LEADERSHIP

&
MANAGEMENT

RALEEN R. CORTEZ, PHD

 Learning Objective:
• This module will provide the learners with
proper understanding on the concept of
nursing leadership and management, its
principles, theories and its importance in
the practice of nursing.
LEADERSHIP &
MANAGEMENT Learning Outcomes:
1.Discuss the major concepts in leadership
2.Explain the theories in leadership and the
relevant nursing management theories.
3.Apply leadership theories and principles
in nursing.
Conceptual
paradigm of
leadership
and
management
LEADERSHIP
• Is a social influence or a person’s ability to move other people to
act
• It is dynamic, interactive process that involves three
dimensions: the leader, the followers and the situation
• is commonly defined as a process of influence in which the
leader influences others toward goal achievement.
• Leadership is a force that creates a capacity among a group of
people to do something that is different or better
 LEADER

• L – LEAD, LOVE, LEARN

• E – ENTHUSIASTIC, ENERGETIC
• A – ASSERTIVE, ACHIEVER
• D – DEDICATED, DESIROUS (eager)
• E – EFFICIENT AND EFFECTIVE
• R – RESPONSIBLE, RESPECTFUL
Qualities/traits of leader

CORE TRAITS COMMON TRAITS

• A guiding vision- able to see a • Flexibility
picture of the desired future • Intelligence
• Passion- enthusiastic about future • Personality
possibilities
• Distinct abilities
• Integrity-possessing honesty and
• Self-confidence
maturity
• Desire to lead
• Curiosity and/or daring- able to take
a risks
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 to 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
• Is an instrumental part of leadership.
Kinds of Influence
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
AUTHORITY

• Represents the right to expect or

secure compliance
• Authority is backed by legitimacy
Forms of Authority

1. Lines Authority – direct supervisory authority from superior to

subordinate.
• Chain of command – is an unbroken line or reporting relationships that
extends through the entire organization.
• Unity of command – within the chain states that each person in an
organization should take orders from and reports to only one person.
• Span of control – refers to the number of employees that should be
placed under the direction of one leader-manager.
Forms of Authority (Cont.)
2. Staff
Authority – is more limited authority to advise. It is authority that is
based on expertise and usually involves advising line manager.
3. Team authority – is granted to committees or work teams involved in an
organization’s daily operations.
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.
• Is the final act in the establishment of
one’s credibility
• Flows upward in the organization.
Leader
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 but chosen by the
group itself.
• Chosen because of age, seniority, special
competence and inviting personality
• One plays a valuable role because his/her
behavior and influence are congruent with
the goals of the organization
Styles of Leadership
• Autocratic or Authoritarian
• Democratic or Participative
• Bureaucratic
• Laissez-Faire, Permissive or Free reign
• Transformational
Authoritarian leadership
• It ranges from very rigid to benevolent
• The leader functions with high concern for task accomplishment but low
concern for people who perform those tasks.
• The leader is exploitative and uses the efforts of workers to the best
possible advantage of the employer.
• Communications and activities occur in a closed system: managers
make all the work-related decisions and worker carry them out.
Authoritarian leadership
• The leader frequently exercises power, sometimes with coercion.
• The leader is firm, insistent, self-assured and dominating with or without
intent and keeps at the center and attention.
• The leader has little trust in workers and workers in turn fear the
manager.
Autocratic or Authoritarian Leadership
Style
Style: Leader Characteristics:
Decision is made WITHOUT ANY Concerns with TASK
FORM OF CONSULTATION ACCOMPLISHMENT rather than
relationships
Rely on threats and punishment to Uses DIRECTIVE behavior
influence employees
Do NOT TRUST subordinates Exercises POWER with COERSION
NO SUBORDINATE input Makes decisions ALONE
Expects RESPECT & OBEDIENCE
of staff
 Autocratic or Authoritarian Leadership
Style
INEFFECTIVE WHEN EFFECTIVE WHEN:
SUBORDINATES:
Become tense, fearful, or resentful Employees do not respond to any
other leadership style
Expect to have their opinions heard There is high-volume production

Have low morale, high turnover and There is limited time to make a
absenteeism and work stoppage decision
A manager’s power is challenged by
an employee
Democratic, Participative or Consultative
leadership
• It is people oriented, focusing attention on human aspects and building
effective work groups.
• Interaction between manager and personnel is open, friendly and
trusting.
• There is mutual responsiveness to meeting group goals, with work-
related decisions made by the group.
• It gives workers feelings of self-worth and importance.
Participative/Democratic Leadership Style

Leader Characteristics:
• Concerns with human relations &
teamwork
• Fosters open & two-way communication
• Recognizes and encourages
achievement
Bureaucratic Leadership Style
ST Y L E: L E A D E R C H A R A C T E R I ST I C S :

• Everything is done according to

procedure or policy

Exercises power Tends to relate

Manages “by
by exercising impersonally to
the book”
fixed rules staff
Permissive, Ultraliberal or Laissez-faire

Avoids responsibility by
Is opposite of the Wants everyone to feel
relinquishing power to
authoritarian leader. good
followers.

Not generally useful in the

Assumes that workers are highly structured
Permits followers to
ambitious, responsible, are healthcare delivery system
engage in managerial
dynamic, flexible, intelligent in which organization and
activities
and creative control form the baseline of
most operations.
Laissez Faire Leadership Style

• A.K.A. “hands-off”
• Little or no direction
• Followers have all freedom and authority
• Subordinates determine goals, make
decisions, and resolve problems on their
own.
Laissez Faire Leadership Style
EFFECTIVE WHEN
E M P LOY E E S A R E : I N E F F E CT I V E W H E N …
Highly skilled, experienced, and • It makes employees feel insecure at
educated. the unavailability of a manager.
• Leaders are ungrateful
Trustworthy

Utilizing outside experts, such as

staff specialists or consultants
Transformational Leadership

Transformational leadership is a leadership style where leaders inspire,

motivate, and encourage their followers to transcend their own self-
interests for the greater good of the organization or the community.

These leaders foster positive change by challenging the status quo and
promoting innovation.
 Charisma: Transformational leaders have a strong presence
and charisma that attracts and motivates followers.
Key
Characteristics of
Transformational Vision: They possess a clear and compelling vision for the
Leaders: future, inspiring others to follow and work towards achieving
common goals.

Intellectual Stimulation: Transformational leaders encourage

creativity and independent thinking among their followers.

Individualized Consideration: They care about their followers'

needs, provide support, and help them grow personally and
professionally.

Inspirational Motivation: They use emotional appeals and

persuasive communication to motivate and energize their
followers.
Evolution of Leadership Theory
 Great Man Theory Trait Theory

Nursing Behavioral Situational or

Contingency Theories
Theories – Kurt
Leadership Lewin, Robert R.
– Paul Hershey&
Kenneth Blanchard,
Blake
Theories Fred Fiedler

Contemporary
Approaches to
leadership
 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

The term “Great Man” was used because, at the time, leadership
was thought of primarily as a male quality, especially in terms of
military leadership

Aristotelian philosophy – some people are born to be leaders

while others to be led
Great man
 Assume that people inherit
extraordinary qualities and
traits that make them better
suited to leadership.
Trait
theory
There is an underlying
assumption that leaders are
born not made.
Trait theory
Common Traits of leaders

Negative Traits- take

Positive Traits- transcend
people to destruction.
their own traits to people
They are not able to grow
who will become positive
good leaders but followers
leaders themselves.
who go after each other.
Behavioral
Theory
1 3 4
2
Concerned with Based upon the
what leaders did Actions of the belief that ‘great Pattern of
and act than leaders and not leaders are actions used by
who the leader their mental made not born’ different
is. qualities or traits individuals
make them determines
leaders leadership
potential
 KURT LEWIN – proposed that workers’
BEHAVIORAL behavior is influenced by interactions
THEORIES between the personality, the structure
of the primary work group, and the
socio-technical climate of the
workplace(Miner, 2005)

Leadership styles – authoritarian,

democratic and laissez- faire

Developed the “Field Theory of Human

Behavior. Person's behavior consist of many
different interactions. He believed people to have
dynamic thoughts, forces, and emotions that
shifted their behavior to reflect their present state.
Kurt Lewin

• Proposed that change undergoes three stages:

1. Unfreezing – involved overcoming inertia and
dismantling the existing “mind set”.
2. Actual Change – a period of confusion and
transition. Old ways are being challenged but
there is no clear picture to replace them with yet
may be ready to accept new role.
3. Re-freezing – The new mindset is crystallizing and
one’s comfort level is returning to previous levels.
Robert
R. Blake Developed the Managerial Grid Model
and Jane which attempt to conceptualize
management in terms of relations and
Mouton leadership

Emphasize two key dimensions of

leadership: concern for task or
production on the horizontal axis and
concern for people on vertical axis.
 Situational or Contingency Theory

• Acknowledges that other factors in the environment

influence that outcomes as much as the leadership style
and leader effectiveness is contingent upon or depends
upon something other than the leader’s behavior.
• A Situation- is a set of values and attitudes with which
the individual or group must deal in a process of activity
and regarding which this activity is the solution of a
situation.
Paul Hershey and Kenneth
Blanchard’s situational theory
• address follower characteristics in relation to effective leader behavior.
• It considers the followers’ readiness as a factor in determining leadership
style.
• 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 that match development levels of
the followers.
 4 leadership style for a situation

03 04
01 02
Directing/Telling – Coaching/Selling Style- Supporting/Participatin Delegating style – should
groups with low match for a group with g – is the leadership be used a delegating
low to moderate style recommended for style with groups of
maturity, whose followers with high
members are unable maturity who are groups with moderate
unable but willing and to high maturity who maturity who are able
to or unwilling to confident and need are able but unwilling and ready to participate
participate. clear direction and or are unsure and who and can engage in the
supportive feedback to need support and task without direction or
support
get the task done. encouragement.
Fred Fiedler’s contingency theory
• Developed his theory on the premise that leaders’ personal
characteristics are stable, and so is the leadership style
• “Fiedler Contingency Model” views the pattern of leader’s behavior as
dependent upon the interaction of the personality of the leader and the
needs of the situation.
• He believed that there is no single approach that could provide an
adequate solution for the various management problems
Fielder’s Contingency Model
In this model leadership is effective when the leader’s style is
appropriate to the situation, as determined by three principal factors:
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 (leadership style).
PATH GOAL THEORY
Path-Goal
leadership
Style
 Addresses the leadership
functions necessary to
develop learning
Contemporary organizations.
Leadership
Theories
Include charismatic, and
transformational
Charismatic theory
• House (1971) develops this theory
• Charismatic leader has an inspirational quality that promotes an
emotional connection from followers.
Transformational leadership theory

This is based on the idea of

Burns defines as a process in
empowering others to
which “leaders and followers
engage in pursuing a
raise one another to higher
collective purpose by
levels of motivation and
working together to achieve
morality
a vision of a preferred future.
Burn’s two types of leaders

TR ANSACTIONAL LEADER T R A N S F O R M AT I O N A L L E A D E R

• Traditional manager concerned with • Are committed to a vision that

day-to-day operations. empowers other.
• Motivates other by behaving in
accordance with values, providing
vision that reflects mutual values
and empowering
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.
• The transformational Leadership style:
1. Promotes employee development
2. Attends to needs and motives of followers
3. Inspires through optimism, influences changes in perception
4. Provides intellectual stimulation and encourages follower creativity
5. Uses role modeling
6. Provides sense of direction and encourages self-management
Transactional Leadership style
• The leader motivates the follower by appealing to their own
self-interest.
• Its principles are to motivate by means of the exchange
process.
• It is a contract for mutual benefit that has contingent rewards.
 Four types of behavior in
Transactional leadership
1. Contingent Reward – to influence behavior, the leader clarifies the work needed to be
accomplished. The leader uses rewards or incentives to achieve results when expectations
are met.
2. Management by Exception (MBE)- To influence behavior, the leader uses correction or
punishment as a response to unacceptable performance from the accepted standard.
3. Active Management by exceptions – To influence behavior, the leader actively monitors the
work performed and uses corrective methods to ensure the work is completed to meet
accepted standards.
4. Laissez-Faire Leadership – The leader is indifferent and has a “hands-off approach toward
the workers and their performance. This leader ignores the needs of others, does not
respond to problems or does not monitor performance.
CONTEMPORARY THEORIES OF
LEADERSHIP
T R A N S F O R M AT I O N A L
TR ANSACTIONAL LEADER LEADER

• Focuses on management tasks • Identifies common values

• Is a caretaker • Is committed
• Uses trade-offs to meet goals • Inspires others with vision
• Does not identify shared values • Has long-term vision
• Examines causes • Looks at effects
• Uses contingency reward • Empowers others
MANAGEMENT
Management
• The manipulation of people, the
environment, money, time, and other
resources to reach organizational goals
• To forecast and plan, to organize and to
command, to coordinate, and to control
(Fayol)
• The creation of an internal environment
in an enterprise in which individuals
work together as a group
Management
• 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
Management Theories

THEORY OF
SCIENTIFIC HUMAN
BUREAUCRACY MOTIVATION –
MANAGEMENT RELATIONS
HYGIENE

THEORY X AND
THEORY Z TQM
THEORY Y
Scientific Management
• Refers to a type of management that
characterized and guided by the
application of scientific approaches to solve
managerial problems in the business &
industry.
FATHER OF SCIENTIFIC MANAGEMENT
Frederic W. Taylor (1856 – 1915)
• 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.
Principles of Scientific Management
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.

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.
Characteristics
of Bureaucracy
( MAX
WEBER )
1. Formality 8. Memoranda & minutes
2. Low autonomy 9. Centralization
3. A climate of rules & 10.Controls
conventionality 11.Emphasis on high level of
4. Division of labor efficiency and production
5. Specialization
6. Standardized procedures
7. Written specifications
 Bureaucracy
A D V A N TA G E S D I S A D V A N TA G E S
1. Competent and responsible employees are 1. Complaints about red tape are
produced. frequently heard and
2. Employees perform by uniform rules and experienced.
conventions. 2. Procedural delays are
3. Employees are accountable to one observable.
manager who is in authority. 3. General frustrations among
4. They maintain social distance with employees and clients are
supervisor and clients. inevitable.

5. Favoritism is reduced and impersonality is

promoted.
6. Rewards and other incentives are provided
to employees based on technical
qualifications, seniority and achievement.
Human Relations
• 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)
Hygiene Factors & Motivation Factors

H YG I E N I C FA C TO RS M O T I V AT I O N F A C T O R S

• Adequate salary • Satisfying meaningful work

• Appropriate supervision • Opportunities for advancement and
• Good interpersonal relations achievement

• Safe and tolerable working • Appropriate responsibilities

conditions • Adequate recognition
Douglas McGregor’s Theory X and Y

Developed the Human Developed two

Relations School of theories dubbed
Management. Theory X and Theory Y
Theory X and theory Y (Douglas McGregor)

THEORY X THEORY Y

Proposes that man: Under this theory, man:

1. Is lazy 1. Is responsible
2. Is unmotivated 2. Is creative
3. Is irresponsible 3. Is self-possessed
4. Is unintelligent 4. Has a good sense of self-direction
5. Dislikes work 5. Is a problem solver
William G. Ouchi’s Theory Z
• Japanese sociologist
• Expanded and enlarged Theory Y with a so-called Theory Z
• This humanistic nature focuses on findings better ways to motivate
people in order to increase worker satisfaction and therefore productivity.
• Ouchi expounded on the 7 basic criteria that characterized the Japanese
“Seven S”
Japanese’ “Seven S”

HARD “S” SOFT “S”

1. Superordinate goals 1. Staff

2. Strategy 2. Skills
3. Structure 3. Style
4. System
Elements of Theory
Z
1. Collective decision making
2. Long term employment
3. Slower but more predictable
promotions
4. Indirect supervision
5. Holistic concern for employees
Total Quality Management (TQM)
• Is a management approach for organization
• Centered on quality
• Based on the participation of all its members and aiming at long-term
success through customer satisfaction, and benefits to all members of
the organization
• Aimed at embedding awareness of quality in all organizational processes.
• For Japanese, the secret of success was the implementation of
systematic quality efforts to meet and exceed customer requirements
and expectations the FIRST TIME AND EVERYTIME.
Three Basic Principles of TQM:

Focus on achieving customer satisfaction

Seek continuous and long-term improvement in al the

organization’s processes and outputs

Take steps to ensure the full involvement of the entire work

force in improving quality
 Total – Involving the entire
organization, supply chain, and/or
product life cycle.

Three
Quality – With its usual definitions,
Paradigm with all its complexities.
of TQM
Management – The system of
managing with steps like Plan,
Organize, Control, Lead, Staff.
 KAIZEN – Focuses on “Continuous
Process Improvement”, to make
processes visible, repeatable and
In Japan, measurable.
TQM
ATARIMAE HINSHITSU- The idea that
comprises of “things will work as they are supposed
to” (for example, a pen will write).
4 process
steps, KANSEI – Examining the way the user
namely: applies the product leads to
improvement in the product itself.

MIRYOKUTEKI HINSHITSU – The idea

that “things should have an aesthetic
quality” (for example, a pen will write
in a way that is pleasing to the writer.
Thank you
for listening!