership to styles of leadership
ndash Leadership style directly related to the amount of control or freedom allowed to the group The best style for any particular situation is one that promotes a high level of work performance in wide variety of circumstances as efficiently as possible and with the least amount of disruptionrdquo
ndash Leadership style ldquo is the manner in which the leader influences the group members rdquo behaviors in various situations Different styles are effective in different situations
Autocratic leadershipbull Autocraticndash Leader makes
decisions without reference to anyone else
ndash High degree of dependency on the leader
ndash Can create de-motivation and alienation of staff
ndashMay be valuable in some types of business where decisions need to be made quickly and decisively
Autocratic leadership
The following behaviors characterize authoritarian leaders
bull Strong control is maintained over the work group
bull Others are motivated by coercionbull Others are directed with
commandsbull Communication flows downwardbull Decision making does not involve
othersbull Emphasis is on difference in
status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive
Autocratic leadershipbull Authoritarian leadership
results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces
When is the Autocratic Leadership Style Effective
1 Short term projects with a highly technical complex or risky element
2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee
3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation
When is the Autocratic Leadership Style Effective
4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline
5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover
Autocratic leadershipAdvantages Disadvantages
Reduced stress due to increased control
A more productive group lsquowhile the leader is watchingrsquo
Improved logistics of operations
Faster decision making
Short-termistic approach to management
Manager perceived as having poor leadership skills
Increased workload for the manager
People dislike being ordered around
Teams become dependent upon their leader
bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor
bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country
Democratic leadership
bull Democratic Encourages decision making
from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of
consultation before decisions are taken
ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct
Democratic leadershipDemocratic leaders are
characterized by the following
bull Less control is maintainedbull Economic and ego awards are
used to motivatebull Others are directed through
suggestions and guidancebull Communication flows up and
downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than
ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive
Advantages DisadvantagesPositive work
environmentSuccessful initiativesCreative thinkingReduction of friction
and office politicsReduced employee
turnover
bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems
Democratic leadership Democratic leadership
appropriate forbull groups that work together for
extended periods promotes autonomy and growth in individual workers
bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership
Laissez-Faire leadership
bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities
are shared by allndash Can be very useful in businesses
where creative ideas are importantndash Can be highly motivational
as people have control over their working lifendash Can make coordination and decision making
time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations
Laissez-Faire leadership
The laissez-faire leader is characterized by the following behaviors
bull Permissiveness with little or no controlbull Motivation by support when requested by the
group or individualsbull Provision of little or no directionbull Communication upward and downward flow
among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld
Laissez-Faire leadership
bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions
Disadvantages
bull It makes employees feel insecure at the unavailability of a manager
bull The manager cannot provide regular feedback to let employees know how well they are doing
bull Managers are unable to thank employees for their good work
bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her
Leadership Styles
33
More Successful Proposal Authoritarian
Team
Authoritarian
Country Club
Impoverished
Less Successful Proposal
Team
Country Club Impoverished
Task oriented Strong on
schedules Expects directions
to be followed Intolerant of
dissent
Task oriented Positive examples Fosters environment
for people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Delegates and disappears
Detaches from team Lets team work out
power struggles Low commitment to
task accomplishment
ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark
Authoritarian Team
Country Club
Task oriented Strong on schedules Expects directions to
be followed Intolerant of dissent مع متسامح
المعارضين
Task oriented Positive examples Fosters environment for
people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Continuum of Leader Behavior
Examples A good leader uses all three styles depending on what forces
are involved between the followers the leader and the situation Some examples include
bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee
bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team
bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Characteristics of a Leader
bull Intelligence Personable Abilitybull Knowledge Adaptability Able to enlist cooperation
bull Judgment Creativity Interpersonal skillsbull Decisiveness Cooperativeness Tactbull Oral fluency Alertness Diplomacy
bull Emotional Intelligence Self-confidence Prestigebull Independence Personal integrity Social participation
bull Emotional balance and control Nonconformity
Types of leadership
bull Please Hayaa change the word of types of leadership to styles of leadership
ndash Leadership style directly related to the amount of control or freedom allowed to the group The best style for any particular situation is one that promotes a high level of work performance in wide variety of circumstances as efficiently as possible and with the least amount of disruptionrdquo
ndash Leadership style ldquo is the manner in which the leader influences the group members rdquo behaviors in various situations Different styles are effective in different situations
Autocratic leadershipbull Autocraticndash Leader makes
decisions without reference to anyone else
ndash High degree of dependency on the leader
ndash Can create de-motivation and alienation of staff
ndashMay be valuable in some types of business where decisions need to be made quickly and decisively
Autocratic leadership
The following behaviors characterize authoritarian leaders
bull Strong control is maintained over the work group
bull Others are motivated by coercionbull Others are directed with
commandsbull Communication flows downwardbull Decision making does not involve
othersbull Emphasis is on difference in
status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive
Autocratic leadershipbull Authoritarian leadership
results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces
When is the Autocratic Leadership Style Effective
1 Short term projects with a highly technical complex or risky element
2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee
3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation
When is the Autocratic Leadership Style Effective
4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline
5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover
Autocratic leadershipAdvantages Disadvantages
Reduced stress due to increased control
A more productive group lsquowhile the leader is watchingrsquo
Improved logistics of operations
Faster decision making
Short-termistic approach to management
Manager perceived as having poor leadership skills
Increased workload for the manager
People dislike being ordered around
Teams become dependent upon their leader
bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor
bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country
Democratic leadership
bull Democratic Encourages decision making
from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of
consultation before decisions are taken
ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct
Democratic leadershipDemocratic leaders are
characterized by the following
bull Less control is maintainedbull Economic and ego awards are
used to motivatebull Others are directed through
suggestions and guidancebull Communication flows up and
downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than
ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive
Advantages DisadvantagesPositive work
environmentSuccessful initiativesCreative thinkingReduction of friction
and office politicsReduced employee
turnover
bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems
Democratic leadership Democratic leadership
appropriate forbull groups that work together for
extended periods promotes autonomy and growth in individual workers
bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership
Laissez-Faire leadership
bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities
are shared by allndash Can be very useful in businesses
where creative ideas are importantndash Can be highly motivational
as people have control over their working lifendash Can make coordination and decision making
time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations
Laissez-Faire leadership
The laissez-faire leader is characterized by the following behaviors
bull Permissiveness with little or no controlbull Motivation by support when requested by the
group or individualsbull Provision of little or no directionbull Communication upward and downward flow
among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld
Laissez-Faire leadership
bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions
Disadvantages
bull It makes employees feel insecure at the unavailability of a manager
bull The manager cannot provide regular feedback to let employees know how well they are doing
bull Managers are unable to thank employees for their good work
bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her
Leadership Styles
33
More Successful Proposal Authoritarian
Team
Authoritarian
Country Club
Impoverished
Less Successful Proposal
Team
Country Club Impoverished
Task oriented Strong on
schedules Expects directions
to be followed Intolerant of
dissent
Task oriented Positive examples Fosters environment
for people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Delegates and disappears
Detaches from team Lets team work out
power struggles Low commitment to
task accomplishment
ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark
Authoritarian Team
Country Club
Task oriented Strong on schedules Expects directions to
be followed Intolerant of dissent مع متسامح
المعارضين
Task oriented Positive examples Fosters environment for
people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Continuum of Leader Behavior
Examples A good leader uses all three styles depending on what forces
are involved between the followers the leader and the situation Some examples include
bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee
bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team
bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Types of leadership
bull Please Hayaa change the word of types of leadership to styles of leadership
ndash Leadership style directly related to the amount of control or freedom allowed to the group The best style for any particular situation is one that promotes a high level of work performance in wide variety of circumstances as efficiently as possible and with the least amount of disruptionrdquo
ndash Leadership style ldquo is the manner in which the leader influences the group members rdquo behaviors in various situations Different styles are effective in different situations
Autocratic leadershipbull Autocraticndash Leader makes
decisions without reference to anyone else
ndash High degree of dependency on the leader
ndash Can create de-motivation and alienation of staff
ndashMay be valuable in some types of business where decisions need to be made quickly and decisively
Autocratic leadership
The following behaviors characterize authoritarian leaders
bull Strong control is maintained over the work group
bull Others are motivated by coercionbull Others are directed with
commandsbull Communication flows downwardbull Decision making does not involve
othersbull Emphasis is on difference in
status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive
Autocratic leadershipbull Authoritarian leadership
results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces
When is the Autocratic Leadership Style Effective
1 Short term projects with a highly technical complex or risky element
2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee
3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation
When is the Autocratic Leadership Style Effective
4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline
5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover
Autocratic leadershipAdvantages Disadvantages
Reduced stress due to increased control
A more productive group lsquowhile the leader is watchingrsquo
Improved logistics of operations
Faster decision making
Short-termistic approach to management
Manager perceived as having poor leadership skills
Increased workload for the manager
People dislike being ordered around
Teams become dependent upon their leader
bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor
bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country
Democratic leadership
bull Democratic Encourages decision making
from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of
consultation before decisions are taken
ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct
Democratic leadershipDemocratic leaders are
characterized by the following
bull Less control is maintainedbull Economic and ego awards are
used to motivatebull Others are directed through
suggestions and guidancebull Communication flows up and
downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than
ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive
Advantages DisadvantagesPositive work
environmentSuccessful initiativesCreative thinkingReduction of friction
and office politicsReduced employee
turnover
bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems
Democratic leadership Democratic leadership
appropriate forbull groups that work together for
extended periods promotes autonomy and growth in individual workers
bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership
Laissez-Faire leadership
bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities
are shared by allndash Can be very useful in businesses
where creative ideas are importantndash Can be highly motivational
as people have control over their working lifendash Can make coordination and decision making
time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations
Laissez-Faire leadership
The laissez-faire leader is characterized by the following behaviors
bull Permissiveness with little or no controlbull Motivation by support when requested by the
group or individualsbull Provision of little or no directionbull Communication upward and downward flow
among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld
Laissez-Faire leadership
bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions
Disadvantages
bull It makes employees feel insecure at the unavailability of a manager
bull The manager cannot provide regular feedback to let employees know how well they are doing
bull Managers are unable to thank employees for their good work
bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her
Leadership Styles
33
More Successful Proposal Authoritarian
Team
Authoritarian
Country Club
Impoverished
Less Successful Proposal
Team
Country Club Impoverished
Task oriented Strong on
schedules Expects directions
to be followed Intolerant of
dissent
Task oriented Positive examples Fosters environment
for people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Delegates and disappears
Detaches from team Lets team work out
power struggles Low commitment to
task accomplishment
ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark
Authoritarian Team
Country Club
Task oriented Strong on schedules Expects directions to
be followed Intolerant of dissent مع متسامح
المعارضين
Task oriented Positive examples Fosters environment for
people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Continuum of Leader Behavior
Examples A good leader uses all three styles depending on what forces
are involved between the followers the leader and the situation Some examples include
bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee
bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team
bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
ndash Leadership style directly related to the amount of control or freedom allowed to the group The best style for any particular situation is one that promotes a high level of work performance in wide variety of circumstances as efficiently as possible and with the least amount of disruptionrdquo
ndash Leadership style ldquo is the manner in which the leader influences the group members rdquo behaviors in various situations Different styles are effective in different situations
Autocratic leadershipbull Autocraticndash Leader makes
decisions without reference to anyone else
ndash High degree of dependency on the leader
ndash Can create de-motivation and alienation of staff
ndashMay be valuable in some types of business where decisions need to be made quickly and decisively
Autocratic leadership
The following behaviors characterize authoritarian leaders
bull Strong control is maintained over the work group
bull Others are motivated by coercionbull Others are directed with
commandsbull Communication flows downwardbull Decision making does not involve
othersbull Emphasis is on difference in
status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive
Autocratic leadershipbull Authoritarian leadership
results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces
When is the Autocratic Leadership Style Effective
1 Short term projects with a highly technical complex or risky element
2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee
3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation
When is the Autocratic Leadership Style Effective
4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline
5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover
Autocratic leadershipAdvantages Disadvantages
Reduced stress due to increased control
A more productive group lsquowhile the leader is watchingrsquo
Improved logistics of operations
Faster decision making
Short-termistic approach to management
Manager perceived as having poor leadership skills
Increased workload for the manager
People dislike being ordered around
Teams become dependent upon their leader
bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor
bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country
Democratic leadership
bull Democratic Encourages decision making
from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of
consultation before decisions are taken
ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct
Democratic leadershipDemocratic leaders are
characterized by the following
bull Less control is maintainedbull Economic and ego awards are
used to motivatebull Others are directed through
suggestions and guidancebull Communication flows up and
downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than
ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive
Advantages DisadvantagesPositive work
environmentSuccessful initiativesCreative thinkingReduction of friction
and office politicsReduced employee
turnover
bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems
Democratic leadership Democratic leadership
appropriate forbull groups that work together for
extended periods promotes autonomy and growth in individual workers
bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership
Laissez-Faire leadership
bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities
are shared by allndash Can be very useful in businesses
where creative ideas are importantndash Can be highly motivational
as people have control over their working lifendash Can make coordination and decision making
time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations
Laissez-Faire leadership
The laissez-faire leader is characterized by the following behaviors
bull Permissiveness with little or no controlbull Motivation by support when requested by the
group or individualsbull Provision of little or no directionbull Communication upward and downward flow
among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld
Laissez-Faire leadership
bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions
Disadvantages
bull It makes employees feel insecure at the unavailability of a manager
bull The manager cannot provide regular feedback to let employees know how well they are doing
bull Managers are unable to thank employees for their good work
bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her
Leadership Styles
33
More Successful Proposal Authoritarian
Team
Authoritarian
Country Club
Impoverished
Less Successful Proposal
Team
Country Club Impoverished
Task oriented Strong on
schedules Expects directions
to be followed Intolerant of
dissent
Task oriented Positive examples Fosters environment
for people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Delegates and disappears
Detaches from team Lets team work out
power struggles Low commitment to
task accomplishment
ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark
Authoritarian Team
Country Club
Task oriented Strong on schedules Expects directions to
be followed Intolerant of dissent مع متسامح
المعارضين
Task oriented Positive examples Fosters environment for
people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Continuum of Leader Behavior
Examples A good leader uses all three styles depending on what forces
are involved between the followers the leader and the situation Some examples include
bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee
bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team
bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Autocratic leadershipbull Autocraticndash Leader makes
decisions without reference to anyone else
ndash High degree of dependency on the leader
ndash Can create de-motivation and alienation of staff
ndashMay be valuable in some types of business where decisions need to be made quickly and decisively
Autocratic leadership
The following behaviors characterize authoritarian leaders
bull Strong control is maintained over the work group
bull Others are motivated by coercionbull Others are directed with
commandsbull Communication flows downwardbull Decision making does not involve
othersbull Emphasis is on difference in
status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive
Autocratic leadershipbull Authoritarian leadership
results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces
When is the Autocratic Leadership Style Effective
1 Short term projects with a highly technical complex or risky element
2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee
3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation
When is the Autocratic Leadership Style Effective
4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline
5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover
Autocratic leadershipAdvantages Disadvantages
Reduced stress due to increased control
A more productive group lsquowhile the leader is watchingrsquo
Improved logistics of operations
Faster decision making
Short-termistic approach to management
Manager perceived as having poor leadership skills
Increased workload for the manager
People dislike being ordered around
Teams become dependent upon their leader
bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor
bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country
Democratic leadership
bull Democratic Encourages decision making
from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of
consultation before decisions are taken
ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct
Democratic leadershipDemocratic leaders are
characterized by the following
bull Less control is maintainedbull Economic and ego awards are
used to motivatebull Others are directed through
suggestions and guidancebull Communication flows up and
downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than
ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive
Advantages DisadvantagesPositive work
environmentSuccessful initiativesCreative thinkingReduction of friction
and office politicsReduced employee
turnover
bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems
Democratic leadership Democratic leadership
appropriate forbull groups that work together for
extended periods promotes autonomy and growth in individual workers
bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership
Laissez-Faire leadership
bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities
are shared by allndash Can be very useful in businesses
where creative ideas are importantndash Can be highly motivational
as people have control over their working lifendash Can make coordination and decision making
time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations
Laissez-Faire leadership
The laissez-faire leader is characterized by the following behaviors
bull Permissiveness with little or no controlbull Motivation by support when requested by the
group or individualsbull Provision of little or no directionbull Communication upward and downward flow
among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld
Laissez-Faire leadership
bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions
Disadvantages
bull It makes employees feel insecure at the unavailability of a manager
bull The manager cannot provide regular feedback to let employees know how well they are doing
bull Managers are unable to thank employees for their good work
bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her
Leadership Styles
33
More Successful Proposal Authoritarian
Team
Authoritarian
Country Club
Impoverished
Less Successful Proposal
Team
Country Club Impoverished
Task oriented Strong on
schedules Expects directions
to be followed Intolerant of
dissent
Task oriented Positive examples Fosters environment
for people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Delegates and disappears
Detaches from team Lets team work out
power struggles Low commitment to
task accomplishment
ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark
Authoritarian Team
Country Club
Task oriented Strong on schedules Expects directions to
be followed Intolerant of dissent مع متسامح
المعارضين
Task oriented Positive examples Fosters environment for
people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Continuum of Leader Behavior
Examples A good leader uses all three styles depending on what forces
are involved between the followers the leader and the situation Some examples include
bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee
bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team
bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Autocratic leadership
The following behaviors characterize authoritarian leaders
bull Strong control is maintained over the work group
bull Others are motivated by coercionbull Others are directed with
commandsbull Communication flows downwardbull Decision making does not involve
othersbull Emphasis is on difference in
status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive
Autocratic leadershipbull Authoritarian leadership
results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces
When is the Autocratic Leadership Style Effective
1 Short term projects with a highly technical complex or risky element
2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee
3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation
When is the Autocratic Leadership Style Effective
4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline
5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover
Autocratic leadershipAdvantages Disadvantages
Reduced stress due to increased control
A more productive group lsquowhile the leader is watchingrsquo
Improved logistics of operations
Faster decision making
Short-termistic approach to management
Manager perceived as having poor leadership skills
Increased workload for the manager
People dislike being ordered around
Teams become dependent upon their leader
bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor
bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country
Democratic leadership
bull Democratic Encourages decision making
from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of
consultation before decisions are taken
ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct
Democratic leadershipDemocratic leaders are
characterized by the following
bull Less control is maintainedbull Economic and ego awards are
used to motivatebull Others are directed through
suggestions and guidancebull Communication flows up and
downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than
ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive
Advantages DisadvantagesPositive work
environmentSuccessful initiativesCreative thinkingReduction of friction
and office politicsReduced employee
turnover
bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems
Democratic leadership Democratic leadership
appropriate forbull groups that work together for
extended periods promotes autonomy and growth in individual workers
bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership
Laissez-Faire leadership
bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities
are shared by allndash Can be very useful in businesses
where creative ideas are importantndash Can be highly motivational
as people have control over their working lifendash Can make coordination and decision making
time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations
Laissez-Faire leadership
The laissez-faire leader is characterized by the following behaviors
bull Permissiveness with little or no controlbull Motivation by support when requested by the
group or individualsbull Provision of little or no directionbull Communication upward and downward flow
among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld
Laissez-Faire leadership
bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions
Disadvantages
bull It makes employees feel insecure at the unavailability of a manager
bull The manager cannot provide regular feedback to let employees know how well they are doing
bull Managers are unable to thank employees for their good work
bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her
Leadership Styles
33
More Successful Proposal Authoritarian
Team
Authoritarian
Country Club
Impoverished
Less Successful Proposal
Team
Country Club Impoverished
Task oriented Strong on
schedules Expects directions
to be followed Intolerant of
dissent
Task oriented Positive examples Fosters environment
for people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Delegates and disappears
Detaches from team Lets team work out
power struggles Low commitment to
task accomplishment
ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark
Authoritarian Team
Country Club
Task oriented Strong on schedules Expects directions to
be followed Intolerant of dissent مع متسامح
المعارضين
Task oriented Positive examples Fosters environment for
people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Continuum of Leader Behavior
Examples A good leader uses all three styles depending on what forces
are involved between the followers the leader and the situation Some examples include
bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee
bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team
bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Autocratic leadershipbull Authoritarian leadership
results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces
When is the Autocratic Leadership Style Effective
1 Short term projects with a highly technical complex or risky element
2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee
3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation
When is the Autocratic Leadership Style Effective
4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline
5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover
Autocratic leadershipAdvantages Disadvantages
Reduced stress due to increased control
A more productive group lsquowhile the leader is watchingrsquo
Improved logistics of operations
Faster decision making
Short-termistic approach to management
Manager perceived as having poor leadership skills
Increased workload for the manager
People dislike being ordered around
Teams become dependent upon their leader
bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor
bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country
Democratic leadership
bull Democratic Encourages decision making
from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of
consultation before decisions are taken
ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct
Democratic leadershipDemocratic leaders are
characterized by the following
bull Less control is maintainedbull Economic and ego awards are
used to motivatebull Others are directed through
suggestions and guidancebull Communication flows up and
downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than
ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive
Advantages DisadvantagesPositive work
environmentSuccessful initiativesCreative thinkingReduction of friction
and office politicsReduced employee
turnover
bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems
Democratic leadership Democratic leadership
appropriate forbull groups that work together for
extended periods promotes autonomy and growth in individual workers
bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership
Laissez-Faire leadership
bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities
are shared by allndash Can be very useful in businesses
where creative ideas are importantndash Can be highly motivational
as people have control over their working lifendash Can make coordination and decision making
time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations
Laissez-Faire leadership
The laissez-faire leader is characterized by the following behaviors
bull Permissiveness with little or no controlbull Motivation by support when requested by the
group or individualsbull Provision of little or no directionbull Communication upward and downward flow
among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld
Laissez-Faire leadership
bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions
Disadvantages
bull It makes employees feel insecure at the unavailability of a manager
bull The manager cannot provide regular feedback to let employees know how well they are doing
bull Managers are unable to thank employees for their good work
bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her
Leadership Styles
33
More Successful Proposal Authoritarian
Team
Authoritarian
Country Club
Impoverished
Less Successful Proposal
Team
Country Club Impoverished
Task oriented Strong on
schedules Expects directions
to be followed Intolerant of
dissent
Task oriented Positive examples Fosters environment
for people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Delegates and disappears
Detaches from team Lets team work out
power struggles Low commitment to
task accomplishment
ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark
Authoritarian Team
Country Club
Task oriented Strong on schedules Expects directions to
be followed Intolerant of dissent مع متسامح
المعارضين
Task oriented Positive examples Fosters environment for
people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Continuum of Leader Behavior
Examples A good leader uses all three styles depending on what forces
are involved between the followers the leader and the situation Some examples include
bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee
bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team
bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
When is the Autocratic Leadership Style Effective
1 Short term projects with a highly technical complex or risky element
2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee
3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation
When is the Autocratic Leadership Style Effective
4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline
5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover
Autocratic leadershipAdvantages Disadvantages
Reduced stress due to increased control
A more productive group lsquowhile the leader is watchingrsquo
Improved logistics of operations
Faster decision making
Short-termistic approach to management
Manager perceived as having poor leadership skills
Increased workload for the manager
People dislike being ordered around
Teams become dependent upon their leader
bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor
bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country
Democratic leadership
bull Democratic Encourages decision making
from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of
consultation before decisions are taken
ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct
Democratic leadershipDemocratic leaders are
characterized by the following
bull Less control is maintainedbull Economic and ego awards are
used to motivatebull Others are directed through
suggestions and guidancebull Communication flows up and
downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than
ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive
Advantages DisadvantagesPositive work
environmentSuccessful initiativesCreative thinkingReduction of friction
and office politicsReduced employee
turnover
bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems
Democratic leadership Democratic leadership
appropriate forbull groups that work together for
extended periods promotes autonomy and growth in individual workers
bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership
Laissez-Faire leadership
bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities
are shared by allndash Can be very useful in businesses
where creative ideas are importantndash Can be highly motivational
as people have control over their working lifendash Can make coordination and decision making
time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations
Laissez-Faire leadership
The laissez-faire leader is characterized by the following behaviors
bull Permissiveness with little or no controlbull Motivation by support when requested by the
group or individualsbull Provision of little or no directionbull Communication upward and downward flow
among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld
Laissez-Faire leadership
bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions
Disadvantages
bull It makes employees feel insecure at the unavailability of a manager
bull The manager cannot provide regular feedback to let employees know how well they are doing
bull Managers are unable to thank employees for their good work
bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her
Leadership Styles
33
More Successful Proposal Authoritarian
Team
Authoritarian
Country Club
Impoverished
Less Successful Proposal
Team
Country Club Impoverished
Task oriented Strong on
schedules Expects directions
to be followed Intolerant of
dissent
Task oriented Positive examples Fosters environment
for people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Delegates and disappears
Detaches from team Lets team work out
power struggles Low commitment to
task accomplishment
ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark
Authoritarian Team
Country Club
Task oriented Strong on schedules Expects directions to
be followed Intolerant of dissent مع متسامح
المعارضين
Task oriented Positive examples Fosters environment for
people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Continuum of Leader Behavior
Examples A good leader uses all three styles depending on what forces
are involved between the followers the leader and the situation Some examples include
bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee
bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team
bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
When is the Autocratic Leadership Style Effective
4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline
5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover
Autocratic leadershipAdvantages Disadvantages
Reduced stress due to increased control
A more productive group lsquowhile the leader is watchingrsquo
Improved logistics of operations
Faster decision making
Short-termistic approach to management
Manager perceived as having poor leadership skills
Increased workload for the manager
People dislike being ordered around
Teams become dependent upon their leader
bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor
bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country
Democratic leadership
bull Democratic Encourages decision making
from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of
consultation before decisions are taken
ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct
Democratic leadershipDemocratic leaders are
characterized by the following
bull Less control is maintainedbull Economic and ego awards are
used to motivatebull Others are directed through
suggestions and guidancebull Communication flows up and
downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than
ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive
Advantages DisadvantagesPositive work
environmentSuccessful initiativesCreative thinkingReduction of friction
and office politicsReduced employee
turnover
bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems
Democratic leadership Democratic leadership
appropriate forbull groups that work together for
extended periods promotes autonomy and growth in individual workers
bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership
Laissez-Faire leadership
bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities
are shared by allndash Can be very useful in businesses
where creative ideas are importantndash Can be highly motivational
as people have control over their working lifendash Can make coordination and decision making
time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations
Laissez-Faire leadership
The laissez-faire leader is characterized by the following behaviors
bull Permissiveness with little or no controlbull Motivation by support when requested by the
group or individualsbull Provision of little or no directionbull Communication upward and downward flow
among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld
Laissez-Faire leadership
bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions
Disadvantages
bull It makes employees feel insecure at the unavailability of a manager
bull The manager cannot provide regular feedback to let employees know how well they are doing
bull Managers are unable to thank employees for their good work
bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her
Leadership Styles
33
More Successful Proposal Authoritarian
Team
Authoritarian
Country Club
Impoverished
Less Successful Proposal
Team
Country Club Impoverished
Task oriented Strong on
schedules Expects directions
to be followed Intolerant of
dissent
Task oriented Positive examples Fosters environment
for people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Delegates and disappears
Detaches from team Lets team work out
power struggles Low commitment to
task accomplishment
ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark
Authoritarian Team
Country Club
Task oriented Strong on schedules Expects directions to
be followed Intolerant of dissent مع متسامح
المعارضين
Task oriented Positive examples Fosters environment for
people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Continuum of Leader Behavior
Examples A good leader uses all three styles depending on what forces
are involved between the followers the leader and the situation Some examples include
bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee
bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team
bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Autocratic leadershipAdvantages Disadvantages
Reduced stress due to increased control
A more productive group lsquowhile the leader is watchingrsquo
Improved logistics of operations
Faster decision making
Short-termistic approach to management
Manager perceived as having poor leadership skills
Increased workload for the manager
People dislike being ordered around
Teams become dependent upon their leader
bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor
bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country
Democratic leadership
bull Democratic Encourages decision making
from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of
consultation before decisions are taken
ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct
Democratic leadershipDemocratic leaders are
characterized by the following
bull Less control is maintainedbull Economic and ego awards are
used to motivatebull Others are directed through
suggestions and guidancebull Communication flows up and
downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than
ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive
Advantages DisadvantagesPositive work
environmentSuccessful initiativesCreative thinkingReduction of friction
and office politicsReduced employee
turnover
bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems
Democratic leadership Democratic leadership
appropriate forbull groups that work together for
extended periods promotes autonomy and growth in individual workers
bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership
Laissez-Faire leadership
bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities
are shared by allndash Can be very useful in businesses
where creative ideas are importantndash Can be highly motivational
as people have control over their working lifendash Can make coordination and decision making
time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations
Laissez-Faire leadership
The laissez-faire leader is characterized by the following behaviors
bull Permissiveness with little or no controlbull Motivation by support when requested by the
group or individualsbull Provision of little or no directionbull Communication upward and downward flow
among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld
Laissez-Faire leadership
bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions
Disadvantages
bull It makes employees feel insecure at the unavailability of a manager
bull The manager cannot provide regular feedback to let employees know how well they are doing
bull Managers are unable to thank employees for their good work
bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her
Leadership Styles
33
More Successful Proposal Authoritarian
Team
Authoritarian
Country Club
Impoverished
Less Successful Proposal
Team
Country Club Impoverished
Task oriented Strong on
schedules Expects directions
to be followed Intolerant of
dissent
Task oriented Positive examples Fosters environment
for people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Delegates and disappears
Detaches from team Lets team work out
power struggles Low commitment to
task accomplishment
ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark
Authoritarian Team
Country Club
Task oriented Strong on schedules Expects directions to
be followed Intolerant of dissent مع متسامح
المعارضين
Task oriented Positive examples Fosters environment for
people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Continuum of Leader Behavior
Examples A good leader uses all three styles depending on what forces
are involved between the followers the leader and the situation Some examples include
bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee
bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team
bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor
bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country
Democratic leadership
bull Democratic Encourages decision making
from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of
consultation before decisions are taken
ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct
Democratic leadershipDemocratic leaders are
characterized by the following
bull Less control is maintainedbull Economic and ego awards are
used to motivatebull Others are directed through
suggestions and guidancebull Communication flows up and
downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than
ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive
Advantages DisadvantagesPositive work
environmentSuccessful initiativesCreative thinkingReduction of friction
and office politicsReduced employee
turnover
bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems
Democratic leadership Democratic leadership
appropriate forbull groups that work together for
extended periods promotes autonomy and growth in individual workers
bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership
Laissez-Faire leadership
bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities
are shared by allndash Can be very useful in businesses
where creative ideas are importantndash Can be highly motivational
as people have control over their working lifendash Can make coordination and decision making
time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations
Laissez-Faire leadership
The laissez-faire leader is characterized by the following behaviors
bull Permissiveness with little or no controlbull Motivation by support when requested by the
group or individualsbull Provision of little or no directionbull Communication upward and downward flow
among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld
Laissez-Faire leadership
bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions
Disadvantages
bull It makes employees feel insecure at the unavailability of a manager
bull The manager cannot provide regular feedback to let employees know how well they are doing
bull Managers are unable to thank employees for their good work
bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her
Leadership Styles
33
More Successful Proposal Authoritarian
Team
Authoritarian
Country Club
Impoverished
Less Successful Proposal
Team
Country Club Impoverished
Task oriented Strong on
schedules Expects directions
to be followed Intolerant of
dissent
Task oriented Positive examples Fosters environment
for people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Delegates and disappears
Detaches from team Lets team work out
power struggles Low commitment to
task accomplishment
ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark
Authoritarian Team
Country Club
Task oriented Strong on schedules Expects directions to
be followed Intolerant of dissent مع متسامح
المعارضين
Task oriented Positive examples Fosters environment for
people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Continuum of Leader Behavior
Examples A good leader uses all three styles depending on what forces
are involved between the followers the leader and the situation Some examples include
bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee
bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team
bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Democratic leadership
bull Democratic Encourages decision making
from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of
consultation before decisions are taken
ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct
Democratic leadershipDemocratic leaders are
characterized by the following
bull Less control is maintainedbull Economic and ego awards are
used to motivatebull Others are directed through
suggestions and guidancebull Communication flows up and
downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than
ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive
Advantages DisadvantagesPositive work
environmentSuccessful initiativesCreative thinkingReduction of friction
and office politicsReduced employee
turnover
bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems
Democratic leadership Democratic leadership
appropriate forbull groups that work together for
extended periods promotes autonomy and growth in individual workers
bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership
Laissez-Faire leadership
bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities
are shared by allndash Can be very useful in businesses
where creative ideas are importantndash Can be highly motivational
as people have control over their working lifendash Can make coordination and decision making
time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations
Laissez-Faire leadership
The laissez-faire leader is characterized by the following behaviors
bull Permissiveness with little or no controlbull Motivation by support when requested by the
group or individualsbull Provision of little or no directionbull Communication upward and downward flow
among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld
Laissez-Faire leadership
bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions
Disadvantages
bull It makes employees feel insecure at the unavailability of a manager
bull The manager cannot provide regular feedback to let employees know how well they are doing
bull Managers are unable to thank employees for their good work
bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her
Leadership Styles
33
More Successful Proposal Authoritarian
Team
Authoritarian
Country Club
Impoverished
Less Successful Proposal
Team
Country Club Impoverished
Task oriented Strong on
schedules Expects directions
to be followed Intolerant of
dissent
Task oriented Positive examples Fosters environment
for people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Delegates and disappears
Detaches from team Lets team work out
power struggles Low commitment to
task accomplishment
ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark
Authoritarian Team
Country Club
Task oriented Strong on schedules Expects directions to
be followed Intolerant of dissent مع متسامح
المعارضين
Task oriented Positive examples Fosters environment for
people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Continuum of Leader Behavior
Examples A good leader uses all three styles depending on what forces
are involved between the followers the leader and the situation Some examples include
bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee
bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team
bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Democratic leadershipDemocratic leaders are
characterized by the following
bull Less control is maintainedbull Economic and ego awards are
used to motivatebull Others are directed through
suggestions and guidancebull Communication flows up and
downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than
ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive
Advantages DisadvantagesPositive work
environmentSuccessful initiativesCreative thinkingReduction of friction
and office politicsReduced employee
turnover
bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems
Democratic leadership Democratic leadership
appropriate forbull groups that work together for
extended periods promotes autonomy and growth in individual workers
bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership
Laissez-Faire leadership
bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities
are shared by allndash Can be very useful in businesses
where creative ideas are importantndash Can be highly motivational
as people have control over their working lifendash Can make coordination and decision making
time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations
Laissez-Faire leadership
The laissez-faire leader is characterized by the following behaviors
bull Permissiveness with little or no controlbull Motivation by support when requested by the
group or individualsbull Provision of little or no directionbull Communication upward and downward flow
among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld
Laissez-Faire leadership
bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions
Disadvantages
bull It makes employees feel insecure at the unavailability of a manager
bull The manager cannot provide regular feedback to let employees know how well they are doing
bull Managers are unable to thank employees for their good work
bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her
Leadership Styles
33
More Successful Proposal Authoritarian
Team
Authoritarian
Country Club
Impoverished
Less Successful Proposal
Team
Country Club Impoverished
Task oriented Strong on
schedules Expects directions
to be followed Intolerant of
dissent
Task oriented Positive examples Fosters environment
for people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Delegates and disappears
Detaches from team Lets team work out
power struggles Low commitment to
task accomplishment
ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark
Authoritarian Team
Country Club
Task oriented Strong on schedules Expects directions to
be followed Intolerant of dissent مع متسامح
المعارضين
Task oriented Positive examples Fosters environment for
people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Continuum of Leader Behavior
Examples A good leader uses all three styles depending on what forces
are involved between the followers the leader and the situation Some examples include
bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee
bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team
bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Advantages DisadvantagesPositive work
environmentSuccessful initiativesCreative thinkingReduction of friction
and office politicsReduced employee
turnover
bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems
Democratic leadership Democratic leadership
appropriate forbull groups that work together for
extended periods promotes autonomy and growth in individual workers
bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership
Laissez-Faire leadership
bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities
are shared by allndash Can be very useful in businesses
where creative ideas are importantndash Can be highly motivational
as people have control over their working lifendash Can make coordination and decision making
time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations
Laissez-Faire leadership
The laissez-faire leader is characterized by the following behaviors
bull Permissiveness with little or no controlbull Motivation by support when requested by the
group or individualsbull Provision of little or no directionbull Communication upward and downward flow
among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld
Laissez-Faire leadership
bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions
Disadvantages
bull It makes employees feel insecure at the unavailability of a manager
bull The manager cannot provide regular feedback to let employees know how well they are doing
bull Managers are unable to thank employees for their good work
bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her
Leadership Styles
33
More Successful Proposal Authoritarian
Team
Authoritarian
Country Club
Impoverished
Less Successful Proposal
Team
Country Club Impoverished
Task oriented Strong on
schedules Expects directions
to be followed Intolerant of
dissent
Task oriented Positive examples Fosters environment
for people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Delegates and disappears
Detaches from team Lets team work out
power struggles Low commitment to
task accomplishment
ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark
Authoritarian Team
Country Club
Task oriented Strong on schedules Expects directions to
be followed Intolerant of dissent مع متسامح
المعارضين
Task oriented Positive examples Fosters environment for
people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Continuum of Leader Behavior
Examples A good leader uses all three styles depending on what forces
are involved between the followers the leader and the situation Some examples include
bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee
bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team
bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Democratic leadership Democratic leadership
appropriate forbull groups that work together for
extended periods promotes autonomy and growth in individual workers
bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership
Laissez-Faire leadership
bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities
are shared by allndash Can be very useful in businesses
where creative ideas are importantndash Can be highly motivational
as people have control over their working lifendash Can make coordination and decision making
time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations
Laissez-Faire leadership
The laissez-faire leader is characterized by the following behaviors
bull Permissiveness with little or no controlbull Motivation by support when requested by the
group or individualsbull Provision of little or no directionbull Communication upward and downward flow
among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld
Laissez-Faire leadership
bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions
Disadvantages
bull It makes employees feel insecure at the unavailability of a manager
bull The manager cannot provide regular feedback to let employees know how well they are doing
bull Managers are unable to thank employees for their good work
bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her
Leadership Styles
33
More Successful Proposal Authoritarian
Team
Authoritarian
Country Club
Impoverished
Less Successful Proposal
Team
Country Club Impoverished
Task oriented Strong on
schedules Expects directions
to be followed Intolerant of
dissent
Task oriented Positive examples Fosters environment
for people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Delegates and disappears
Detaches from team Lets team work out
power struggles Low commitment to
task accomplishment
ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark
Authoritarian Team
Country Club
Task oriented Strong on schedules Expects directions to
be followed Intolerant of dissent مع متسامح
المعارضين
Task oriented Positive examples Fosters environment for
people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Continuum of Leader Behavior
Examples A good leader uses all three styles depending on what forces
are involved between the followers the leader and the situation Some examples include
bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee
bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team
bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Laissez-Faire leadership
bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities
are shared by allndash Can be very useful in businesses
where creative ideas are importantndash Can be highly motivational
as people have control over their working lifendash Can make coordination and decision making
time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations
Laissez-Faire leadership
The laissez-faire leader is characterized by the following behaviors
bull Permissiveness with little or no controlbull Motivation by support when requested by the
group or individualsbull Provision of little or no directionbull Communication upward and downward flow
among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld
Laissez-Faire leadership
bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions
Disadvantages
bull It makes employees feel insecure at the unavailability of a manager
bull The manager cannot provide regular feedback to let employees know how well they are doing
bull Managers are unable to thank employees for their good work
bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her
Leadership Styles
33
More Successful Proposal Authoritarian
Team
Authoritarian
Country Club
Impoverished
Less Successful Proposal
Team
Country Club Impoverished
Task oriented Strong on
schedules Expects directions
to be followed Intolerant of
dissent
Task oriented Positive examples Fosters environment
for people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Delegates and disappears
Detaches from team Lets team work out
power struggles Low commitment to
task accomplishment
ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark
Authoritarian Team
Country Club
Task oriented Strong on schedules Expects directions to
be followed Intolerant of dissent مع متسامح
المعارضين
Task oriented Positive examples Fosters environment for
people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Continuum of Leader Behavior
Examples A good leader uses all three styles depending on what forces
are involved between the followers the leader and the situation Some examples include
bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee
bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team
bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Laissez-Faire leadership
The laissez-faire leader is characterized by the following behaviors
bull Permissiveness with little or no controlbull Motivation by support when requested by the
group or individualsbull Provision of little or no directionbull Communication upward and downward flow
among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld
Laissez-Faire leadership
bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions
Disadvantages
bull It makes employees feel insecure at the unavailability of a manager
bull The manager cannot provide regular feedback to let employees know how well they are doing
bull Managers are unable to thank employees for their good work
bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her
Leadership Styles
33
More Successful Proposal Authoritarian
Team
Authoritarian
Country Club
Impoverished
Less Successful Proposal
Team
Country Club Impoverished
Task oriented Strong on
schedules Expects directions
to be followed Intolerant of
dissent
Task oriented Positive examples Fosters environment
for people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Delegates and disappears
Detaches from team Lets team work out
power struggles Low commitment to
task accomplishment
ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark
Authoritarian Team
Country Club
Task oriented Strong on schedules Expects directions to
be followed Intolerant of dissent مع متسامح
المعارضين
Task oriented Positive examples Fosters environment for
people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Continuum of Leader Behavior
Examples A good leader uses all three styles depending on what forces
are involved between the followers the leader and the situation Some examples include
bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee
bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team
bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Laissez-Faire leadership
bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions
Disadvantages
bull It makes employees feel insecure at the unavailability of a manager
bull The manager cannot provide regular feedback to let employees know how well they are doing
bull Managers are unable to thank employees for their good work
bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her
Leadership Styles
33
More Successful Proposal Authoritarian
Team
Authoritarian
Country Club
Impoverished
Less Successful Proposal
Team
Country Club Impoverished
Task oriented Strong on
schedules Expects directions
to be followed Intolerant of
dissent
Task oriented Positive examples Fosters environment
for people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Delegates and disappears
Detaches from team Lets team work out
power struggles Low commitment to
task accomplishment
ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark
Authoritarian Team
Country Club
Task oriented Strong on schedules Expects directions to
be followed Intolerant of dissent مع متسامح
المعارضين
Task oriented Positive examples Fosters environment for
people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Continuum of Leader Behavior
Examples A good leader uses all three styles depending on what forces
are involved between the followers the leader and the situation Some examples include
bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee
bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team
bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Disadvantages
bull It makes employees feel insecure at the unavailability of a manager
bull The manager cannot provide regular feedback to let employees know how well they are doing
bull Managers are unable to thank employees for their good work
bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her
Leadership Styles
33
More Successful Proposal Authoritarian
Team
Authoritarian
Country Club
Impoverished
Less Successful Proposal
Team
Country Club Impoverished
Task oriented Strong on
schedules Expects directions
to be followed Intolerant of
dissent
Task oriented Positive examples Fosters environment
for people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Delegates and disappears
Detaches from team Lets team work out
power struggles Low commitment to
task accomplishment
ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark
Authoritarian Team
Country Club
Task oriented Strong on schedules Expects directions to
be followed Intolerant of dissent مع متسامح
المعارضين
Task oriented Positive examples Fosters environment for
people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Continuum of Leader Behavior
Examples A good leader uses all three styles depending on what forces
are involved between the followers the leader and the situation Some examples include
bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee
bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team
bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Leadership Styles
33
More Successful Proposal Authoritarian
Team
Authoritarian
Country Club
Impoverished
Less Successful Proposal
Team
Country Club Impoverished
Task oriented Strong on
schedules Expects directions
to be followed Intolerant of
dissent
Task oriented Positive examples Fosters environment
for people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Delegates and disappears
Detaches from team Lets team work out
power struggles Low commitment to
task accomplishment
ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark
Authoritarian Team
Country Club
Task oriented Strong on schedules Expects directions to
be followed Intolerant of dissent مع متسامح
المعارضين
Task oriented Positive examples Fosters environment for
people to reach their highest potential
Works to strengthen bonds among team members
Uses rewards almost exclusively
Generally incapable of coercive punitive or disciplined action
Fears conflict
Continuum of Leader Behavior
Examples A good leader uses all three styles depending on what forces
are involved between the followers the leader and the situation Some examples include
bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee
bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team
bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Continuum of Leader Behavior
Examples A good leader uses all three styles depending on what forces
are involved between the followers the leader and the situation Some examples include
bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee
bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team
bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Examples A good leader uses all three styles depending on what forces
are involved between the followers the leader and the situation Some examples include
bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee
bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team
bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
The perfect leader
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
So far we have briefed about three Leadership Styles Now can you guess the
leadership styles of these leaders
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Transactional leadership
There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Transformational leadership
bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo
bull The manager who is committed has a vision and is able to empower others with this vision
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Transformational leadership
bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce
great long term results3 Takes responsibility for poor results and admits
mistakes4 Supports people especially when things donrsquot go
to plan5 Takes the time to understand a personrsquos individual
needs and aspirations6 Has a genuine interest in helping people to
develop themselves7 Demonstrates humility On the whole
transformational
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Skills Associated withTransformational Leadership
1 Let go of things others can do1048707 Let go of tasks and responsibilities that will
help others develop1048707 Let go of authority to make decisions about
the work1048707 Know what others in the group can do and
want to do1048707 Build peoples skills to take over by
involving them in the work
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Skills Associated withTransformational Leadership
2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work
group1048707 Allow people to run with an idea even if it might
involve some risk1048707 Reward and recognize ideas and initiative through
compliments formal recognition and whenever possible tangible rewards
1048707 Be careful not to put down or discount ideas
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Skills Associated withTransformational Leadership
3 Ensure that people have goals and know how theyre doing
1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance
1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals
and provide the guidance and support they need to meet them
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Skills Associated withTransformational Leadership
4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility
amount of authority expectations and constraints1048707 Support the delegation within and outside the work
group1048707 Set up controls so that group members can be apprised
of progress but that arent seen as restrictive
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Skills Associated withTransformational Leadership
5 Coach to ensure success1048707 Coach before the person begins the task or
assumes the responsibility and along the way as needed
1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while
maintaining or enhancing the self-esteem of the person being coached
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Skills Associated withTransformational Leadership
6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best
for each person1048707 Provide tangible reinforcement whenever possible
(for example recognition letters awards or gifts)
1048707 Remember to reinforce what someone does well even when his or her work has a few flaws
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Skills Associated withTransformational Leadership
7 Share information knowledge and skills1048707 Meet with the group regularly to share and update
information1048707 Make sure people have the information they need
to succeed in a task or responsibility or know where and how to get it
1048707 Share their insights knowledge expertise and skills
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Skills Associated withTransformational Leadership
8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging
them to take control of their jobs with the authority to take action
1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group
1048707 Listen to people and empathize with their problems and concerns
1048707 Never to put people down or minimize their contributions
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Skills Associated withTransformational Leadership
9 Provide support without taking over1048707 Understand that support is essential and know
when its needed1048707 Know techniques for supporting others such as
coaching reinforcing preparing for resistance and gaining others commitment
1048707 Resist the temptation to take over when things go wrong
األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Skills Associated withTransformational Leadership
10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough
spots of a new assignment instead of punishing them for mistakes or taking over
1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk
1048707 Tell people theyre important and show them through actions
Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
challenging the process leaders being committed to search out challenging opportunities to change
grow innovate and improve they are willing to take risks experiment and learn from mistakes
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling
future by appealing to their values interests hopes and dreams
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Enabling others to act fostering collaboration by promoting cooperative goals and build
mutual trust
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Modeling the way role modeling which is consistent with shared values and achieves
small wins for promoting progress and commitment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Encourage the heart providing individual recognition for success and regularly
celebrating accomplishment
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Transactional vs Transformational
bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional
bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Comparing Transactional and TransformationalLeaders
Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward
bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Transformational Leadership
Goes Beyond TransactionalLeadershiphellip
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
bull As its name implies transformational leadership
transforms individual attitudes and behaviors
motivates followers to do more than expected it goes
beyond transaction leadership which focuses on the
exchange that occurs between leaders and followers
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
TransactionalLeadership
bull Motivating for performance at expected levels
bull Initiating structure to clarify roles and
tasks
bull Stressing the linkbetween reward andgoal achievement
bull Uses agreed uponperformance to
motivate
TransformationalLeadership
bull Motivating for performance
beyond expectations
bull Inspiring for missions beyond
self interest
bull Instilling confidence to achieve
performance
Performancebeyondexpectations
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Comparing Transactional and TransformationalLeaders
bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker
Is committedbull Uses trade-offs to meet goals
Inspires others with visionbull Does not identify shared values Has
long-term visionbull Examines causes
Looks at effectsbull Uses contingency reward
Empowers others
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Characteristics of an IntegratedLeaderndashManager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following
1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately
2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture
3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Characteristics of an IntegratedLeaderndashManager
4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation
5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies
6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Factors affecting style
bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives
based on degree of risk involved2 Organisational culture ndash may be long
embedded and difficult to change
3 Nature of the task ndash needing cooperation Direction Structure
4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Factors affecting style
5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to
6 How much time is available 7 Are relationships based on respect and trust or on
disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you
know the task 10 Internal conflicts 11 Stress levels
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
summary
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
References
bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540
bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml
bull httpwwwleadership-expertcoukleadership-styles
bull httpwwwessortmentcomallleadershipstyle_rrnqhtm
bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml
bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-
Thank you
- Leadership
- Objectives
- Outlines
- Introduction
- Slide 5
- LEADERSHIP TRUTH
- Process where by a person (leader) inspires (influence) a grou
- Slide 8
- The Meaning of Leadership
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
- DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
- Leaders vs Managers
- Leadership goals
- Leadership Roles
- Slide 15
- Types of leadership
- Slide 17
- Autocratic leadership
- Autocratic leadership (2)
- Autocratic leadership (3)
- When is the Autocratic Leadership Style Effective
- When is the Autocratic Leadership Style Effective (2)
- Autocratic leadership (4)
- Slide 24
- Democratic leadership
- Democratic leadership (2)
- Slide 27
- Democratic leadership (3)
- Laissez-Faire leadership
- Laissez-Faire leadership (2)
- Laissez-Faire leadership (3)
- Disadvantages
- Leadership Styles
- Continuum of Leader Behavior
- Examples
- The perfect leader
- So far we have briefed about three Leadership Styles Now can
- Transactional leadership
- Transactional leadership (2)
- Transformational leadership
- Transformational leadership (2)
- Skills Associated with Transformational Leadership
- Skills Associated with Transformational Leadership (2)
- Skills Associated with Transformational Leadership (3)
- Skills Associated with Transformational Leadership (4)
- Skills Associated with Transformational Leadership (5)
- Skills Associated with Transformational Leadership (6)
- Skills Associated with Transformational Leadership (7)
- Skills Associated with Transformational Leadership (8)
- Skills Associated with Transformational Leadership (9)
- Skills Associated with Transformational Leadership (10)
- Slide 52
- Transactional vs Transformational
- Comparing Transactional and Transformational Leaders
- Slide 55
- Slide 56
- Slide 57
- Comparing Transactional and Transformational Leaders (2)
- Characteristics of an Integrated LeaderndashManager
- Characteristics of an Integrated LeaderndashManager (2)
- Factors affecting style
- Factors affecting style (2)
- Slide 63
- summary
- References
- Thank you
-