Leadership Leader person who influences and guides direction, opinion and course of action.

. Leadership  a process of influence  a point of polarization for group cooperation (Chapin)  a management skill that focuses on the development and deployment of vision, mission and strategy as well as the creation of a motivated workforce (Bitpipe)

Leadership Roles Decision maker Communicator Evaluator Facilitator Risk taker Mentor Energizer Coach Counselor

Leadership Roles
Teacher Critical thinker Buffer Advocate Visionary Forecaster Influencer Creative problem solver Change agent Diplomat Role model

Other characteristics of leaders: Leaders often do not have delegated authority but obtain their power through other means, such as influence. Leaders have a wider variety of roles than do managers. Leaders may or may not be part of the formal organization. Leaders focus on group process, information gathering, feedback and empowering others.

Other characteristics of leaders: Leaders emphasize interpersonal relationships. Leaders direct willing followers. Leaders have goals that may or may not reflect those of the organization.

Characteristics associated with Leadership Intelligence Knowledge Judgment Decisiveness Oral fluency Emotional intelligence Independence Personable Adaptability

Characteristics associated with Leadership Creativity Cooperativeness Alertness Self-confidence Personal integrity Emotional balance and control Ability Able to enlist cooperation Interpersonal skills

Characteristics associated with Leadership Tact Diplomacy Prestige Social participation

 Situational Theory Situational theories propose that leaders choose the best course of action based upon situational variable. Different styles of leadership may be more appropriate for certain types of decision-making.

Situational approaches to leadership: A. Hersey and Blanchard Tridimensional leadership effectiveness model predicts which leadership style is most appropriate in each situation based on the level of the followers maturity. As people mature, leadership style becomes less task focused and more relationship oriented.

Levels of maturity: M1 person is unwilling and unable to perform the job. M2- person is unable but willing to perform the job. M3 person is able but unwilling to perform the job. M4 person is able and willing to perform the job.

9. Charismatic Theory

According to House, leaders who have charisma (leadership qualities that inspire follower s allegiance and devotion) are able to make emotional connection with their followers, display enormous self-confidence and are able to get others to have confidence in them.

10. Motivational Theories

Sometimes called process theories because they are designed to do more than just explain behavior. 4 key motivational theories: A. Reinforcement theory B. Expectancy theory C. Equity theory D. Goal setting theory

11. Wheatleys new leadership concept

Developed by Margaret Wheatley, the organization is a living entity whose different parts are interdependent on each other for the entire organization to thrive.

Kinds of influence: 1. Assertiveness 2. Ingratiation 3. Rationality

4. 5. 6. 7. 8. Blocking Coalition Sanction Exchange Upward appeal

Efficient leadership

The ability to maximize time and use of resources in achieving organizational objectives which will yield maximum output. It is doing things right the first time. It is more concerned with the 7 M s

The 7 Ms 1. money 2. men 3. machine 4. materials 5. method 6. moment 7. manager as gauge to accomplish task as expected

Effective leadership

The ability to determine appropriate objectives for the group or organization to ensure appropriate and accurate results. Concern with output or results of performance. It is doing the right thing at the right time.

Types of followers adapted from Kellerman:

1. 2. 3. 4. 5. Alienated Sheep Yes people Survivors Effective followers 4 essential qualities of effective followers: self-management commitment competence courage

Management

 The process of leading and directing all part of an organization, often a business, through the deployment and manipulation of resources.  The act, manner or practice of managing, handling, supervision or control is another description of management.

 The attainment of organizational goals in an effective and efficient manner through Planning, Organizing, Leading, and Controlling organizational resources. According to Mary Parker Follett management is the art of getting things done through people

Managers then typically:

 Have an assigned position within the formal

organization.  Have a legitimate source of power due to the delegated authority that accompanies their position.  Are expected to carry out specific functions, duties and responsibilities.

 Emphasize control, decision making, decision analysis and results.  Manipulate people, the environment, money, time and other resources to achieve organizational goals.  Have a greater formal responsibility and accountability for rationality and control than leaders.  Direct willing and unwilling subordinates

Management Theories: A. Scientific Management  Established by a mechanical engineer Frederick Taylor, the Father of scientific management .  Postulated that if workers could be taught the one best way to accomplish a task , productivity would increase.

4 Overriding principles of scientific management: 1. Traditional rule of thumb means organizing work must be replaced with scientific methods. 2. A scientific personnel system be established so that workers can be hired, trained and promoted based on their technical competence and abilities.

3. Workers would be able to view how they fit into the organization and how they contribute to overall organizational productivity. 4. The relationship between managers and workers should be cooperative and interdependent and the work should be shared equally.

B. Bureaucratic Organizations
 Developed by a German sociologist, Max Weber, studied large-scale organizations to determine what made some workers more efficient than others. C. Management Functions  Developed by a French mining engineer Henri Fayol, the Father of Modern Management .  Identified the management functions of planning, organization, command, coordination and control.

4. Activities of Management
 Luther Gulick, expanded on Fayol s

management functions.  Introduced the 7 activities of management as denoted by mnemonic POSDCORB.

POSDCORB P Planning O Organizing S staffing D Directing CO Coordinating R Reporting B Budgeting

5. Human Relations Management

 Human relation era developed the concepts of

participatory and humanistic management, emphasizing people rather than machines. A. Participative management or Participative decision making  Suggested by Mary Parker Follett, believes that managers should have authority with, rather than over, employees.

B. Hawthorne effect

 The studies, conducted by Elton Mayo and his Harvard associates.  Indicated that people respond to the act that they are being studied, attempting to increase whatever behavior they fell will continue to warrant the attention.

C. Theory X and Theory Y

 Reinforced by Douglas Mc Gregor, that the managerial attitude about employees can be directly correlated with employees satisfaction.  Theory X employees: avoid work if possible dislike work must be directed have little ambition avoid responsibility

need threats to be motivated need close supervision are motivated by rewards and punishments  Theory Y employees: like and enjoy work are self-directed seek responsibility are imaginative and creative have underutilized intellectual capacity need only general supervision are encouraged to participate in problem solving

D. Employee Participation Chris Argyris stressed the need for flexibility within the organization and employee participation in decision-making. 6. Motivational theory  Emphasized that worker output was best when workers were treated humanely.  Most well-known motivation theories:

A. Maslow s hierarchy of needs  Stated that people are motivated to satisfy certain needs, ranging from basic survival to complex psychological needs. B. Skinner s operant conditioning and behavior modification  People can be conditioned to behave in a certain way based on a consistent reward or punishment system.

C. Herzberg s hygiene or maintenance factors  Maintained that motivators or job satisfiers are present in the work itself and encourage people to want to work and to do that work. D. Vroom s expectancy model  People s expectations about their environment or a certain event will influence their behavior. E. McClelland s studies  Motivated by 3 basic needs: achievement, affiliation and power.

F. Gellerman s stretching  To energize people to enjoy the beauty of pushing themselves beyond what they think they can do. G. McGregor s Theory X and Theory Y  Shows the importance of manager s assumptions about workers on the intrinsic motivation of the workers.

H. Ouchi s Theory Z  The best way to motivate is through collective decision-making, long- term job security, use of quality circles and humanistic management style. I. Theory M  For management, people are motivated to work highly complex factors that maybe biological, psychosocial, social or economic.

7. Total Quality Management (TQM)  Emphasizes doing the right thing for customers and the end result of this method is to satisfy customer.  Japanese criteria of TQM: 1. monetary incentives for workers 2. things will work out as they are supposed to 3. user s feedback as basis for product improvement 4. things should have aesthetic quality

8. Management By Objectives (MBO)  A process of agreeing upon objectives within an organization so that management and employees agree to the objectives and understand what they are. Principles of Management According to Fayol: 1. Division of work 2. Authority 3. Discipline 4. Unity of command 5. Unity of direction 6. Remuneration

7. Subordination of individual interests to the general interest 8. Centralization 9. Decentralization 10. Scalar chain 11. Order 12. Equity & justice 13. Stability of tenure 14. Initiative 15. Esprit de corps

Nursing Management  A set of activities with a group of people which involves managerial functions.  Is establishing vision and goals, communicating and guiding others in accomplishing these vision and goals.  Is facilitative, participative and empowering others on how visions and goals are established and carried out.

General Principles of Nursing Management: 1. Is planning 2. Is the effective use of time 3. Is decision-making 4. Meeting patient s nursing care needs is the business of the NM 5. Is the formulation and achievement of social goals 6. Is organizing 7. Is the active organ of the division of nursing, of the organization and of the society in which it functions

8. Denotes a function, social position or rank, a discipline and a field of study. 9. Organizational cultures reflect values and beliefs 10. Is directing and leading 11. A well-managed division of nursing motivates employees to perform satisfactorily 12. Is efficient communication 13. Is controlling and evaluating

Comparison of Leadership and Management

Leadership Management

Motto Challenge Focus Time frame Methods Questions

Do the right things Change Purposes Future Strategies Why?

Do things right Continuity Structures and procedures Present Schedules Who, what, when, where and how? Destinations Performance

Outcomes Human

Journeys Potential

1. 2. 3.

Vision used to describe future goals or aims of an organization. Purpose or Mission brief statement identifying the reason that an organization exists. Philosophy delineates the set of values and beliefs that guide all the actions of the organization; can be found in policy manuals at the institution or is available on request.

4. 5.

 6.

Goals the desired result toward which effort is directed; measurable and ambitious but realistic. Objectives motivate people to a specific end and are explicit, measurable, observable or retrievable and obtainable. Strategies identify how the organization will attain the vision. Policies are plans reduced to statements or instructions that direct organization in their decision-making; a statement of expectation that sets boundaries for action taking and decisionmaking.

Implied policies neither written nor expressed verbally, have usually developed over time and follow a precedent.  Expressed policies delineated verbally or in writing. 7. Procedures are plans that establish customary or acceptable ways of accomplishing a specific task and delineate a sequence of steps of required action. 8. Rules and regulation are plans that define specific action or non-action.