Leadership & Management

UNIT I - LEADERSHIP

AILYN BRILLO PINEDA, RN

LEADERSHIP  Is

a social influence or a person’s ability to move other people to act  Influence processes involving determination of the group’s or organization’s objectives  Motivating task behavior in pursuit of these objectives, and  Influencing group maintenance and culture

LEADER L

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

Elements of Leadership  VISION  INFLUENCE  POWER  AUTHORITY  RESPONSIBILITY  ACCOUNTABILITY

VISION  Provides

direction to the influence

process.  For leadership to occur, leaders must communicate the vision the their followers in such a way that the followers adopt the vision as their own  It is essential for organizational effectiveness and success

INFLUENCE  Ability

to obtain followers, compliance or request  It is a skill that can be developed , and is one of a major components of the power triangle

KINDS OF INFLUENCE  ASSERTIVENESS  INGRATATION  RATIONALITY  BLOCKING  COALITION  SANCTION  EXCHANGE  UPWARD

APPEAL

POWER 

Ability to efficiently and effectively exercise authority and control through personal, organizational and social strength  Ability to impose the will of one person or group to bring about certain behaviors in other groups or persons

Sources of POWER Reward power: based on the inducements in exchange for cooperation Source: ability to grant favor e.g. pay, promotion, recognition,

Coercive power: ability to punish Source: fear e.g. withholding pay rises & promotion, withdrawing friendship, formal reprimands, lay

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

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

Informational Power: based on access to valued data Source: the need for information to accomplish a goal

Connection power: based on links to influential or prestigious persons



AUTHORITY  Represents

the right to expect or secure compliance  Authority is backed by legitimacy

FORMS OF AUTHORITY  Line

Authority – is direct supervisory authority from superior to subordinate. a. Chain of Command b. Unity of Command c. Span of Control

 Staff

Authority  Team Authority

RESPONSIBILITY  Corresponding

obligation and accountability for all actions done  Ability to do assigned task  Responsibilities fall into 2 categories: individual and organizational

ACCOUNTABILITY  Is

answering for the result of one’s actions or omissions.  It is a form of reckoning, where one accepts the consequences of their decisions, good or bad

LEADERS

Formal Leaders  Appointed,

elected or designated, deliberately chosen by the administration and given authority to act

 Example

: head nurse, unit manager, supervisor

Informal Leaders  Does

not have the official sanction to direct the activities of others  Chosen because of age, seniority, special competence and inviting personality

 Autocratic

or Authoritarian

 Democratic

or Participative

 Bureaucratic  Laissez-Faire,

Free reign

Permissive or

Leadership Styles  Leadership

style is the manner and approach of providing direction, implementing plans, and motivating people. Kurt Lewin (1939) led a group of researchers to identify different styles of leadership.

AUTHORITARIAN (AUTOCRATIC)

I want both of you to. . .

AUTHORITARIAN(AUTOCRATIC )This style is used when leaders tell their employees 

what they want done and how they want it accomplished, without getting the advice of their followers. Some of the appropriate conditions to use it is when you have all the information to solve the problem, you are short on time, and your employees are well motivated.  Some people tend to think of this style as a vehicle for yelling, using demeaning language, and leading by threats and abusing their power. This is not the authoritarian style, rather it is an abusive, unprofessional style called bossing people around. It has no place in a leader's repertoire.  The authoritarian style should normally only be used on rare occasions. If you have the time and want to gain more commitment and motivation from your employees, then you should use the participative style.

Autocratic or Authoritarian Leadership Style Leader Style: Decision is made WITHOUT ANY FORM OF CONSULTAION Rely on threats and punishment to influence employees Do NOT TRUST

Characteristics: Concerns with TASK ACCOMPLISHMENT rather than relationships Uses DIRECTIVE behavior Exercises POWER with COERSION

Autocratic or Authoritarian Leadership INEFFECTIVE StyleEFFECTIVE when: when subordinates: become tense, fearful, or resentful expect to have their opinions heard have low morale, high

Employees do not respond to any other leadership style There is highvolume production There is limited time to make a decision

PARTICIPATIVE (DEMOCRATIC)

Let's work together to solve this. . .

PARTICIPATIVE (DEMOCRATIC) This style involves the leader including one or more employees in the decision making process (determining what to do and how to do it). However, the leader maintains the final decision making authority. Using this style is not a sign of weakness, rather it is a sign of strength that your employees will respect.  This is normally used when you have part of the information, and your employees have other parts. Note that a leader is not expected to know everything -- this is why you employ knowledgeable and skillful employees. Using this style is of mutual benefit -- it allows them to become part of the team and allows you to make better 

Participative/Democr atic Leadership Style also known as consultation, empowerment, joint decisionmaking, democratic leadership, Management By Objective (MBO) and power-sharing.

Participative/Democr atic Leadership Style Leader Characteristics: Concerns with human relations & teamwork Fosters open & twoway communication Recognizes and encourages achievement

Bureaucratic Leadership Style Style: Everything is done according to procedure or policy

Leader Characteristics: manages “by the book” Exercises power by exercising fixed rules Tends to relate impersonally to

LAISSEZ FAIRE (DELEGATIVE)

You two take care of the problem while I go…

LAISSEZ FAIRE (DELEGATIVE) In this style, the leader allows the employees to make the decisions. However, the leader is still responsible for the decisions that are made. This is used when employees are able to analyze the situation and determine what needs to be done and how to do it. You cannot do everything! You must set priorities and delegate certain tasks.  This is not a style to use so that you can blame others when things go wrong, rather this is a style to be used when you fully trust and confidence in the people below you. Do not be afraid to use it, however, use it wisely! 

Laissez Faire Leadership Style •A.K.A. “hands-off” • little or no direction •followers have all freedom and authority •subordinates determine goals, make decisions, and resolve problems on their own.

Laissez Faire Leadership Style EFFECTIVE when EMPLOYEES are: highly skilled, experienced, and educated.

trustworthy Utilizing

INEFFECTIVE when…

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

Nursing Leadership Theories  Great

Man Theory  Trait Theory  Individual Character Theory  Behavioral Theories – Kurt Lewin, Chris Argyris, Alvin Toffler, Rensis Likert, Robert R. Blake  Situational or Contingency Theories – Paul Hershey& Kenneth Blanchard, Fred Fiedler, Victor Harold Vroom and Yetton, Robert House

Nursing Leadership Theories  Transactional

Leadership Style  Transformational Leadership  Servant Leadership – Robert Greenleaf

GREAT MAN THEORY  This

theory assumes that the capacity for leadership is inherent, that great leaders are born not made  These theories portray great leaders as heroic, mythic and destined to rise leadership when needed

 Traits

that are related to leadership effectiveness:  Intelligence traits - knowledge,

judgment, decisiveness.  Personality traits - adaptability, creativity, integrity, etc.  Ability traits – ability to enlist cooperation, popularity, prestige, etc.

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

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

BEHAVIORAL THEORIES  KURT

LEWIN – proposed that workers behavior is influenced by interactions between the personality, the structure of the primary work group, and the socio-technical workplace  Leadership styles – authoritarian, democratic and laissez- faire  Developed “Field Theory of Human Behavior”

Kurt Lewin  He

proposed that change undergoes 3 stages: unfreezing, change occurs, refreezing

Chris Argyris  Organizational

psychologist sought to study the way people in the organization act and react with each other  He explains the patterns of reasoning that explains one’s behavior  He developed the concepts: Ladder of Inference and Double Loop Learning

Alvin Toffler He is a futurist known for his works discussing the digital revolution, communications revolution, corporate revolution and technological singularity  He categorized changes in cultural behavior and civilization in terms of ‘waves’  He believed that the 3rd wave will be using new medical technologies from self-diagnosis to instant analysis of ailments to self administered therapies delivered by nanotech instead of doctors and nurses 

Rensis Likert  He

developed Likert Scales and Linking Pin Model  He also developed an Organizational Design  He identify 4 main styles of leadership called the Four (4) Systems Approach

Robert R. Blake and Jane Mouton  Developed

the Managerial Grid Model which attempt to conceptualize management in terms of relations and leadership  They characterized 5 leadership styles according to two dimensions: concern for task or production and concern for people

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 Opp  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 or Contingency Theory  Paul

Hershey and Kenneth Blanchard - Leaders should adapt their style to follower development style (or ‘maturity’) based on how ready and willing the follower is to perform required tasks. - He identified 4 leadership styles (S1 to S4) that match development levels

Situational Leadership Theory Leadership StylesDevelopment Levels S1: Directing Leaders D1: Low Competence, High Commitment S2: Coaching Leaders D2: Some Competence, Low Commitment S3: Supporting Leaders D3: High Competence, Variable S4: Delegating

Fred Fiedler  Developed

his theory on the premise that leaders’ personal characteristics are stable, and so is the leadership style  “Fiedler Contingency Model” is a leadership theory that moved from research of traits and personal characteristics of leaders to leadership styles and behaviors

Fielder’s Contingency Model

In this model leadership is effective when the leader’s style is appropriate to the situation, as determined by three principal factors:

1.       Leader-member relations: The nature of the interpersonal relationship between leader and follower, expressed in terms of good through poor, with qualifying modifiers attached as necessary. It is obvious that the leader’s personality and the personalities of subordinates play important roles in this variable. 2.       Task structure: The nature of the subordinate’s task, described as structured or unstructured, associated with the amount of creative freedom allowed the subordinate to accomplish the task, and how the task is defined. 3.       Position power: The degree to which the position itself enables the leader to get the group members to comply with and accept his or her direction and leadership

Victor Harold Vroom and Yetton  Suggested

that the selection of a leadership style will determine decision-making  Vroom’s participative model provides a set rules or norms that determine how participatory a leader should be when making decisions

Robert House He proposed the Path Goal Theory of Leadership  He said that leader can affect the performance , satisfaction, and motivation of a group through rewards, clarification of paths to goals and removal of obstacles in work performance  Directive leadership, supportive leadership, participative leadership, achievementoriented leadership 

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

Contemporary Leadership Theories 

    

Transactional Leadership Style - the leader motivates the followers by appealing to their own self-interest - MOTIVATE by means of EXCHANGE process Encompasses 4 types of behavior: Contingent reward Management by Exception Active Management by Exception Laissez- Faire Leadership

Transformational Leadership  The

most effective leadership behavior to achieve long term success and improved performance  Transformational leaders are highly visible and spend a lot of time communicating

Servant Leadership  Endure

misunderstanding and suffering instead of seeking honor and glory  Show initiative when people are apathetic  Forge ahead so it will be easy to drift with the tide

Robert Greenleaf  He

coined the term ‘servant leadership’  Emphasizes the role of the leader as STEWARD of the resources  ‘ A true servant leader is a servant first’

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Describing Filipino styles of leadership could be very difficult and serious task. Most writers and researchers termed it as dynamic, not static, because the Philippine society is constantly under various pressures where changes are inevitable.



Soriano (1973) informed that the paternalistic style and the more professional style of leadership and management will continue to exist side by side in the Philippines: the first can be termed as

and the latter, democratic style of leadership. He believed that in the long run, a blend of the two will eventually emerge i.e. a Filipino managerial pool that practices benevolence but at the same time solidly based on professional competence will be guided by a well- honored sense of social responsibility.

Leadership vs. Management Leader

Manager  Officially appointed  Vested with power May or may not have official and authority by the appointment to the organization position  Implements Vested with power predetermined goals, and authority by policies, rules and the group regulations  Influence others Measures the risks to towards goal be taken in line with setting the expected results  Interested in risk Relates to people taking and accdg to their roles exploring new  Feels rewarded when ideas accomplishing Relates to people organizational

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UNIT 2 - MANAGEMENT AILYN B. PINEDA

The manipulation of people, the environment, money, time, and other resources to reach organizational goals To forecast and plan, to organize and to command, to coordinate, and to control (Fayol) The creation of an internal environment in an enterprise in which

• A series of systematic, sequential, or instances of overlapping steps directed toward the achievement of organizational goals and objectives. • Is a process of integrating various parts of an organization into a working whole in order to

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Scientific management Bureaucracy Human relations Theory of motivation – Hygiene Theory X and theory Y Theory Z TQM

 Refers

to a type of management that characterized and guided by the application of scientific approaches to solve managerial problems in the business & industry.

FATHER OF SCIENTIFIC MANAGEMENT Frederic W. Taylor (1856 – 1915)  Frederic

W. Taylor was an engineer who introduced precise procedures founded on systematic investigations of specific situation. He viewed the organization as a machine to be run efficiently to increase production. Taylor believed that various management problems could be solved by applying the methods of science.

Taylor also forwarded specific principles of scientific management of human resources. These principles maybe presented as  There is a necessity to apply science in the follows: development of each job, to replace the old rule-of-thumb method. 

There should be scientific selection, training, and development of workmen in order to achieve optimum efficiency.



There should be adequate compensation of the workmen according to his accomplishment and friendly cooperation between management and workers to make sure that the work being done is in conformity with sound principles of scientific management and human relations.



There should be equitable division of work and responsibilities between management and workmen, giving everyone the functions for which he is best suited, and as such, preserving his own individuality in the exercise

a. b. c.

d. e. f.

Formality Low autonomy A climate of rules & conventionality Division of labor Specialization Standardized procedures

Memoranda & minutes b. Centralization c. Controls d. Emphasis on high level of efficiency and production a.

( Swansburg, 1990 )

ADVANTAGES 3.

4.

5.

6.

7.

Competent and DISADVANTAGES responsible employees are produced. 3. Complaints about red Employees perform by tape are frequently heard and experienced. uniform rules and conventions. 4. Procedural delays are observable. Employees are 5. General frustrations accountable to one among employees and manager who is in clients are inevitable. authority. They maintain social distance with supervisor and clients. Favoritism is reduced and

 Refers

to the integration of people into work situation in a way that motivates them to work productively, cooperatively, and with economic, psychological, and social satisfaction. (Andres, 1989)

 Signifies

the individual worker as the source of control, motivation and productivity in organizations. (Heidenthal,

Achievement

Salary

Recognition

Supervision

Work

Job Security

Responsibility

Positive working conditions Personal life

Advancement Possibility of growth

Interpersonal relationships Company policy Status

Theory X and theory Y Douglas McGregor

Theory Y Physical and mental Theory X effort are as natural Assumptions: as play or rest Average person has Man will exercise selfan inherent dislike of direction for work objectives to which he People must be is committed coerced, controlled, Commitment to directed, objectives is a threatened with function of reward punishment Average person Average person learns to accept prefers to be and seek directed, and wishes responsibility

Expanded Theory Y to support democratic leadership Seeks to establish a long-term employment culture within the organization (job security, quality circles, strong bonds between superiors & subordinates). Uses collective/ consensus decision making as much as possible.

Characteristics of Type Z organizations are as follows:

a)Long – term (lifetime) employment b)Slowed down rates of evaluation & promotion c)More implicit and less formalized control system d)Personal concern for the employee e)Cross- functional rotation f) Some degree of participative consensual

emphasized that a well-managed organization was one in which statistical control reduced variability and resulted in uniform quality and predictable quantity of output. Is known today as a philosophy of management that is driven by customer needs and expectations.

Focus on the customer – the customer includes not only outsiders who buy the organization’s product or services (nursing services), but also internal customers like accounts payable personnel, who interact with and serve others in the organization. Continuous improvement – TQM is a commitment to never being satisfied. Very good is not enough. Quality can be always

Improves the quality of everything the organization does – TQM uses a very broad definition of quality. It relates not only to the final product but also to how the organization handles deliveries, how rapid it responds to. Measures accurately – TQM uses statistical techniques to measure every critical variable in the organization’s operations. These are compared to standards to identify problems, trace them to their roots, and eliminate their

Involves employees – TQM involves people in the line in the improvement process. Teams are widely used in TQM programs for finding and solving problems