AILYN BRILLO PINEDA, RN

UNIT I - LEADERSHIP

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

RewardReward power: based on the inducementsinducements in in exchange for exchange for cooperationcooperation

Source: ability to Source: ability to grant favorgrant favor

e.g. pay, promotion, pay, promotion, recognition, recognition, privilegesprivileges

CoerciveCoercive power: ability to punishability to punish

Source: fearSource: fear e.g. withholding e.g. withholding

pay rises & pay rises & promotion, promotion, withdrawing withdrawing friendship, formal friendship, formal reprimands, lay reprimands, lay offoff

LegitimateLegitimate power: based on leader's positionleader's position

Source: positionSource: position

ReferentReferent power: based on respectrespect, attractiveness, reputation, or charisma charisma

Source: Source: Association with Association with othersothers

ExpertExpert power: competence, special knowledge or expertiseexpertise in a given area.

Source: knowledge Source: knowledge & skills& skills

Informational Informational Power: based on accessaccess to valued data

Source: the need Source: the need for information for information to accomplish a to accomplish a goalgoal

ConnectionConnection power: based on links to links to influential or influential or prestigious prestigious personspersons

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 Commandb. Unity of Commandc. 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

L E A D E R S

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, Permissive or Free reign

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 Autocratic or Authoritarian Authoritarian Leadership StyleLeadership StyleStyle:

Decision is made WITHOUTWITHOUT ANY FORM OF CONSULTAION

Rely on threats and threats and punishmentpunishment to influence employees

Do NOT NOT TRUSTTRUST subordinates

NO NO SUBORDINATE SUBORDINATE input input

Leader Characteristics:

Concerns with TASK TASK ACCOMPLISHMEACCOMPLISHMENTNT rather than relationships

Uses DIRECTIVEDIRECTIVE behavior

Exercises POWER POWER with with COERSIONCOERSION

Makes decisions ALONEALONE

Expects RESPECT Expects RESPECT & OBEDIENCE of & OBEDIENCE of staffstaff

INEFFECTIVE when subordinates:

become become tense, fearful, tense, fearful, or resentfulor resentful

expect to expect to have their have their opinions opinions heardheard

have low have low morale, high morale, high turnover and turnover and absenteeism absenteeism and work and work stoppagestoppage

EFFECTIVE when:Employees do not Employees do not

respond to any respond to any other leadership other leadership stylestyle

There is high-There is high-volume volume productionproduction

There is limited There is limited timetime to make a decision

A manager’s A manager’s power is power is challenged by an challenged by an employee employee

Autocratic or Autocratic or Authoritarian Authoritarian Leadership StyleLeadership Style

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 decisions.

Participative/Participative/Democratic Democratic Leadership StyleLeadership Style

also known as consultation, empowerment, joint decision-making, democratic leadership, Management By Objective (MBO) and power-sharing.

Leader Characteristics:Concerns with human human

relations & teamworkrelations & teamworkFosters open & two-open & two-

way communicationway communicationRecognizes and

encourages encourages achievementachievement

Participative/Participative/Democratic Democratic Leadership StyleLeadership Style

Style:Everything is

done according to procedure or procedure or policypolicy

Leader Characteristics:

manages ““by the book”by the book”Exercises power by

exercising fixed fixed rulesrules

Tends to relate relate impersonallyimpersonally to staff

Bureaucratic Bureaucratic Leadership StyleLeadership Style

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!

•A.K.A. “hands-off“hands-off”” • little or no directionlittle or no direction•followersfollowers have all freedomfreedom and authority

•subordinates determine goals, make decisions, and resolve problems on their own. on their own.

Laissez Faire Laissez Faire Leadership StyleLeadership Style

Laissez Faire Laissez Faire Leadership StyleLeadership StyleEFFECTIVE when EMPLOYEES are:

highly highly skilled, skilled, experienced, experienced, and and educatededucated.

trustworthytrustworthyUtilizing Utilizing outside outside expertsexperts, such as staff specialists or consultants

INEFFECTIVE when…

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

•Leaders are Leaders are ungratefulungrateful

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, re-freezing

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 Styles1,1        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-complianceOpp  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

Leadership Styles

S1: Directing Directing LeadersLeaders

S2: Coaching Coaching LeadersLeaders

S3: Supporting Supporting LeadersLeaders

S4: Delegating Delegating LeadersLeaders

Development Levels

D1: Low Low Competence, Competence, High High CommitmentCommitment

D2: Some Some Competence, Low Competence, Low CommitmentCommitment

D3: High High Competence, Competence, Variable Variable CommitmentCommitment

D4: High High Competence, Competence, High High CommitmentCommitment

Situational Leadership TheorySituational Leadership Theory

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 ModelIn 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, achievement-oriented leadership

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.

PATH GOAL THEORY

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’

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 autocratic style of leadership

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.

Leader May or may not have May or may not have

official appointment to official appointment to the positionthe position

Vested with power and Vested with power and authority by the groupauthority by the group

Influence others towards Influence others towards goal settinggoal setting

Interested in risk taking Interested in risk taking and exploring new ideasand exploring new ideas

Relates to people Relates to people personallypersonally

Feels rewarded by Feels rewarded by personal achievementpersonal achievement

May or may not be as May or may not be as successful managerssuccessful managers

Manager Officially appointed Vested with power and

authority by the organization

Implements predetermined goals, policies, rules and regulations

Measures the risks to be taken in line with the expected results

Relates to people accdg to their roles

Feels rewarded when accomplishing organizational missions or goals

Managers as long as the appointment holds

Leadership vs. Leadership vs. ManagementManagement

UNIT 2 - MANAGEMENT

AILYN B. PINEDA

The manipulation of people, The manipulation of people, the environment, money, time, and the environment, money, time, and

other resources to reach other resources to reach organizational goalsorganizational goals

To forecast and plan, to organize and to command, to coordinate, and to control (Fayol)

The creation of an internal The creation of an internal environment in an enterprise in environment in an enterprise in which individuals work together as a which individuals work together as a groupgroup

• 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 accomplish specific objectives

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.

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.

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

There is a necessity to apply science in the 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.

Taylor also forwarded specific principles of scientific management of human resources. These principles maybe presented as follows:

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 of his own initiative.

a. Formalityb. Low autonomyc. A climate of rules

& conventionalityd. Division of labore. Specializationf. Standardized

proceduresg. Written

specifications

h. Memoranda & minutes

i. Centralizationj. Controlsk. Emphasis on high

level of efficiency and production

( Swansburg, 1990 )

ADVANTAGES

1. Competent and responsible employees are produced.

2. Employees perform by uniform rules and conventions.

3. Employees are accountable to one manager who is in authority.

4. They maintain social distance with supervisor and clients.

5. Favoritism is reduced and impersonality is promoted.

6. Rewards and other incentives are provided to employees based on technical qualifications, seniority and achievement.

DISADVANTAGES

1. Complaints about red tape are frequently heard and experienced.

2. Procedural delays are observable.

3. General frustrations among employees and clients are inevitable.

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, 2003)

Achievement Salary

Recognition Supervision

Work Job Security

Responsibility Positive working conditions

Advancement Personal life

Possibility of growth Interpersonal relationships

Company policy

Status

Theory XTheory XAssumptions:Average person has

an inherent dislike of dislike of workwork

People must be must be coerced, controlled, coerced, controlled, directed, directed, threatened with threatened with punishmentpunishment

Average person prefers to be prefers to be directeddirected,, and wishes to avoid responsibility

Theory YTheory YPhysical and mental Physical and mental

effort are as natural as effort are as natural as play or restplay or rest

Man will exercise self-Man will exercise self-direction for objectives to direction for objectives to which he is committedwhich he is committed

CommitmentCommitment to to objectives isobjectives is a function of a function of rewardreward

Average personAverage person learns to learns to accept and seek accept and seek responsibilityresponsibility

Imagination and Imagination and creativity are widely creativity are widely distributed distributed

People's potentials are People's potentials are only partially utilizedonly partially utilized

Theory X and theory YTheory X and theory Y

Douglas McGregorDouglas McGregor

Expanded Theory Y to support democratic leadership

Seeks to establish a long-term Seeks to establish a long-term employment culture within the employment culture within the organizationorganization (job security, quality (job security, quality circles, strong bonds between circles, strong bonds between superiors & subordinates).superiors & subordinates).

Uses collective/ consensus decision collective/ consensus decision makingmaking as much as possible.

Characteristics of Type Z organizations Characteristics of Type Z organizations are as follows: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 decision making

g)Emphasis on individual responsibility

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.

1. 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.

2. Continuous improvement – TQM is a commitment to never being satisfied. Very good is not enough. Quality can be always improve.

3. 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.

4. 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 cause.

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