Leadership And Management

LEADERSHIP AND MANAGEMENT 2ND

NCM 105 SEMESTER SY 2009-2010

LEADERSHIP

DEFINITION • Management skill: Focus on the development and deployment of: VISION, MISSION, STRATEGY & CREATION OF MOTIVATED WORK PLACE • The process of empowering people thru persuasion. • Use of one’s skill to influence others to perform to the best of their ability towards goal achievement •

LEADERSHIP • A process of influence • Not limited to people in traditional position of authority • Can occur in numbers of dynamics and settings

TYPES OF LEADERSHIP • FORMAL LEADER – Person in a position of influence or authority – Has sanctioned role within an organization

• INFORMAL LEADER – Person who demonstrates leadership and has influence even though he or she is not in a formal leadership role in an organization – 2 KEY TRAITS: • Ability to influence others • Other people in the group or organization

LEADERSHIP ROLES • • • • • • • • • • • • •

Decision maker Communicator Evaluator Facilitator Risk taker Mentor Energizer Coach Counselor Teacher Critical thinker Buffer Advocate

LEADER • PERSON who: • Influences and guides direction, opinion and course of action • Enables to work together to achieve objectives set for certain purpose • Influences others to move in the direction of achieving goals • •

A LEADER • Often don’t have delegated authority • Have variety of roles than managers • May or may not be part of formal organization • Focus on group process, information gathering, feedback and empowering others • Emphasize interpersonal relationships • Directs willing follower • May have goals that may or may not reflect those of the organization • Interested in risk-taking and exploring

CORE TRAITS OF LEADERS • Guiding VISION – Able to see picture of the desired future – The picture allows leader to set goals towards the desired future

• PASSION = drive and ambition – Enthusiastic about the future possibilities – Has the ability to inspire people and align them in a common effort to make the future possibilities a

CORE TRAITS OF LEADERS • INTEGRITY and HONESTY – Possess a significant knowledge of self or self-awareness • Strengths and weaknesses • Ability to receive feedback • Learn from mistakes

– Requires honesty and maturity – Supported by the inner strength of conviction and ability to deal with conflict or obstacle that arise – Developed though personal and professional experience and growth – Can be trusted

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CORE TRAITS OF LEADERS • CURIOSITY – Enable them to take risks – Facilitates change – Shorten the learning curve • Leaders zero in on what works rather than wasting time on what doesn’t work

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COMMON TRAITS OF A LEADER • FLEXIBILITY – Adapts rapidly to changes in all aspects of the environment – Allows leaders to deal effectively and creatively with uncertainty and hostility

• INTELLIGENCE – Subject-based intelligence • knowledge and skills associated with the person’s job functions • Ability to use knowledge and skill to solve problem and improve work process

– People-based intelligence • Emotional intelligence – ability to use not only rational but also emotional perception in learning, prob. Solving and working with people effectively to achieved desired outcomes

COMMON TRAITS OF A LEADER • Ability to SUPPORT others – Responsiveness to wide range of situations and people  face situations head-on rather than withdrawing – Practices open and effective communication – Possesses key social skills  ability to work effectively with respect and diverse constituent to defuse conflict and to generate trust and enthusiasm in others

• SELF-CONFIDENCE – Able to trust his abilities and decisions – Able to receive feedback and input from

COMMON TRAITS OF A LEADER • DESIRE to lead – Interested in and have desire to influence change in people or organizations

THEORIES OF LEADERSHIP

TRAIT APPROACH Personal – Psychologic – Physical CHARACTERISTICS

TRAIT APPROACH 

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1.GREAT MAN THEORY: Aristotle Some people are born to lead; others are born to be lead - few people are born with necessary characteristics to be great

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TRAIT THEORY: Some people have certain characteristics that makes them better leaders than others - selection is based on physical, mental and psychological characteristics

BEHAVIORAL THEORIES

LEADERSHIP STYLE Kurt Lewin (1951) and White and Lippitt (1960)  a. AUTOCRATIC LEADERSHIP 

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Based on centralized decision making Leader makes decision and expect s subordinates to obey Uses power to command and control others May develop hostility between leaders and followers

AUTOCRATIC • CLOSED SYSTEM • • NURSE MANAGER • • • FOLLOWERS

LEADERSHIP STYLE  

b. DEMOCRATIC LEADERSHIP • Allow others to participate in decision making and to share authority • Power is based from expertise • Group performs well whether or not the leader is present • Leaders and followers tend to maintain positive relationship

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DEMOCRACTIC • OPEN SYSTEM N U R SE M A N AG ER FO LLO W E R S

LEADERSHIP STYLE  

c. LAISSEZ FAIRE LEADERSHIP • Leaders defer decision making to followers • Permissive and tends to be distant or uninvolved • Workers may feel frustrated and efficiency may suffer

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d. MULTICRATIC

. LAISSEZ FAIRE LEADERSHIP • PERMISSIVE • • • • •

NURSE MANAGER

FOLLOWERS

LEADERSHIP STYLE • EMPLOYEE –CENTERED LEADERSHIP – Focus is on the human needs of employees – Considered more effective than jobfocused leadership  more concerned with schedules, task or output – 

BEHAVIORAL THEORIES  

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Supports human relation theory - Benefits of positive attitude towards others - Development of the workers - Satisfaction of the needs of the worker - Commitment thru participation

SHIFT OF LEADERSHIP ROLE

CONTINGENCY THEORIES  

Contingency approach to leadership

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State that a variety of environmental factors affect the leadership style or characteristics The outcome of leadership are determined by factors other than the leader’s behavior.

1. CONTINGENCY THEORY Fred Fiedler

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Leadership style will be effective or ineffective depending on the situation Leadership effectiveness depends on matching organizational structure with the best leadership style for the organization and situation 3 characteristics for effective leadership 

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Leader member relation  Followers feeling about the leader  level of trust, acceptance of the leader, perception of the members of the leader

CONTINGENCY THEORY – Task structure » Extent to which work task are defined by specific procedure, direction and goal » HIGH STRUCTURE: routine, clearly defined » LOW STRUCTURE: not predictable, creative, working “on the fly” – Position power » The amount of influence or degree of formal authority the leader has » High position power  considered favorable

FIEDLER CONTINGENCY MODEL STEP 1 -------- STEP 2 STEP 3 --------- BASIC Identify the MATCH THE MEASURE PREMISE leaders trait or LEADERS EFFECTIVENE THE LEADERS characteristics TRAIT OR SS BY TASK CHARACTERI CHARACTERI OR GOAL STICS OR STICS TO THE ACCOMPLISH TRAIT ARE JOB ED FIXED AND SITUATION RIGID STUDY LEADER/MEM BER RELATIONSHI P AND LEADER

2. PATH-GOAL THEORY • Robert House • Derived from Expectancy theory – believed that people act as they do, because they expect their behavior to produce satisfactory result – People are motivated by being able to carry out their work, which they believe will contribute to the desired outcome and provide them with rewards for work

• Leaders clarify and set the goals of the subordinates and help them find the best path to achieve their goals. • The effective leader makes the appropriate path easier for the worker to follow • Effective leader matches style to the

PATH GOAL THEORY • LEADER FUNCTION • • • •

Directive Supportive Participative Achievement oriented

• SPECIFIC LEADER BEHAVIOR • Motivate Employees – help them achieved valued goals • Consider contingencies – – – –

Employees’ personal characteristics, needs and abilities Environmental characteristics Authority system Work group

• EXPECTED OUTCOME • HIGH JOB SATISFACTION • HIGH PERFORMANCE • FEWER GRIVANCES 

3. SITUATIONAL THEORY • Hersey and Blanchard • Effectiveness of a person’s leadership style depends not so much of the leader but on the followers • Maturity of the follower s should be assess • Effective leader : – changes or adapt leadership style to match the followers ‘ need – Attempt to increase followers’ level of maturity 

SITUATIONAL THEORY • 4 CATEGORIES OF LEADERSHIP STYLE: based on task and relationship levels a.High task/low relationship behavior  “telling” leadership style b.High task/high relationship behavior  “selling” leadership style  getting people top “buy in” to an approach, policy or new staffing or management structure c.Low task/high relationship behavior ”participating” leadership style d.Low task/low relationship behavior  “delegating” leadership style

4. “SUBSTITUTES FOR LEADERSHIP” • Kerr and Jermier • Certain variables or factors may influence followers’ behaviors as much or more than the leader’s behavior • IDENTIFIED SUBSTITUTE S FOR LEADER BEHAVIOR a.Amount of feedback provided by task b.Significant work group cohesion c.Rigid adherence of group to rules d.Intrinsic satisfaction provided by the work or task

CURRENT COMTEMPORARY THEORIES

1. CHARISMATIC THEORY  

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Robert House Charismatic leaders have 4 characteristics: - Dominance - Self confidence - Need for influence and power - Conviction of moral righteousness CHARISMA – Inspirational quality possessed by some people that makes others feel better in their presence LEADERS inspires other by: - obtaining emotional commitment from followers - arousing strong feeling of loyalty and

2. TRANSFORMATIONAL LEADERSHIP THEORY • Both leaders and followers act on one another to raise their motivation and performance to higher levels • Focus : allowing innovation and change • Depends on the concept of EMPOWERMENT • All parties are allowed to work together to the best of their ability, to achieve a collective goal

• Two types of leader a.Transactional leader: person responsible for day to day operations b.Transformational leader: person responsible for maintaining the overall vision and motivating people to incorporate the vision in their work

MOTIVATIONAL THEORIES

1. REINFORCEMENT THEORY • B.F. Skinner (1953) • Views motivation as learning • Person becomes conditioned to associate a behavior with a consequence (+ or -) • Leaders are more effective when they can control or manipulate the consequences of the follower’s behavior • Works well when enough positive reinforcement exist and when leaders have certain control over followers’ access to the rwards

2. EXPECTANCY THEORY • Emphasizes that people don’t just respond passively to reinforcement or lack thereof; rather they are actively and consciously interacting with their environment • 3 motivational components:  a. EXPECTANCY: the perceived probability that certain effort will lead to desired action or behavior  b. INSTRUMENTALITY: the belief that a given performance level will lead to an outcome  c. VALENCE: perceived value of the

3. EQUITY THEORY • • • • The degree of perceived fairness in the work situation is the key to job satisfaction and effort of workers

4. GOAL SETTING THEORY • Suggest that people don’t expend effort for rewards or task outcome but to accomplish the goal themselves • 3 assumptions according to Locke (1968)  a. Specific goals are more effective than general goals for motivating higher performance  b. More difficult or challenging goals lead to higher performance  c. Incentives or rewards are effective only in that they encourage people to change their goals

INTERACTIONAL THEORIES

INTERACTIONAL LEADERSHIP THEORIES • 1970 – to the present • Leadership behavior generally determined by relationship between the leader’s personality and the specific situation • 1. SYSTEM THEORY: Schein (1970) • People are very complex and highly variable – have multiple motives for doing things • Motives do not stay constant – changes overtime • Goals differ in various situation • Performance and productivity are affected by the nature of the task, his ability, experience and motivation

INTERACTIONAL LEADERSHIP THEORIES • 2. Hollander (1978) – leadership exchange involves: • The LEADER – his personality, perception and abilities • The FOLLOWER – with their personalities, perceptions and abilities • The SITUATION – formal and informal group norms, size and density • •

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INTERACTIONAL LEADERSHIP THEORIES • 3.

Kanter ( 1977) • Structural aspect s of the job shapes effectiveness of a leader • 3 major work empowerment structures – OPPORTUNITY – POWER – PROPORTION

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• 4. Nelson and Burns (1984) • Organization and their leader has 4 developmental level that influence productivity and worker satisfaction

INTERACTIONAL LEADERSHIP THEORIES 

• 4 Developmental Level » REACTIVE – leader focuses on the past, is crisis driven, frequently abusive to subordinates » RESPONSIVE – leader is able to mold subordinates to work together as a team » PROACTIVE – leader and follower more future oriented and hold common driving values » HIGH PERFORMANCE TEAM – maximum productivity and worker satisfaction

“NEW LEADERSHIP” CONCEPT • Margaret Wheatley (1992) • LEADER’S FUNCTION IN AN ORGANIZATION A.Use vision to guide followers B.Help followers make choices based on values shared by leaders and followers C.Provide meaning and coherence in the organizational culture