Nursing Leadership Lecture
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Transcript of Nursing Leadership Lecture
NURSING LEADERSHIPNCM 105
Madeline N. Gerzon, RN, MM
Clinical Instructor
WHO IS YOU FAVORITE LEADER?
DO YOU KNOW THEM?
DO YOU KNOW THEM?
WHO ARE THE NURSING LEADERS THAT YOU KNOW?
NURSING LEADERS
What is your personal definition of Leadership?
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DEFINITION OF LEADERSHIP
Leadership is commonly defined as a process of influence whereby the leader influences others toward goal achievement
Some researchers – people endowed with authority are leaders
DEFINITION OF LEADERSHIP
Leadership is a force that creates a capacity among a group of people to do something that is different or better
Leadership – what leaders do; the process of influencing a group to achieve goals
LEADERSHIP
The process of influencing people to accomplish goals
Leaders innovate
Leaders focus on people
Leaders inspire thru personal trustworthiness & self-confidence
Leaders communicate a vision that turns self-interest into commitment to the job
LEADERS
Use a wide variety of interpersonal skills to influence others to accomplish a specific goal
Have the capacity to earn and hold trust
Must be personally authentic and accountable
Must possess enthusiasm, energy, and commitment
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FORMAL AND INFORMAL LEADERSHIP
Formal leadership is based on occupying a position in an organization, called assigned leadership
Informal leadership occurs when an individual demonstrates leadership outside the scope of a formal leadership role or as a member of a group, rather than as the head or leader of the group. The informal leader can be considered to emerge as a leader when accepted by others and perceived to have influence.
What makes a person a leader?
LEADERSHIP THEORIES
EVOLUTION OF LEADERSHIP THEORY
Leadership theory is an evolving field; while these highlight the most common theories of the last century, more theories continue to be researched in the elusive search for a definitive understanding of leadership. More recent leadership theories are discussed on the following slides.
GREAT MAN AND TRAIT THEORIES
Great Man Theory Earliest approach Identify great person from masses Certain traits -
success/effectiveness Aristotelian philosophy – some
people are born to be leaders while others to be led
GREAT MAN AND TRAIT THEORIES
Trait TheoriesAssume some people have
certain characteristics or traits that make them better leaders than others
Studied great leaders throughout history
Power and situations were ignored
GREAT MAN AND TRAIT THEORIES
Contemporary theories said that leadership is a skill and can be developed
Not inborn
BEHAVIORAL THEORIESPattern of actions used by different
individuals determines leadership potential
McGregor et al moved away from studying the traits of leadership…situation
BEHAVIORAL THEORIESLewin, White and Lippit isolated
common leadership stylesAutocratic, democratic and laissez-faire
CHARACTERISTICS OF AUTHORITARIANStrong control over work groupOthers are motivated by coercionOthers are directed with commandsCommunication flows downwardDecision making does not involve
othersEmphasis is on difference in statusCriticism is punitive
RESULTS OF AUTHORITARIAN
Results in well-defined group actions
Results are predictable = reduce frustration in work group
Productivity is usually highCreativity, self-motivation and
autonomy are lowUseful in crisis situationCommon in large bureaucratic
system
CHARACTERISTIC OF DEMOCRATIC
Less control is maintainedEconomic and ego awards are used to
motivateOthers are directed through suggestions
and guidanceCommunication flows up and downDecision making involves othersEmphasis is on “we” rather than “I” and
“you”Criticism is constructive
ADVANTAGES OF DEMOCRATIC
Appropriate for groups that work together for extended periods
Promotes autonomy and growth of individual
Effective when cooperation and coordination are necessary
Takes time because of consultative process Frustrating for those who want decisions
made rapidly Less efficient quantitatively
CHARACTERISTICS LAISSEZ-FAIRE
Permissiveness, with little or no control Motivation by support when requested by
group Provision of little or no direction Communication upward and downward flow
among members Decision making dispersed throughout the
group Emphasis on the group Criticism withheld
SITUATIONAL AND CONTINGENCY THEORIES
Leader traits and/or leader behaviors are important aspects but must be taken in context.That is, the situation matters.
SITUATIONAL LEADERSHIP THEORY
No single best way to leadFocus on maturity or readiness of
followersAbility and willingness
SITUATIONAL LEADERSHIP THEORY
Adjust emphasis on task and relationship behaviors according to the readiness of followers to perform their tasks
Mary Follet social system of contingenciesNeed for “integration”
SITUATIONAL LEADERSHIP
Leadership StylesTelling: low readiness, untrained and
inexperienced employeesSelling: low/moderate readiness,
trained but inexperienced employeesParticipating: moderate/high
readiness, able but unwilling, employees skeptical
Delegating: high readiness, employees ready and willing to take responsibility
SITUATIONAL LEADERSHIP
Hersey and Blanchard Developed situational approach Effectiveness of leader is based
on level of maturity of followers As followers mature = less task
focus for leader
CRITICAL LEADERSHIP SKILLS (HERSEY & BLANCHARD)
DiagnosingAdaptingCommunicating
Blake & Mouton’s Management Grid
The foundation of this theory is that management should have concern for both human relations and completion of work tasks.
The two scales range from 1 to 9 with 9 being a higher concern.
Blake & Mouton’s Management Grid
Five (5) management styles are identified:Impoverished Management –
low concern for both people and tasks
Country Club Management – high concern for people and low concern for tasks
Blake & Mouton’s Management Grid
Five (5) management styles are identified:
Organizational Man Management – adequate performance is accomplished by balancing staff morale and getting work done
Blake & Mouton’s Management Grid
Five (5) management styles are identified:Authority Obedience – high concern for
tasks and low concern for people
Team Management – high concern for both people and accomplishment of tacks
THE MANAGERIAL GRIDBLAKE & MOUTON
9 -------------------------------------------------------------------------- COUNTRY-CLUB TEAM (1,9) (9,9)
CONCERN FOR MIDDLE OF ROAD PEOPLE (5,5)
IMPOVERISHED TASK1 (1,1) (9,1)
--------------------------------------------------------------------------- 1 9
CONCERN FOR PRODUCTION
The Major Leadership Grid Styles
1,1 Impoverished management. Often referred to as Laissez-faire leadership. Leaders in this position have little concern for people or productivity, avoid taking sides, and stay out of conflicts. They do just enough to get by.1,9 Country Club management. Managers in this position have great concern for people and little concern for production. They try to avoid conflicts and concentrate on being well liked. To them the task is less important than good interpersonal relations. Their goal is to keep people happy. (This is a soft Theory X approach and not a sound human relations approach.)9,1 Authority-Compliance. Managers in this position have great concern for production and little concern for people. They desire tight control in order to get tasks done efficiently. They consider creativity and human relations to be unnecessary. 5,5 Organization Man Management. Often termed middle-of-the-road leadership. Leaders in this position have medium concern for people and production. They attempt to balance their concern for both people and production, but they are not committed.9+9 Paternalistic “father knows best” management. A style in which reward is promised for compliance and punishment threatened for non-compliance Opportunistic “what’s in it for me” management. In which the style utilized depends on which style the leader feels will return him or her the greatest self-benefit.9,9 Team Management. This style of leadership is considered to be ideal. Such managers have great concern for both people and production. They work to motivate employees to reach their highest levels of accomplishment. They are flexible and responsive to change, and they understand the need to change.
SITUATIONAL LEADERSHIP
Tannenbaum and Schmidt Managers need a mixture of
autocratic and democraric leadership behaviors or styles
Style depends on nature of situation, skill of manager and abilities of members
FIEDLER’S LEADERSHIP CONTINGENCY THEORY
Reinforced contingency approachGroup effectiveness depends on
appropriate match bet. leader’s style and the demands of the situation
Situational controlLeast preferred coworkerImportant variables
Leader/member relations, task structure, position power
FIEDLER’S CONTINGENCY MODEL
Suggests that no one leadership style is the best for every situation.
There are three (3) dimensions that influence leadership style:
Leader-staff relationsTask structurePosition power
PATH-GOAL THEORY
Rooted in Expectancy TheoryLeader behaviors
DirectiveSupportiveAchievement-orientedParticipative
PATH-GOAL THEORY OF LEADERSHIP
SITUATIONAL FACTORS
Characteristics of subordinatesLocus of controlExperiencePerceived ability
Characteristics of environmentTask structureFormal authority systemWork group
Path-Goal Leadership Styles
DirectiveSupportiveAchievement-orientedParticipative
Path-Goal leadership Style
PATH-GOAL LEADERSHIP STYLES
DIRECTIVELets subordinates know what is expectedPlans and schedules work to be doneGives specific guidance – what should be done and how it should be doneMaintains clear standards of performance
SUPPORTIVEShows concern for well-being of subordinatesTreats members as equalsDoes little things to make the work more pleasantFriendly and approachable
PATH-GOAL LEADERSHIP STYLES
ACHIEVEMENT-ORIENTEDSets challenges goalsExpects subordinates to perform at the highest levelSeeks improvement in performance, while showing confidence in workers
PARTICIPATIVEConsults with subordinatesSolicits suggestionsTakes suggestions seriously into consideration before making decisions
SUPPORTIVE LEADERSHIP
SupportiveLeadership
Reduce boredomMake job more
tolerable
Increase self-confidenceLower Anxiety
Increase the intrinsicvalence of work
Increase effort-performance expectancy
Increase effort
DIRECTIVE LEADERSHIP
DirectiveLeadership
Reduce role ambiguity
Strengthen rewardcontingencies
Increase effort-performanceexpectancy
Increase performance-reward expectancies
Increase subordinate
effort
Increase size of incentives
Increase outcomevalences for task
success
PATH-GOAL THEORY
Causal VariablesLeader Behavior
Intervening VariablesSubordinate expectations
Outcome VariablesSubordinate effortand satisfaction
Situational Moderator VariablesCharacteristics of task and environment
Characteristics of subordinates
NEW APPROACHES TO LEADERSHIP
CONTEMPORARY THEORIES OF LEADERSHIP
TRANSFORMATIONAL LEADERSHIP
Burns (1978) Both leader and followers have the
ability to raise each other to higher levels of motivation and moralityTraditional manager – concerned with day-
to-day operations termed as transactional leader
Manager who is committed, has a vision, and empowers others with vision is termed as transformational leader
TRANSFORMATIONAL LEADERSHIP
Inspirational, idea-oriented, visionary Dramatic, arouses intense feelings Communicates high expectations and a
need for a change Unpredictable
Relies on referent or charismatic powerRaises level of awareness and commitmentGets followers to transcend their self-
interestsRequires trust and belief in the vision
presented
Transactional Leadership Exchanges rewards for services Management by exception (Watches
for deviations) Keeps the system operating smoothly
Uses reward and coercive power basesRecognizes what workers want and
tries to deliver itRewards according to worker effortResponsive to worker self-interests
TRANSFORMATIONAL LEADERSHIP
Transformational Leadership•Idealized Influence
•Inspiration
•Intellectual stimulation
•Individualized consideration
Transformational Leadership•Idealized Influence
•Inspiration
•Intellectual stimulation
•Individualized consideration
Transactional Leadership•Contingent reward
•Management by exception (active or passive)
•Laissez faire
Transactional Leadership•Contingent reward
•Management by exception (active or passive)
•Laissez faire
Performance beyond expectations
Performance beyond expectations
Agreed uponperformance
Agreed uponperformance
Broadening and elevating follower goals
Leader/follower exchange
Leadership Styles
Transactional leadership
Transformational leadership
Transactional leadership
•Contingent Reward•Management by Exception•Laissez Faire
Transformational leadership•Individualised consideration
•Charisma
•Inspiration
•Intellectual stimulation
TRANSFORMATIONAL LEADERSHIP
“Transformational leaders concentrate on motivating and developing staff members so the organisation and its staff achieve a shared vision. Key stakeholders within the organisation are empowered to build a culture that supports this vision.”
(Dixon 1997)
TRANSFORMATIONAL LEADERSHIP
Focuses on management tasks
Is a caretaker Uses trade-offs to
meet goals Does not identify
shared values Examines causes Uses contingency
reward
Identifies common values
Is committed Inspires others with
vision Has long-term vision Looks at effects Empowers others
Transactional leader Transformational leader
INTERACTIONAL LEADERSHIP THEORIES
Interactional theory Leadership behavior is determined by
the relationship between the leader’s personality and the specific situation
INTERACTIONAL LEADERSHIP THEORIES
Schein (1970) Human as complex beings whose
working environment was an open system to which they responded
System – objects, with relationships between the objects and its attributes
INTERACTIONAL LEADERSHIP THEORIES
Brandt (1994) Leaders develop work environment that
fosters autonomy and creativity through valuing and empowering othersAffirms uniqueness of individualsContribute unique talents to a common goal
Peter Drucker – leadership is a responsibility rather than a rank or privilege
INTERACTIONAL LEADERSHIP THEORIES
Kanter (1989) Title and position authority were no
longer sufficient to mold a workforce, subordinates are encouraged to think for themselves and instead managers must learn to work synergistically with others
LEADERSHIP ROLES
GuidingDirectingTeachingMotivating for goal settingMotivating for achievement
CHARACTERISTICS OF LEADERS
HonestyVisionCompetenceCommunicationMotivationKnowledge
DecisivenessRisk-takingCaringBalanceHumorSelf-awareness
CHARACTERISTICS OF LEADERS Intelligence Knowledge Judgment Decisiveness Oral fluency Emotional intelligence Independence Personable Adaptability Creativeness cooperativeness
Alertness Confidence Personal integrity Emotional balance and
control Ability Able to enlist cooperator Interpersonal skills Tact Diplomacy Prestige Social participation Nonconformity