Nursing Leadership Lecture

NURSING LEADERSHIP NCM 105 Madeline N. Gerzon, RN, MM Clinical Instructor

WHO IS YOU FAVORITE LEADER?

DO YOU KNOW THEM?

DO YOU KNOW THEM?

WHO ARE THE NURSING LEADERS THAT YOU KNOW?

NURSING LEADERS

What is your personal definition of Leadership?

DEFINITION OF LEADERSHIP  Leadership

is commonly defined as a process of influence whereby the leader influences others toward goal achievement

 Some

researchers – people endowed with authority are leaders 11

DEFINITION OF LEADERSHIP  Leadership

is a force that creates a capacity among a group of people to do something that is different or better

 Leadership

– what leaders do; the process of influencing a group to achieve goals

LEADERSHIP  The

process of influencing people to accomplish goals

 Leaders

innovate

 Leaders

focus on people

 Leaders

inspire thru personal trustworthiness & self-confidence

 Leaders

communicate a vision that turns self-interest into commitment to the job

LEADERS 

Use a wide variety of interpersonal skills to influence others to accomplish a specific goal



Have the capacity to earn and hold trust



Must be personally authentic and accountable



Must possess enthusiasm, energy, and commitment

FORMAL AND INFORMAL LEADERSHIP Formal 

leadership

is based on occupying a position in an organization, called assigned leadership

Informal 

leadership

occurs when an individual demonstrates leadership outside the scope of a formal leadership role or as a member of a group, rather than as the head or leader of the group. The informal leader can be considered to emerge as a leader when accepted by others and perceived to have influence. 17

What makes a person a leader?

LEADERSHIP THEORIES

EVOLUTION OF LEADERSHIP THEORY

Leadership theory is an evolving field; while these highlight the most common theories of the last century, more theories continue to be researched in the elusive search for a definitive understanding of leadership. More recent leadership theories are discussed on the following slides.

GREAT MAN AND TRAIT THEORIES 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

GREAT MAN AND TRAIT THEORIES 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

GREAT MAN AND TRAIT THEORIES  Contemporary

theories said that leadership is a skill and can be developed  Not inborn

BEHAVIORAL THEORIES  Pattern

of actions used by different individuals determines leadership potential  McGregor et al moved away from studying the traits of leadership… situation

BEHAVIORAL THEORIES  Lewin,

White and Lippit isolated common leadership styles Autocratic,

democratic and laissez-faire

CHARACTERISTICS OF AUTHORITARIAN  Strong

control over work group  Others are motivated by coercion  Others are directed with commands  Communication flows downward  Decision making does not involve others  Emphasis is on difference in status 

RESULTS OF AUTHORITARIAN  Results

in well-defined group

actions  Results are predictable = reduce frustration in work group  Productivity is usually high  Creativity, self-motivation and autonomy are low  Useful in crisis situation  Common in large bureaucratic system

CHARACTERISTIC OF DEMOCRATIC  Less

control is maintained  Economic and ego awards are used to motivate  Others are directed through suggestions and guidance  Communication flows up and down  Decision making involves others  Emphasis is on “we” rather than “I” and “you”  Criticism is constructive

ADVANTAGES OF DEMOCRATIC  Appropriate

for groups that work together for extended periods  Promotes autonomy and growth of individual  Effective when cooperation and coordination are necessary  Takes time because of consultative process  Frustrating for those who want decisions made rapidly  Less efficient quantitatively

CHARACTERISTICS LAISSEZ-FAIRE  Permissiveness,

with little or no control  Motivation by support when requested by group  Provision of little or no direction  Communication upward and downward flow among members  Decision making dispersed throughout the group  Emphasis on the group  Criticism withheld

SITUATIONAL AND CONTINGENCY THEORIES  Leader

traits and/or leader behaviors are important aspects but must be taken in context. That is, the situation matters.

SITUATIONAL LEADERSHIP THEORY  No

single best way to lead  Focus on maturity or readiness of followers Ability

and willingness

SITUATIONAL LEADERSHIP THEORY  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”

SITUATIONAL LEADERSHIP

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

SITUATIONAL LEADERSHIP

Hersey and Blanchard  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 (HERSEY & BLANCHARD)

 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.

Blake & Mouton’s Management Grid  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

Blake & Mouton’s Management Grid  Five

(5) management styles are identified: Organizational

Man Management – adequate performance is accomplished by balancing staff morale and getting work done

Blake & Mouton’s Management Grid  Five

(5) management styles are identified: Authority Obedience – high concern for tasks and low concern for people Team

Management – high concern for both people and accomplishment of tacks

THE MANAGERIAL GRID BLAKE & MOUTON

9 -------------------------------------------------------------------------COUNTRY-CLUB TEAM (1,9)

CONCERN FOR PEOPLE

(9,9)

MIDDLE OF ROAD (5,5)

IMPOVERISHED 1

TASK

(1,1)

(9,1)

--------------------------------------------------------------------------1 9

CONCERN FOR PRODUCTION

The Major Leadership Grid Styles 1,1        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-compliance           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 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

FIEDLER’S LEADERSHIP CONTINGENCY THEORY  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

position power

relations, task structure,

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

PATH-GOAL THEORY Rooted

in Expectancy Theory Leader behaviors Directive Supportive Achievement-oriented Participative

PATH-GOAL THEORY OF LEADERSHIP SITUATIONAL FACTORS

Characteristics of subordinates Locus of control Experience Perceived ability

Characteristics of environment Task structure Formal authority system Work group

Path-Goal Leadership Styles  Directive  Supportive  Achievement-oriented  Participative

Path-Goal leadership Style

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

PATH-GOAL LEADERSHIP STYLES 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

SUPPORTIVE LEADERSHIP Reduce boredom Make job more tolerable

Increase the intrinsic valence of work

Increase effort

Supportive Leadership

Increase self-confidence Lower Anxiety

Increase effortperformance expectancy

DIRECTIVE LEADERSHIP Reduce role ambiguity

Directive Leadership

Increase size of incentives

Increase effortperformance expectancy

Increase outcome valences for task success

Strengthen reward Increase performancecontingencies reward expectancies

Increase subordinate effort

PATH-GOAL THEORY

Causal Variables Leader Behavior

Intervening Variables Subordinate expectations

Outcome Variables Subordinate effort and satisfaction

Situational Moderator Variables Characteristics of task and environment Characteristics of subordinates

NEW APPROACHES TO LEADERSHIP

CONTEMPORARY THEORIES OF LEADERSHIP

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 dayto-day operations termed as transactional leader

 Manager

who is committed, has a vision, and empowers others with vision is termed as transformational leader

TRANSFORMATIONAL LEADERSHIP  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 selfinterests  Requires trust and belief in the vision

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

TRANSFORMATIONAL LEADERSHIP Transformational Leadership •Idealized Influence •Inspiration •Intellectual stimulation

Broadening and elevating follower goals

Performance beyond expectations

•Individualized consideration

Transactional Leadership •Contingent reward •Management by exception (active or passive) •Laissez faire

Leader/follower exchange Agreed upon performance

Leadership Styles 

Transactional leadership



Transformational leadership

Transactional leadership •Contingent Reward •Management by Exception •Laissez Faire

Transformational leadership •Individualised consideration •Charisma •Inspiration •Intellectual stimulation

TRANSFORMATIONAL LEADERSHIP “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)

TRANSFORMATIONAL LEADERSHIP 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 

INTERACTIONAL LEADERSHIP THEORIES

Interactional theory  Leadership

behavior is determined by the relationship between the leader’s personality and the specific situation

INTERACTIONAL LEADERSHIP THEORIES

Schein (1970)  Human

as complex beings whose working environment was an open system to which they responded  System – objects, with relationships between the objects and its attributes

INTERACTIONAL LEADERSHIP THEORIES

Brandt (1994)  Leaders

develop work environment that fosters autonomy and creativity through valuing and empowering others  Affirms

uniqueness of individuals  Contribute unique talents to a common goal  Peter

Drucker – leadership is a responsibility rather than a rank or

INTERACTIONAL LEADERSHIP THEORIES

Kanter (1989)  Title

and position authority were no longer sufficient to mold a workforce, subordinates are encouraged to think for themselves and instead managers must learn to work synergistically with others

LEADERSHIP

ROLES

 Guiding  Directing  Teaching  Motivating

for goal setting  Motivating for achievement

CHARACTERISTICS OF LEADERS

 Honesty

 Decisiveness

 Vision

 Risk-taking

 Competence

 Caring

 Communication

 Balance

 Motivation

 Humor

 Knowledge

 Self-awareness

CHARACTERISTICS OF LEADERS           

Intelligence Knowledge Judgment Decisiveness Oral fluency Emotional intelligence Independence Personable Adaptability Creativeness cooperativeness

   

       

Alertness Confidence Personal integrity Emotional balance and control Ability Able to enlist cooperator Interpersonal skills Tact Diplomacy Prestige Social participation Nonconformity