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MARDUWATI ISMAIL

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EIM PJ

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ENTREPRENEURIAL LEADERSHIP

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LEAD

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4th July 2015

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DEFINITION
Leadership is defined as the process of influencing others towards a goal.
INTRODUCTION:
From the traditional beurocratic organizational structures of the past, to the dramatically
reformed systems of health care of today, the resulting changes present many challenges to
nursing leadership. Our society is becoming more complex. Although change is not pervasive,
the pace of change is becoming more rapid. The challenges to leadership in nursing evolve from
reforms in health care and impact on the practice and work life of nurses. While many different
aspects are relevant, the issues are interrelated and influence leadership development. A
consistent theme is the need for strong nursing leadership, in order to address the challenges in
health care and achievement of quality out comes. Leadership does not mean dominating the
subordinates. The leaders job its get work done by other work done by other people, and make
people willingly want to accomplish something. So effective leadership means effective and
productive group performance. Leadership is the inspiration for decided response and getting
work done through others. Leader focus on purpose and doing the right thing. They are future
oriented changed by change and able to plan strategies and facilitate human potential. A leader
need good stress and time management to meet the challenges of leadership they need to use
good communication and decision making skills. Leaders needs to use their knowledge of
leadership theories help leaders to know how to adjust their leadership style to fits on different
situations Leaders focus on doing the right thing but may also be manage who help do the thing
right way.
LEADERSHIP
Origin of the word is from the word lead meaning to go Leader ship is the process of
influencing people to accomplish goals; that is, it is the ability to influence the behavior of
others, towards the achievement of a mutually established goal. Leadership is the art of getting
others to want to do something you are convinced should be done.
Leadership is management skills that focus on the development and employment of vision,
mission and strategy as well as the creation of a motivated work force.

Leadership is a style or a process whereby a person called a nurse leader will influence a group
of people known as the followers for the purpose of attaining a single goal or objective Leader is
made quite as much by conditions and by organizations and followers by any propensities which
they themselves have. And of course, least but not less, the characteristics upon the individual to
be a leader. There are couple of essential qualities for an individual to become a fine leader:
TYPE OF LEADERS:
a) Natural leader:
Here the person becomes the leader inspite of himself. He does not seek the goal, it is trusted
upon him by the group and by the tide of events. Eg. Abraham Lincon, Mahatma Gandhi
b) Charismatic leader:
Here the person is an authentic hero in the eyes of his followers for he can do no wrong.He/she
inspires people to make any sacrifice even their lives for the cause. Eg. Asoka, Akbar, Pandit
Jawaharlal Nehru etc.
c) Rational leader:
Here the person is consistent and persistent. Eg. Karl Marx, Lenin, Mao etc.
d) Consensus leader:
The leader is perceived as acceptable to all. He/she rises in the absence of the above three and
this leader is in a tenous position of walking a tight rope for existence. Eg. President of India,
Speakers, Members of the Parliament etc.
e) Leader by force:
Here the leaders power speaks through the nozzle of gun. He/she dominates others through fear.
He is ruthless in suppressing opposition. He does not reign as long as this type of leadership
contagions with in itself the seeds of its own destruction. Eg. Napolean, Hitler, Stalin etc.

ROLES OF A LEADER

Service provider

Team builder

Recourse manager

Decision maker and problem solver

Change agent

Clinical consultant

Mentor

1. Vitality and Endurance

Vitality and endurance as stated above does not indicate or equal to good health. There are many
Healthy people around who have as not much of vitality; the energy, alertness, spring, vigilance,
Dynamic qualities and perseverance. Conversely, there are some who is not that healthy and even
Suffering much who at least have greater endurance than normal people do. By and large, vitality
And endurance are fundamental qualities of leadership, though they may diminish before Leadership
capacity does.
In spite of the exemption, there are several reasons for these qualities to be fundamental. First of all they
both promote and permit the unremitting acquirement of exceptional experience and knowledge which in
general underlies extraordinary personal capacity for leadership. Moreover, vitality is always an element
in personal attractiveness or force which is a great aid to persuasiveness. It is sometimes even a
compelling characteristic. Thus few can be unaffected by the violent energy with the endurance of
Franklin D. Roosevelt in the campaign. The third reason for the importance of vitality and endurance is
that leadership often involves prolonged periods of work and extreme tension without relief, when failure
to endure may mean permanent inability to lead. To maintain confidence depends partly on uninterrupted
leadership.

2. Decisiveness
Decisiveness is the element of crucial importance in all leadership, and all formal organization heavily
relies upon it. Ability to make decisions is the characteristics of leaders that shall be noted the most. [it
depends on a propensity or willingness to decide and a capacity to do so. Neglecting the appearance or
mannerism of being decisive often lead to negative outcome such as frequently misleading, implying an
improper understanding and use of authority, and also undermining confidence. For present purposes
decisiveness needs to be considered in both its positive and negative aspects. In the good side, decision is
necessary to get the right things done at the right time and to prevent erroneous action. While negatively,
failure to decide undoubtedly creates an exceedingly destructive condition in organized effort.
3. Persuasiveness
The fundamental importance of persuasiveness already mentioned in the earlier part. Apart from that,
persuasiveness also refer to the ability in the individual to persuade and the propensity to do so. Just what
these qualities are defies description; but without them all other qualities may become ineffective. These
other qualities seem to be involved, yet not to be equivalent. In addition, persuasiveness appears often to
involve or utilize talents, such as that of effective public speaking or of exposition or special physical
skills or even extraordinary physique; and many more. The relation of specific talents to leadership cannot
usefully consider further. But at least we state that persuasiveness involves a sense or understanding of
the point of view, the interests, and the conditions of those to be persuaded.
4. Responsibility
Responsibility stated here is define as an emotional condition that gives an individual a sense of acute
dissatisfaction because of failure to do what he feels he is morally bound to do or because of doing what
he thinks he is morally bound not to do in particular concrete situations. Such dissatisfaction he will
avoid: and therefore his behavior, if he is "responsible" and if his beliefs or sense of what is right are
known can be approximately relied upon. That this stability of behavior is important to leadership from
several points of view will be recognized without difficulty; but it is especially so from that of those who
follow*.. Capricious and irresponsible leader is unlikely to be successful-

5. Significance
A leaderless organization is like a body without a head. Work forces need the leadership of skilled and
experienced individuals to provide guidance and a common goal for all employees to follow. Leaders are
invaluable when it comes to formulating and communicating new strategic directions, as well as
conversing with and encouraging employees to increase devotion towards organizational aims.
6. Functions
Business leaders sets a range of important functions in their organizations. Leaders are responsible for
training employees to perform their tasks effectively, as well as supervising the actual completion of those
tasks on a regular basis. Leaders must inspire employees to get excited about the company and their work,
pushing them to excel and helping them along the way. Leaders are also tasked with protecting the
employees under their supervision from internal and external threats, including everything from political
backstabbing to physical security.
7. Types
Different leaders employ different leadership styles. Leaders with a command and control style Formulate
ideas on their own and dictate actions to their employees. Collaborative leaders come up with ideas with
the assistance of employees from all levels of the organization, leveraging employees' creativity to boost
company performance. Facilitative leaders delegate almost all productive tasks to subordinates, and focus
on providing their employees with everything they need to excel in their jobs. Business owners'
leadership styles are extremely important in crafting company culture.
8. Delegation
Delegation, the act of assigning productive tasks to subordinates, is vital to success as a business Leader.
More important than delegating individual tasks. However, is the ability to delegate authority and develop
leaders for the future Assigning tasks is a basic management activity; assigning responsibility for figuring
out how to accomplish objectives takes management to the next level. It is important to develop leaders to
partner with you in the future as your business grows; this can greatly increase employee satisfaction and
loyalty as well.
9. Considerations
Leaders and leadership styles may need to be changed to suit specific situations. A new CEO in an
established company, for example, may benefit from altering his leadership style to be more in line with

the culture of his new company. Top executives themselves may need to be switched out from time to
time if a company's performance.

LEADERSHIP
Origin of the word is from the word lead meaning to go Leader ship is the process of
influencing people to accomplish goals; that is, it is the ability to influence the behavior of
others, towards the achievement of a mutually established goal. Leadership is the art of getting
others to want to do something you are convinced should be done. Leadership is management
skills that focus on the development and employment of vision, mission and strategy as well as
the creation of a motivated work force. Leadership is a style or a process whereby a person called
a nurse leader will influence a group of people known as the followers for the purpose of
attaining a single goal or objective.

LEADERSHIP THEORIES
HISTORICAL DEVELOPMENT OF LEADERSHIP THEORY because strong management
skills are historically valued more than strong leadership skills, the scientific study of leadership
did not begin until the 20th century. Early works focused on the broad conceptualization of
leadership, such as the traits or behaviors of the leader. Contemporary research focuses more on
leadership as a process of influencing others within an organizational culture and the interactive
relationship of the leader and the follower. To better understand the newer views about
leadership, it is necessary to look at how leadership theory has evolved over the last century.

THE TRAIT THEORY:

This theory attempts to classify what personality characteristics such a s physical, personality
and mental are associated with leadership success. Trait theory has a belief that leaders are born
with certain qualities that determine leadership ability and success and relies on research that
relates various traits to the success of a leader. A broad classification of six categories of traits
are as follows.
1. Physical characteristics of a leader such as age, height, weight etc.
2. Background characteristics such as education, social status, mobility and experience.
3. Intelligence ability, judgement, knowledge.4.Personality, aggressiveness, alertness,
dominance, enthusiasm, extroversion, independence, self-confidence, authoritarianism.
5. Task oriented characteristics- achievement need, responsibility, imitativeness, persistence
6. Social characteristics supervisory ability, co-cooperativeness, popularity, prestige, tact,
diplomacy. According to this theory, the leader is gifted with or develops certain physical,
intellectual, or personality characteristics.
THE GREAT MAN THEORY (1900-1940):
The Great Man Theory and trait theories were the basis for most of the leadership research until
the mid-1940s. Focuses on certain characteristics of the leader until mid-1940s, the trait theory
was the basis for leadership research. Early work in this area maintained that traits are inherited,
but later theories suggest that traits could be obtained through learning and experiences. The
Great Man theory, from Aristotelian philosophy, asserts what some people are born to lead
whereas others are born to be led. It also suggests that great leaders will arise when the situation
demands it.
Trait theories assumes that some people have certain characteristics or personality traits make
them better leaders than others. To determine the traits that distinguish great leaders, researchers
studied the lives of prominent people throughout history. The effect of followers and the impact
of the situation were ignored. Contemporary opponents of these theories argue, however that
leadership skills can be developed, not just inherited. In the trait approach, theorists have sought

to understand leadership by examining the characteristics of leaders. The trait list has generated
multiple lists of traits proposed to be essential for leadership. Researchers identified the
leadership traits as; energy, drive, enthusiasm, ambition, aggressiveness, decisiveness, selfassurance, friendliness, affection, honesty, fairness, loyalty, dependability, technical mastery
teaching skills. Later researches arrived at some common leadership traits.
They are;
Intelligence: leaders need to be more intelligent than the group.
Initiative: leaders must be initiative and have the ability to perceive and start courses of acting
which are not considered by others.
Creative: creativity is an asset, having originality; the ability to think of new solutions to
problems and ideas of new ways to be productive is helpful for a leader.
Emotional maturity with integrity: Emotional maturity is very much essential trait of a leader.
Other trait is persistence dependability and objectivity. Mature leaders do what they say and are
consistent in their action which is referred to integrity.
Communication: Communication skills are important. The leader needs to understand others
speak and write clearly.
Persuasion: Communication is used by leaders to gain the consent of followers .The leader
makes suggestions, supply supportive data, ask penetrating or exploring questions, make
compromise and request action to persuade others.

CHARISMATIC THEORY: People may be leaders because they are charismatic, but relatively
little is known about this intangible characteristics. What constitutes charisma? It is an
inspirational quality possessed by some people that makes others feel better in their presence.
The charismatic leader inspires others by obtaining emotional commitment from followers and

by arousing strong feelings of loyalty and enthusiasm. Under charismatic leadership, one may
overcome obstacles not thought possible. However, because charisma is so elusive, some may
sense it while others do not.
SITUATIONAL THEORY:
Situational theories become popular during 1950s. The idea that leadership style should vary
according to the situation or the individuals involved was first suggested almost 100 years ago by
Mary Parker Follett, one of the earliest management consultants and among the first to view an
organization as a social system of contingencies. Situational theories focuses on the frequency of
the observed behaviors to make predictions. The leader observes abilities and motives in the
followers. One choice of a leader has is to alter his or her own behavior and the leadership style
used. A leader would choose to alter his or her behavior and style. Among the variables that
determine the effectiveness of leadership such as;
The personality of a leader
The performance requirements of both the leader and followers
The degree of interpersonal contact possible

 Time pressures
Physical environment
Organizational structure
The nature of the organization
The state of the organizations development
The influence of the leader outside the group a person may be a leader in one situation and a
follower in other situations, because the types of leadership required depends on the situation. A
leader would choose his or her behavior and style if the needs and motives of the followers
varied. Personal flexibility and leadership skills are needed to vary ones style when the
followers needs and motives are different. The ability to diagnose, choose and alter behavior to
implement a leadership style best matched to the situation is a critical skill needed for effective
leadership. Thus no, one leadership is optimal in all situations. The nature of the situation need to
be considered. Styles can be chosen to match the situation.
Important Features of Situational Leadership:
Situational leadership is new addition to the existing styles of leadership.
An ideal leader (according to this theory) studies the overall situation, draws conclusions and
adopts the leadership style which is most appropriate to the prevailing situation. This is the
essence of situational leadership theory.
The best leadership style according to this theory is situational.
An ideal leader is one who can adjust his style of functioning as per the situation within which
he has to operate. This means the internal and external environment to the enterprise.
A leader may act as a dictator at one time and also as a democratic leader on some other
occasion. A good leader is one who studies the situation around him and adopts the most suitable
leadership style.
A situational leadership is a combination of all types of leadership.

 A situational leader knows different leadership styles but selects one particular style, which is
most, appropriate to a given situation/environment
A leader may act as a dictator at one time and also as a democratic leader on some other
occasion. A good leader is one who studies the situation around him and adopts the most suitable
leadership style.
A situational leader adopts flexible approach in his style of functioning. This makes his
leadership effective and result-oriented. A situational leader knows when to use autocratic style
and when to use democratic style. He makes corresponding adjustment in his style. This makes
him effective/successful as a leader
Merits of Situational Leadership:
The situational leadership theory is a practical one and is based on real facts of life.The best
leadership style is situational.
The situational theory has universal acceptance.
It focuses attention not on the personality of the leader, but on the personality of the
Organization as a whole.
The situational leadership theory is flexible and adaptable. It can operate in any style
(autocratic, democratic, etc.) as per the need of the situation.
Limitations of Situational Leadership.
In situational leadership, more importance is given to the situation and less to personal traits.
Leadership should involve both traits and situations. However, thetheory gives importance to
situation only.
The theory offers an incomplete explanation of the leadership process.
CONTIGENCY LEADRESHIP THEORY:
Fred Fielder introduced the contingency model of leadership in 1960s. He argued that a
leadership style will be effective or ineffective, dependent on the situation.

He identified three aspects of a situation that structures the leaders role.

1. Leader member relations
2. Task structure
3. Position power
Leader member relations involve the amount the amount of confidence and loyalty the followers
have in their leader. Task structure is high if it is easy to define and measure a task. The structure
is low if it is difficult to define the task and to measure progress towards its completion. Fielder
used four criteria to determine the degree of task structure.
1. Goal clarity and goal understood by the followers.
2. Extend to which a decision can be verified, know who is responsible for that.
3. Multiplicity of a goal paths, number of solutions.
4. Specificity of a solution: number of correct answers.
Technical nursing which focus on procedures may have numerous solutions involving human
relations and value judgments may have numerous solutions with no specific correct answer and
consequently have low task structure.
Position power refers to the authority inherent in a position the power to use the rewards and
punishments and the organizations support of ones decisions.
Directors of nursing, managers, and sometimes patient care coordinators have high position, or
be subjected to removal by peer group or subordinators.
Elected committee, chair persons, team leaders and staff nurses usually have low position power.
These theories suggest that the traits required of a leader differ according to varying situations.
Among the variables that determine the effectiveness of leadership such as;

PATH GOAL THEORY

Robert J House derived path-goal theory from expectancy theory.
The expectancy theory argues that the people act as they do because they expect their behavior
to produce satisfactory results.
In the path-goal relationship, the leader facilitates task accomplishment by minimizing
obstructions to the goals and by rewarding followers for completing their tasks.
The leader helps the staff to assess the needs, explore alternatives.
Helps them to make the most beneficial decisions
Rewards personal for task achievements.
Provides additional opportunities for satisfying goal accomplishments. The path-goal theory
intrinsically rests on the expectancy theory which states that an individual cognitively determines
his motivation based on amount of effort required, the rewards or returns of the effort and the
importance the individual gives to the rewards. Leaders who practiced structured activities have
more productive work groups and got higher performance evaluations from the superiors.
Structure includes planning, organizing, directing and controlling through activities such as
clarifying expectations, scheduling work, making assignments, determining procedures and
setting standards. Path-Goal theory defines the role of a leader as one who defines the goal and
lays down the path for the subordinate that facilitates completion of goal.
Clarifies the task scope, boundaries and the process.

Clarifies the task scope, boundaries and the process.

Clarifies the role and responsibilities of the subordinates.

Clarifies the criteria on which both the task success and subordinates accomplishments
will be Judged.

Provides Guidance and coaching

Removes obstacles that might affect the task completion.

 Provide psychological support and rewards as way to complement the work environment.

Components of Path-Goal Leadership:

Leadership Style

Subordinate Preference

Task Structure Here are 4 types of leadership behaviors as per the path-goal theory of
leadership which effective project leaders use time to time knowingly or unknowingly.

Achievement-oriented

Leadership
Such project leaders set challenging goals, expects them to perform at highest level, Shows
confidence in their ability to meet the expectation.
Directive Leadership Such project leaders let followers know what is expected and tells them
how to perform their tasks.
Participative Leadership Such project leaders consult the followers, asks for their suggestions
before making a decision.
Supportive Leadership Such project leaders are friendly and approachable and shows concern
for the followers wellbeing.
Strengths of Path-Goal:
It is the first attempt to provide an expanded framework which combines the previous works of
situational, contingent leadership and expectancy theory.
It is also the first theory to emphasize the importance of motivational factors from the
subordinate perspective.
It defines very practical and clear roles for a leader.

Criticism of Path-Goal:
It is very complex theory since it considers more parameters and requires analysis of those
parameters to effectively choose leadership style.
It is challenging to evaluate and analyze various components of the theory in real
organizational situations.
It is also criticized for placing a great deal of responsibilities on the leader and less on the
subordinates, thus it might make the subordinates more dependent on leadership and inhibit their
independent growth.
TRANSACTIONAL LEADERSHIP:
Transactional leadership focuses on management tasks and trade-offs to meet the goals. It is an
exchange posture that identifies the needs of followers and provides rewards to meet these needs
in exchange for expected performance. It is a contract for mutual benefits that has contingent
rewards. The leader or manager is a care taker who sets goals for employees, focuses on day-today operations, and uses management by exception. It is a competitive, task focused approach
that takes place in the hierarchy. It tends to maintain the status quothrough policies, procedures
routinized performances, self-interest and interpersonal dependence. Burns (1978) said that
transactional leadership occurs when the leader takes the initiative in contacting others for the
exchange of valued things. Therefore transactional leadership is comparable to a bargain or
contract for mutual benefits that aids the individual differences of both the leader and the
follower. Key characteristics are contingent rewards and management by exception. Expected
effort and expected performance are the outcomes. The transactional leader works within the
existing organizational culture and is an essential component of effective leadership.Eg. In
Nursing, exchange of salary for the services of a nurse to provide care.

CONTEMPORARY THEORY:
TRANSFORMATONAL LEADER: A transformational leader is defined as a leader who
motivates followers to perform their full potential over time by influencing a change in
perceptions and by providing a sense of direction. They use charisma, individualized
consideration and individual stimulation to produce greater effort, effectiveness and satisfaction
in followers. Transformational leadership occurs when person engages with others to higher
levels f motivation and ethical decision making. Instead of emphasizing difference between the
leader and followers, transformational leadership focuses on collective purpose and mutual
growth and development. This type of leadership is used for higher order change and to change
the organizations culture.
41. Eg. In Nursing, magnet Hospitals where the nursing organizations facilitates the bestefforts in their staff. Transformational leadership I a concept that is useful and applicable to
nursing. Organizations with a transformational leader would exhibit characteristics such as pride
and satisfaction in term of work, enthusiasm, team spirit, a sense of accomplishment, and
satisfaction. Factors underlying the effectiveness o transformational leadership; Individual
consideration Charisma Intellectual stimulation Transformational leadership qualities appear to
be better suited to the work of professionals.
BEHAVIOURAL THEORIES (1940-1980)
During the human relations era, many behavioral and social scientists studying management also
studied leadership. As leadership theory developed, researchers moved away from studying ehat
traits the leader had and placed emphasis on what he or she did the leaders style of leadership.
A major breakthrough occurred when Lewin (1951) and White and Lippitt (1960) isolate
common leadership styles. The four styles of leadership based on the behavioral theory.
According to the theory, a leader behaves according to the role expectations of the group. This
theorists believe that leadership style, like other behaviors can be learned. Regulated and
developed. The effectiveness of each leadership style depends upon the situation. As the
situation changes, the effective manager adapts by changing leadership behavior.

HUMAN RELATIONS THEORY:

This theory was developed by Elton Mayo and Fritz Roethlisberger after conducting series of
studies from 1924 to 1932 at how throne Western electric plan, Chicago to test several
assumption of scientific management. They believe that real power centers within the
organization are the interpersonal relationship established within the wok organization these
studies aimed at finding out if changes in illumination, rest period and lunch breaks can affect
the productivity of the workers. It was found that less light, shorter and fewer rest periods and
shorter lunch breaks resulted in increased productivity. Increased in productivity was attributed
to the attitude of the workers towards each other and their feeling of togetherness. In addition
attention paid to the workers by researcher made them feel important which resulted in
improvement in their work performance. It suggest that organization should be developed around
human relationship including those between leaders, managers and employees. These finding of
the study concluded that a leader not only should plan, decide, organize and lead and control but
also consider the human element.
Mc GREGOR THEORY
: Douglas Mc Gregory (1960) categorized leadership style into two categories in his theory, ie.
Theory X and theory Y., having two different beliefs and assumptions about subordinates.
Manager, who believes in theory X and assumes that people inherently dislike work and will
avoid it when possible and the average individual prefers to be directed, wants to avoid
responsibility and is more interested in financial incentives than personal achievement. Therefore
the style of leadership exercises strong controls and directions and wherever necessary punish
people if they do not do the work of people do the work as desired, they may even get monetary
or other rewards. In contrast to the theory X, the theory Y provides a more accurate assessment
of human nature, one that encourages workers to develop their full potential. This theory Y
assumes that employees can enjoy physical and mental work just as they enjoy play and rest.
Employees are capable of self-motivation and job satisfaction, if they are happy in the
organization and committed to its goals. Under proper condition the average person learns both
to seek and accept responsibility. The capacity to apply creativity in solving organizational
problems is widely, not narrowly distribute d among the workers. Theory Leader assumes that
people will work hard and assume responsibility if they can satisfy their personal needs and the

objectives or goals of their organizations. It is suggested that theory Y organization will satisfy
higher human needs, resulting in greater employee responsibility and in turn, higher productivity.
An effective leader need to examine carefully his own ideas about the motivation and behavior
of the subordinates and others, as well as situation, before adapting any particular leadership.
45. Difference between managers and leaders:
Leaders and Managers Do
Managers Leaders
Working in the system Working on the system react Create opportunities control risks Seek
opportunities Enforce organizational rules Change organizational rule seek and then follow
direction Provide avisionto believe in and strategic alignment Control people by pushing them in
the right direction Motivate people by satisfying basic human needs
46. Coordinate effort inspire achievement and energize people Provide instructions Coach
followers, create self-leaders, and empower them
The manager administers; the leader innovates.
The manager maintains; the leader develops.
The manager accepts reality; the leader investigates it.
The manager focuses on systems and structures; the leader focuses on people.
The manager relies on control; the leader inspires trust.
The manager has a short-range view; the leader has a long-range perspective.
The manager asks how and when; the leader asks what and why.
The manager has his or her eye always on the bottom line; the leader has his or her eye on the
horizon.
The manager imitates; the leader originates.

 The manager accepts the status quo; the leader challenges it.
The manager is the classic good soldier; the leader is his or her own person.
Conclusion:
In examining leadership, it is clear that it is essential in influencing people to accomplish their
goals. It is a social relationship in which one party has greater ability to influence the behavior of
another. The style of leadership depends upon the type of power, relationship, profession, human
relations etc. there is no any type of leadership that dominates the other. While examining
leadership and management, it becomes clear that these two concepts are having a symbolic or
synergistic relationship. Every nurse is a leader and manager at some level, and the nursing role
requires leadership and management skills.
Source/ Bibliography:
1. Bessie. L Marquis, Carol. J Huston. Leadership Roles And Management Functions In
Nursing. Lippincott Williams And Wilkins. 6th Edition.2009.P:37-45
2. Janice Ridder Ellis, Celia Love Hartley. Nursing In Todays World. Trends, Issues And
Management. Lippincott Williams And Wilkins. 9th Edition. 2008.P: 475-486
3. Diane L Huber. Leadership And Nursing Care Management. Elsevier Publications. 3rd
Edition. 2000. P: 4-29
4. B T Basvanthappa. Nursing Administration. Jaypee Publications. 1st Edition,2007. P:
112-119
5. Russell C Swansburg, Richard J Swansburg. Introductory Management And Leadership
Fornurses. Jones And Barlett Publications. 2 nd Edition, 1998. P:456-476
6. Barbara Cerry, Susan K Jacob. Textbook Of Contemporary Nursing. Mosbys
Publications. 2ndEdition. P: 302-324
7. Sovenier 2010. XXIII TNAI Binneal Conference. P: 65-688.www.scribd
.com9.www.currentnursing.com10.http://people.leadership.co.in
8. www.scribd .com
9. www.currentnursing.com
10. http://people.leadership.co.in

Source: http://www.brainyquote.com/quotes/authors/m/mahatma_gandhi.html