Lesson 6 Theories Of Leadership

Paul Christian P. Santos U-Pang PEN BSN IV-P18/07-2409/2010 Lesson 6 Theories of Leadership 1. 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 2. Charismatic Theory

3. Trait Theories  Assume some people have certain characteristics or traits that make them better leaders than others  Studied great leaders throughout history  Power and situations were ignored  Contemporary theories said that leadership is a skill and can be developed  Not inborn 4. Situational Theory

Notes in NCM 104 Nursing Management and Leadership Prelims  Leader behaviors  Directive  Supportive  Achievement-oriented  Participative  SITUATIONAL FACTORS  Characteristics of subordinates  Locus of control  Experience  Perceived ability  Characteristics of environment  Task structure  Formal authority system  Work group 6. 1 Path-Goal Leadership Styles  Directive ➢ Lets subordinates know what is expected ➢ Plans and schedules work to be done ➢ Gives specific guidance – what should be done and how it should be done ➢ Maintains clear standards of performance  Supportive ➢ Shows concern for well-being of subordinates ➢ Treats members as equals ➢ Does little things to make the work more pleasant ➢ Friendly and approachable  Achievement-oriented ➢ Sets challenges goals ➢ Expects subordinates to perform at the highest level ➢ Seeks improvement in performance, while showing confidence in workers  Participative ➢ Consults with subordinates ➢ Solicits suggestions ➢ Takes suggestions seriously into consideration before making decisions

5. Contingency Theory Fiedler’s Leadership  Reinforced contingency approach  Group effectiveness depends on appropriate match bet. leader’s style and the demands of the situation  Situational control  Least preferred coworker  Important 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 relations  Task structure  Position power 6. Path-goal Theory  Rooted in Expectancy Theory

7. Situational Leadership Theory  No single best way to lead  Focus on maturity or readiness of followers  Ability and willingness  Adjust emphasis on task and relationship behaviors according to the readiness of followers to perform their tasks  Mary Follet  social system of contingencies  Need for “integration” Leadership Styles  Telling: low readiness, untrained and inexperienced employees  Selling: low/moderate readiness, trained but inexperienced employees  Participating: moderate/high readiness, able but unwilling, employees skeptical  Delegating: high readiness, employees ready and willing to take responsibility Hersey and Blanchard

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Paul Christian P. Santos U-Pang PEN BSN IV-P18/07-2409/2010

Notes in NCM 104 Nursing Management and Leadership Prelims

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  Diagnosing  Adapting  Communicating 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.  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  Organizational Man Management – adequate performance is accomplished by balancing staff morale and getting work done  Authority Obedience – high concern for tasks and low concern for people  Team Management – high concern for both people and accomplishment of tacks

 Manager who is committed, has a

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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 8. Transactional Leadership  Exchanges rewards for services  Management by exception (Watches for deviations)  Keeps the system operating smoothly  Uses reward and coercive power bases  Recognizes what workers want and tries to deliver it  Rewards according to worker effort  Responsive to worker self-interests Transactional leadership Style • Contingent Reward • Management by Exception • Laissez Faire

vision, and empowers others with vision is termed as transformational leader  Inspirational, idea-oriented, visionary  Dramatic, arouses intense feelings  Communicates high expectations and a need for a change  Unpredictable  Relies on referent or charismatic power  Raises level of awareness and commitment  Gets followers to transcend their self-interests  Requires trust and belief in the vision presented Transformational leadership • Individualised consideration • Charisma • Inspiration • Intellectual stimulation 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) Transactional leader VS. Transformational leader Transactional leader  Focuses on management tasks  Is a caretaker  Uses trade-offs to meet goals  Does not identify shared values  Examines causes  Uses contingency reward Transformational leader  Identifies common values  Is committed  Inspires others with vision  Has long-term vision  Looks at effects  Empowers others

9. Transformational Leadership Burns (1978)  Both leader and followers have the ability to raise each other to higher levels of motivation and morality  Traditional manager – concerned with day-to-day operations termed as transactional leader

Disclaimer The author cannot accept any responsibility for any error or omission and disclaims any liability, loss, or damage as a consequence, directly or indirectly, to the use and application of any of the contents of this work.