Leadership

By Hayaa NafaSupervised by

DrFatemah M BaddarPhDMScNBScN

Associate Prof Nursing Adminstration

ampEducation Dept

Objectivesbull Distinguish between

leadership and management

bull Discuss how all nurses can provide leadership in and for the profession

bull Distinguish between different types of leadership

bull Learn how to be an effective leader

Outlines

What is leadershipLeadership and managementLeadership rolesTypes of leadershipTransformational vs transactional leadership

Leadership goalsCharacteristics of an integrated leader-manager

Factors affecting leadership style

Introduction The need to develop nursing

leadership skills has never been greater as reform of health care is being addressed at national state and community levels Leadership skills also are necessary for team building at the organizational level Ensuring successful recruitment retaining a cohesive nursing staff and maintaining a high-quality practice depend on successful team building in which leadership is the cornerstone for its effectiveness

ldquoThe art of getting people to do what they really donrsquot want to do and donrsquot feel equipped to do against a timeline they donrsquot believe in with risks that scare them to achieve an objective they believe at the beginning to be impossiblerdquo

mdash Eric Gregory

LEADERSHIP TRUTHWe Praise Leaders Too

MuchWhen Organizations

Succeed and Blame Them Too

MuchWhen Organizations

Fail

LEADERSHIP

Process where by a person (leader) inspires (influence) a group of

individuals (led) to work together using appropriate means to achieve

common goals

bull Leadership is define as ldquothe ability to influence the beliefs

opinions and or behavior of others in order to accomplish the

task of a group or to achieve the goal of a group while at the

same time maintaining the integrity and morale of the group

bull The Leader is a person who interprets and suggests the goal for

which a group is working and who encourages and directs

participation of others toward effective achievement of this goal

The Meaning of Leadership

The Meaning of Leadership

As a process leadership is the

use of non coercive

influence to direct and

coordinate the activities of

group members to meet a goal

As a property leadership is the

set of characteristics attributed to

those who are perceived to

use such influence

successfully

DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT

leadership management

Based on influence An informal

designation

An achieved position Independent of

management

Based on authority Formally

designated position

An assigned position

Dependent and improved by use of effective leadership skills

DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT

leadership management

Part of every nurses role

Focusing on people inspiring and motivating followers based on personal power

Acting as a facilitator and coach

Aimed to change for improvement

Nurses role in the assigned managerial positions

Focusing on service based on position power

Acting as a boss Aimed to maintain

stability

Leaders vs Managers

Leaders Managers

VisionDirectionGoalsObjectivesEffectivenessPurposeInnovateFocus on peopleInspire trust

EfficiencyDay to day ampShort runAdministerFocus on systems amp structure Rely on control

Establishorganizational

mission

FormulateStrategy for

implementingmission

Implementorganizational

strategy

Leaderrsquos Job

Managerrsquos Job

Leadership goals

Leadership style is the manner and approach of providing direction implementing plans and motivating people

Leaders vary their styles A leader is not strictly one or another style Most leaders use all three styles one style however becomes the dominate one

Positive Leaders use rewards (independence education) to motivate employees

Negative Leaders use penalties with employees These leaders act domineering and superior wpeople Negative penalties include days off without pay reprimanding in front of others assigning unpleasant job tasks

Leadership Rolesbull Decision maker

bull Coach bull Forecaster

bull Communicator bull Counselorbull Influencerbull Evaluator

bull Teacher bull Creative

bull problem solverbull Facilitator bullCritical thinker

bullChange agent

Characteristics of a Leader

bull Intelligence Personable Abilitybull Knowledge Adaptability Able to enlist cooperation

bull Judgment Creativity Interpersonal skillsbull Decisiveness Cooperativeness Tactbull Oral fluency Alertness Diplomacy

bull Emotional Intelligence Self-confidence Prestigebull Independence Personal integrity Social participation

bull Emotional balance and control Nonconformity

Types of leadership

bull Please Hayaa change the word of types of leadership to styles of leadership

ndash Leadership style directly related to the amount of control or freedom allowed to the group The best style for any particular situation is one that promotes a high level of work performance in wide variety of circumstances as efficiently as possible and with the least amount of disruptionrdquo

ndash Leadership style ldquo is the manner in which the leader influences the group members rdquo behaviors in various situations Different styles are effective in different situations

Autocratic leadershipbull Autocraticndash Leader makes

decisions without reference to anyone else

ndash High degree of dependency on the leader

ndash Can create de-motivation and alienation of staff

ndashMay be valuable in some types of business where decisions need to be made quickly and decisively

Autocratic leadership

The following behaviors characterize authoritarian leaders

bull Strong control is maintained over the work group

bull Others are motivated by coercionbull Others are directed with

commandsbull Communication flows downwardbull Decision making does not involve

othersbull Emphasis is on difference in

status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive

Autocratic leadershipbull Authoritarian leadership

results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces

When is the Autocratic Leadership Style Effective

1 Short term projects with a highly technical complex or risky element

2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee

3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation

When is the Autocratic Leadership Style Effective

4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline

5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover

Autocratic leadershipAdvantages Disadvantages

Reduced stress due to increased control

A more productive group lsquowhile the leader is watchingrsquo

Improved logistics of operations

Faster decision making

Short-termistic approach to management

Manager perceived as having poor leadership skills

Increased workload for the manager

People dislike being ordered around

Teams become dependent upon their leader

bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor

bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country

Democratic leadership

bull Democratic Encourages decision making

from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of

consultation before decisions are taken

ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct

Democratic leadershipDemocratic leaders are

characterized by the following

bull Less control is maintainedbull Economic and ego awards are

used to motivatebull Others are directed through

suggestions and guidancebull Communication flows up and

downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than

ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive

Advantages DisadvantagesPositive work

environmentSuccessful initiativesCreative thinkingReduction of friction

and office politicsReduced employee

turnover

bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems

Democratic leadership Democratic leadership

appropriate forbull groups that work together for

extended periods promotes autonomy and growth in individual workers

bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership

Laissez-Faire leadership

bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities

are shared by allndash Can be very useful in businesses

where creative ideas are importantndash Can be highly motivational

as people have control over their working lifendash Can make coordination and decision making

time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations

Laissez-Faire leadership

The laissez-faire leader is characterized by the following behaviors

bull Permissiveness with little or no controlbull Motivation by support when requested by the

group or individualsbull Provision of little or no directionbull Communication upward and downward flow

among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld

Laissez-Faire leadership

bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions

Disadvantages

bull It makes employees feel insecure at the unavailability of a manager

bull The manager cannot provide regular feedback to let employees know how well they are doing

bull Managers are unable to thank employees for their good work

bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her

Leadership Styles

33

More Successful Proposal Authoritarian

Team

Authoritarian

Country Club

Impoverished

Less Successful Proposal

Team

Country Club Impoverished

Task oriented Strong on

schedules Expects directions

to be followed Intolerant of

dissent

Task oriented Positive examples Fosters environment

for people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Delegates and disappears

Detaches from team Lets team work out

power struggles Low commitment to

task accomplishment

ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark

Authoritarian Team

Country Club

Task oriented Strong on schedules Expects directions to

be followed Intolerant of dissent مع متسامح

المعارضين

Task oriented Positive examples Fosters environment for

people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Continuum of Leader Behavior

Examples A good leader uses all three styles depending on what forces

are involved between the followers the leader and the situation Some examples include

bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee

bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team

bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Objectivesbull Distinguish between

leadership and management

bull Discuss how all nurses can provide leadership in and for the profession

bull Distinguish between different types of leadership

bull Learn how to be an effective leader

Outlines

What is leadershipLeadership and managementLeadership rolesTypes of leadershipTransformational vs transactional leadership

Leadership goalsCharacteristics of an integrated leader-manager

Factors affecting leadership style

Introduction The need to develop nursing

leadership skills has never been greater as reform of health care is being addressed at national state and community levels Leadership skills also are necessary for team building at the organizational level Ensuring successful recruitment retaining a cohesive nursing staff and maintaining a high-quality practice depend on successful team building in which leadership is the cornerstone for its effectiveness

ldquoThe art of getting people to do what they really donrsquot want to do and donrsquot feel equipped to do against a timeline they donrsquot believe in with risks that scare them to achieve an objective they believe at the beginning to be impossiblerdquo

mdash Eric Gregory

LEADERSHIP TRUTHWe Praise Leaders Too

MuchWhen Organizations

Succeed and Blame Them Too

MuchWhen Organizations

Fail

LEADERSHIP

Process where by a person (leader) inspires (influence) a group of

individuals (led) to work together using appropriate means to achieve

common goals

bull Leadership is define as ldquothe ability to influence the beliefs

opinions and or behavior of others in order to accomplish the

task of a group or to achieve the goal of a group while at the

same time maintaining the integrity and morale of the group

bull The Leader is a person who interprets and suggests the goal for

which a group is working and who encourages and directs

participation of others toward effective achievement of this goal

The Meaning of Leadership

The Meaning of Leadership

As a process leadership is the

use of non coercive

influence to direct and

coordinate the activities of

group members to meet a goal

As a property leadership is the

set of characteristics attributed to

those who are perceived to

use such influence

successfully

DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT

leadership management

Based on influence An informal

designation

An achieved position Independent of

management

Based on authority Formally

designated position

An assigned position

Dependent and improved by use of effective leadership skills

DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT

leadership management

Part of every nurses role

Focusing on people inspiring and motivating followers based on personal power

Acting as a facilitator and coach

Aimed to change for improvement

Nurses role in the assigned managerial positions

Focusing on service based on position power

Acting as a boss Aimed to maintain

stability

Leaders vs Managers

Leaders Managers

VisionDirectionGoalsObjectivesEffectivenessPurposeInnovateFocus on peopleInspire trust

EfficiencyDay to day ampShort runAdministerFocus on systems amp structure Rely on control

Establishorganizational

mission

FormulateStrategy for

implementingmission

Implementorganizational

strategy

Leaderrsquos Job

Managerrsquos Job

Leadership goals

Leadership style is the manner and approach of providing direction implementing plans and motivating people

Leaders vary their styles A leader is not strictly one or another style Most leaders use all three styles one style however becomes the dominate one

Positive Leaders use rewards (independence education) to motivate employees

Negative Leaders use penalties with employees These leaders act domineering and superior wpeople Negative penalties include days off without pay reprimanding in front of others assigning unpleasant job tasks

Leadership Rolesbull Decision maker

bull Coach bull Forecaster

bull Communicator bull Counselorbull Influencerbull Evaluator

bull Teacher bull Creative

bull problem solverbull Facilitator bullCritical thinker

bullChange agent

Characteristics of a Leader

bull Intelligence Personable Abilitybull Knowledge Adaptability Able to enlist cooperation

bull Judgment Creativity Interpersonal skillsbull Decisiveness Cooperativeness Tactbull Oral fluency Alertness Diplomacy

bull Emotional Intelligence Self-confidence Prestigebull Independence Personal integrity Social participation

bull Emotional balance and control Nonconformity

Types of leadership

bull Please Hayaa change the word of types of leadership to styles of leadership

ndash Leadership style directly related to the amount of control or freedom allowed to the group The best style for any particular situation is one that promotes a high level of work performance in wide variety of circumstances as efficiently as possible and with the least amount of disruptionrdquo

ndash Leadership style ldquo is the manner in which the leader influences the group members rdquo behaviors in various situations Different styles are effective in different situations

Autocratic leadershipbull Autocraticndash Leader makes

decisions without reference to anyone else

ndash High degree of dependency on the leader

ndash Can create de-motivation and alienation of staff

ndashMay be valuable in some types of business where decisions need to be made quickly and decisively

Autocratic leadership

The following behaviors characterize authoritarian leaders

bull Strong control is maintained over the work group

bull Others are motivated by coercionbull Others are directed with

commandsbull Communication flows downwardbull Decision making does not involve

othersbull Emphasis is on difference in

status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive

Autocratic leadershipbull Authoritarian leadership

results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces

When is the Autocratic Leadership Style Effective

1 Short term projects with a highly technical complex or risky element

2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee

3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation

When is the Autocratic Leadership Style Effective

4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline

5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover

Autocratic leadershipAdvantages Disadvantages

Reduced stress due to increased control

A more productive group lsquowhile the leader is watchingrsquo

Improved logistics of operations

Faster decision making

Short-termistic approach to management

Manager perceived as having poor leadership skills

Increased workload for the manager

People dislike being ordered around

Teams become dependent upon their leader

bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor

bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country

Democratic leadership

bull Democratic Encourages decision making

from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of

consultation before decisions are taken

ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct

Democratic leadershipDemocratic leaders are

characterized by the following

bull Less control is maintainedbull Economic and ego awards are

used to motivatebull Others are directed through

suggestions and guidancebull Communication flows up and

downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than

ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive

Advantages DisadvantagesPositive work

environmentSuccessful initiativesCreative thinkingReduction of friction

and office politicsReduced employee

turnover

bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems

Democratic leadership Democratic leadership

appropriate forbull groups that work together for

extended periods promotes autonomy and growth in individual workers

bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership

Laissez-Faire leadership

bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities

are shared by allndash Can be very useful in businesses

where creative ideas are importantndash Can be highly motivational

as people have control over their working lifendash Can make coordination and decision making

time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations

Laissez-Faire leadership

The laissez-faire leader is characterized by the following behaviors

bull Permissiveness with little or no controlbull Motivation by support when requested by the

group or individualsbull Provision of little or no directionbull Communication upward and downward flow

among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld

Laissez-Faire leadership

bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions

Disadvantages

bull It makes employees feel insecure at the unavailability of a manager

bull The manager cannot provide regular feedback to let employees know how well they are doing

bull Managers are unable to thank employees for their good work

bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her

Leadership Styles

33

More Successful Proposal Authoritarian

Team

Authoritarian

Country Club

Impoverished

Less Successful Proposal

Team

Country Club Impoverished

Task oriented Strong on

schedules Expects directions

to be followed Intolerant of

dissent

Task oriented Positive examples Fosters environment

for people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Delegates and disappears

Detaches from team Lets team work out

power struggles Low commitment to

task accomplishment

ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark

Authoritarian Team

Country Club

Task oriented Strong on schedules Expects directions to

be followed Intolerant of dissent مع متسامح

المعارضين

Task oriented Positive examples Fosters environment for

people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Continuum of Leader Behavior

Examples A good leader uses all three styles depending on what forces

are involved between the followers the leader and the situation Some examples include

bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee

bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team

bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Outlines

What is leadershipLeadership and managementLeadership rolesTypes of leadershipTransformational vs transactional leadership

Leadership goalsCharacteristics of an integrated leader-manager

Factors affecting leadership style

Introduction The need to develop nursing

leadership skills has never been greater as reform of health care is being addressed at national state and community levels Leadership skills also are necessary for team building at the organizational level Ensuring successful recruitment retaining a cohesive nursing staff and maintaining a high-quality practice depend on successful team building in which leadership is the cornerstone for its effectiveness

ldquoThe art of getting people to do what they really donrsquot want to do and donrsquot feel equipped to do against a timeline they donrsquot believe in with risks that scare them to achieve an objective they believe at the beginning to be impossiblerdquo

mdash Eric Gregory

LEADERSHIP TRUTHWe Praise Leaders Too

MuchWhen Organizations

Succeed and Blame Them Too

MuchWhen Organizations

Fail

LEADERSHIP

Process where by a person (leader) inspires (influence) a group of

individuals (led) to work together using appropriate means to achieve

common goals

bull Leadership is define as ldquothe ability to influence the beliefs

opinions and or behavior of others in order to accomplish the

task of a group or to achieve the goal of a group while at the

same time maintaining the integrity and morale of the group

bull The Leader is a person who interprets and suggests the goal for

which a group is working and who encourages and directs

participation of others toward effective achievement of this goal

The Meaning of Leadership

The Meaning of Leadership

As a process leadership is the

use of non coercive

influence to direct and

coordinate the activities of

group members to meet a goal

As a property leadership is the

set of characteristics attributed to

those who are perceived to

use such influence

successfully

DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT

leadership management

Based on influence An informal

designation

An achieved position Independent of

management

Based on authority Formally

designated position

An assigned position

Dependent and improved by use of effective leadership skills

DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT

leadership management

Part of every nurses role

Focusing on people inspiring and motivating followers based on personal power

Acting as a facilitator and coach

Aimed to change for improvement

Nurses role in the assigned managerial positions

Focusing on service based on position power

Acting as a boss Aimed to maintain

stability

Leaders vs Managers

Leaders Managers

VisionDirectionGoalsObjectivesEffectivenessPurposeInnovateFocus on peopleInspire trust

EfficiencyDay to day ampShort runAdministerFocus on systems amp structure Rely on control

Establishorganizational

mission

FormulateStrategy for

implementingmission

Implementorganizational

strategy

Leaderrsquos Job

Managerrsquos Job

Leadership goals

Leadership style is the manner and approach of providing direction implementing plans and motivating people

Leaders vary their styles A leader is not strictly one or another style Most leaders use all three styles one style however becomes the dominate one

Positive Leaders use rewards (independence education) to motivate employees

Negative Leaders use penalties with employees These leaders act domineering and superior wpeople Negative penalties include days off without pay reprimanding in front of others assigning unpleasant job tasks

Leadership Rolesbull Decision maker

bull Coach bull Forecaster

bull Communicator bull Counselorbull Influencerbull Evaluator

bull Teacher bull Creative

bull problem solverbull Facilitator bullCritical thinker

bullChange agent

Characteristics of a Leader

bull Intelligence Personable Abilitybull Knowledge Adaptability Able to enlist cooperation

bull Judgment Creativity Interpersonal skillsbull Decisiveness Cooperativeness Tactbull Oral fluency Alertness Diplomacy

bull Emotional Intelligence Self-confidence Prestigebull Independence Personal integrity Social participation

bull Emotional balance and control Nonconformity

Types of leadership

bull Please Hayaa change the word of types of leadership to styles of leadership

ndash Leadership style directly related to the amount of control or freedom allowed to the group The best style for any particular situation is one that promotes a high level of work performance in wide variety of circumstances as efficiently as possible and with the least amount of disruptionrdquo

ndash Leadership style ldquo is the manner in which the leader influences the group members rdquo behaviors in various situations Different styles are effective in different situations

Autocratic leadershipbull Autocraticndash Leader makes

decisions without reference to anyone else

ndash High degree of dependency on the leader

ndash Can create de-motivation and alienation of staff

ndashMay be valuable in some types of business where decisions need to be made quickly and decisively

Autocratic leadership

The following behaviors characterize authoritarian leaders

bull Strong control is maintained over the work group

bull Others are motivated by coercionbull Others are directed with

commandsbull Communication flows downwardbull Decision making does not involve

othersbull Emphasis is on difference in

status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive

Autocratic leadershipbull Authoritarian leadership

results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces

When is the Autocratic Leadership Style Effective

1 Short term projects with a highly technical complex or risky element

2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee

3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation

When is the Autocratic Leadership Style Effective

4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline

5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover

Autocratic leadershipAdvantages Disadvantages

Reduced stress due to increased control

A more productive group lsquowhile the leader is watchingrsquo

Improved logistics of operations

Faster decision making

Short-termistic approach to management

Manager perceived as having poor leadership skills

Increased workload for the manager

People dislike being ordered around

Teams become dependent upon their leader

bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor

bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country

Democratic leadership

bull Democratic Encourages decision making

from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of

consultation before decisions are taken

ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct

Democratic leadershipDemocratic leaders are

characterized by the following

bull Less control is maintainedbull Economic and ego awards are

used to motivatebull Others are directed through

suggestions and guidancebull Communication flows up and

downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than

ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive

Advantages DisadvantagesPositive work

environmentSuccessful initiativesCreative thinkingReduction of friction

and office politicsReduced employee

turnover

bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems

Democratic leadership Democratic leadership

appropriate forbull groups that work together for

extended periods promotes autonomy and growth in individual workers

bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership

Laissez-Faire leadership

bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities

are shared by allndash Can be very useful in businesses

where creative ideas are importantndash Can be highly motivational

as people have control over their working lifendash Can make coordination and decision making

time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations

Laissez-Faire leadership

The laissez-faire leader is characterized by the following behaviors

bull Permissiveness with little or no controlbull Motivation by support when requested by the

group or individualsbull Provision of little or no directionbull Communication upward and downward flow

among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld

Laissez-Faire leadership

bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions

Disadvantages

bull It makes employees feel insecure at the unavailability of a manager

bull The manager cannot provide regular feedback to let employees know how well they are doing

bull Managers are unable to thank employees for their good work

bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her

Leadership Styles

33

More Successful Proposal Authoritarian

Team

Authoritarian

Country Club

Impoverished

Less Successful Proposal

Team

Country Club Impoverished

Task oriented Strong on

schedules Expects directions

to be followed Intolerant of

dissent

Task oriented Positive examples Fosters environment

for people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Delegates and disappears

Detaches from team Lets team work out

power struggles Low commitment to

task accomplishment

ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark

Authoritarian Team

Country Club

Task oriented Strong on schedules Expects directions to

be followed Intolerant of dissent مع متسامح

المعارضين

Task oriented Positive examples Fosters environment for

people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Continuum of Leader Behavior

Examples A good leader uses all three styles depending on what forces

are involved between the followers the leader and the situation Some examples include

bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee

bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team

bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Introduction The need to develop nursing

leadership skills has never been greater as reform of health care is being addressed at national state and community levels Leadership skills also are necessary for team building at the organizational level Ensuring successful recruitment retaining a cohesive nursing staff and maintaining a high-quality practice depend on successful team building in which leadership is the cornerstone for its effectiveness

ldquoThe art of getting people to do what they really donrsquot want to do and donrsquot feel equipped to do against a timeline they donrsquot believe in with risks that scare them to achieve an objective they believe at the beginning to be impossiblerdquo

mdash Eric Gregory

LEADERSHIP TRUTHWe Praise Leaders Too

MuchWhen Organizations

Succeed and Blame Them Too

MuchWhen Organizations

Fail

LEADERSHIP

Process where by a person (leader) inspires (influence) a group of

individuals (led) to work together using appropriate means to achieve

common goals

bull Leadership is define as ldquothe ability to influence the beliefs

opinions and or behavior of others in order to accomplish the

task of a group or to achieve the goal of a group while at the

same time maintaining the integrity and morale of the group

bull The Leader is a person who interprets and suggests the goal for

which a group is working and who encourages and directs

participation of others toward effective achievement of this goal

The Meaning of Leadership

The Meaning of Leadership

As a process leadership is the

use of non coercive

influence to direct and

coordinate the activities of

group members to meet a goal

As a property leadership is the

set of characteristics attributed to

those who are perceived to

use such influence

successfully

DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT

leadership management

Based on influence An informal

designation

An achieved position Independent of

management

Based on authority Formally

designated position

An assigned position

Dependent and improved by use of effective leadership skills

DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT

leadership management

Part of every nurses role

Focusing on people inspiring and motivating followers based on personal power

Acting as a facilitator and coach

Aimed to change for improvement

Nurses role in the assigned managerial positions

Focusing on service based on position power

Acting as a boss Aimed to maintain

stability

Leaders vs Managers

Leaders Managers

VisionDirectionGoalsObjectivesEffectivenessPurposeInnovateFocus on peopleInspire trust

EfficiencyDay to day ampShort runAdministerFocus on systems amp structure Rely on control

Establishorganizational

mission

FormulateStrategy for

implementingmission

Implementorganizational

strategy

Leaderrsquos Job

Managerrsquos Job

Leadership goals

Leadership style is the manner and approach of providing direction implementing plans and motivating people

Leaders vary their styles A leader is not strictly one or another style Most leaders use all three styles one style however becomes the dominate one

Positive Leaders use rewards (independence education) to motivate employees

Negative Leaders use penalties with employees These leaders act domineering and superior wpeople Negative penalties include days off without pay reprimanding in front of others assigning unpleasant job tasks

Leadership Rolesbull Decision maker

bull Coach bull Forecaster

bull Communicator bull Counselorbull Influencerbull Evaluator

bull Teacher bull Creative

bull problem solverbull Facilitator bullCritical thinker

bullChange agent

Characteristics of a Leader

bull Intelligence Personable Abilitybull Knowledge Adaptability Able to enlist cooperation

bull Judgment Creativity Interpersonal skillsbull Decisiveness Cooperativeness Tactbull Oral fluency Alertness Diplomacy

bull Emotional Intelligence Self-confidence Prestigebull Independence Personal integrity Social participation

bull Emotional balance and control Nonconformity

Types of leadership

bull Please Hayaa change the word of types of leadership to styles of leadership

ndash Leadership style directly related to the amount of control or freedom allowed to the group The best style for any particular situation is one that promotes a high level of work performance in wide variety of circumstances as efficiently as possible and with the least amount of disruptionrdquo

ndash Leadership style ldquo is the manner in which the leader influences the group members rdquo behaviors in various situations Different styles are effective in different situations

Autocratic leadershipbull Autocraticndash Leader makes

decisions without reference to anyone else

ndash High degree of dependency on the leader

ndash Can create de-motivation and alienation of staff

ndashMay be valuable in some types of business where decisions need to be made quickly and decisively

Autocratic leadership

The following behaviors characterize authoritarian leaders

bull Strong control is maintained over the work group

bull Others are motivated by coercionbull Others are directed with

commandsbull Communication flows downwardbull Decision making does not involve

othersbull Emphasis is on difference in

status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive

Autocratic leadershipbull Authoritarian leadership

results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces

When is the Autocratic Leadership Style Effective

1 Short term projects with a highly technical complex or risky element

2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee

3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation

When is the Autocratic Leadership Style Effective

4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline

5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover

Autocratic leadershipAdvantages Disadvantages

Reduced stress due to increased control

A more productive group lsquowhile the leader is watchingrsquo

Improved logistics of operations

Faster decision making

Short-termistic approach to management

Manager perceived as having poor leadership skills

Increased workload for the manager

People dislike being ordered around

Teams become dependent upon their leader

bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor

bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country

Democratic leadership

bull Democratic Encourages decision making

from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of

consultation before decisions are taken

ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct

Democratic leadershipDemocratic leaders are

characterized by the following

bull Less control is maintainedbull Economic and ego awards are

used to motivatebull Others are directed through

suggestions and guidancebull Communication flows up and

downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than

ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive

Advantages DisadvantagesPositive work

environmentSuccessful initiativesCreative thinkingReduction of friction

and office politicsReduced employee

turnover

bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems

Democratic leadership Democratic leadership

appropriate forbull groups that work together for

extended periods promotes autonomy and growth in individual workers

bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership

Laissez-Faire leadership

bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities

are shared by allndash Can be very useful in businesses

where creative ideas are importantndash Can be highly motivational

as people have control over their working lifendash Can make coordination and decision making

time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations

Laissez-Faire leadership

The laissez-faire leader is characterized by the following behaviors

bull Permissiveness with little or no controlbull Motivation by support when requested by the

group or individualsbull Provision of little or no directionbull Communication upward and downward flow

among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld

Laissez-Faire leadership

bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions

Disadvantages

bull It makes employees feel insecure at the unavailability of a manager

bull The manager cannot provide regular feedback to let employees know how well they are doing

bull Managers are unable to thank employees for their good work

bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her

Leadership Styles

33

More Successful Proposal Authoritarian

Team

Authoritarian

Country Club

Impoverished

Less Successful Proposal

Team

Country Club Impoverished

Task oriented Strong on

schedules Expects directions

to be followed Intolerant of

dissent

Task oriented Positive examples Fosters environment

for people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Delegates and disappears

Detaches from team Lets team work out

power struggles Low commitment to

task accomplishment

ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark

Authoritarian Team

Country Club

Task oriented Strong on schedules Expects directions to

be followed Intolerant of dissent مع متسامح

المعارضين

Task oriented Positive examples Fosters environment for

people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Continuum of Leader Behavior

Examples A good leader uses all three styles depending on what forces

are involved between the followers the leader and the situation Some examples include

bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee

bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team

bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

ldquoThe art of getting people to do what they really donrsquot want to do and donrsquot feel equipped to do against a timeline they donrsquot believe in with risks that scare them to achieve an objective they believe at the beginning to be impossiblerdquo

mdash Eric Gregory

LEADERSHIP TRUTHWe Praise Leaders Too

MuchWhen Organizations

Succeed and Blame Them Too

MuchWhen Organizations

Fail

LEADERSHIP

Process where by a person (leader) inspires (influence) a group of

individuals (led) to work together using appropriate means to achieve

common goals

bull Leadership is define as ldquothe ability to influence the beliefs

opinions and or behavior of others in order to accomplish the

task of a group or to achieve the goal of a group while at the

same time maintaining the integrity and morale of the group

bull The Leader is a person who interprets and suggests the goal for

which a group is working and who encourages and directs

participation of others toward effective achievement of this goal

The Meaning of Leadership

The Meaning of Leadership

As a process leadership is the

use of non coercive

influence to direct and

coordinate the activities of

group members to meet a goal

As a property leadership is the

set of characteristics attributed to

those who are perceived to

use such influence

successfully

DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT

leadership management

Based on influence An informal

designation

An achieved position Independent of

management

Based on authority Formally

designated position

An assigned position

Dependent and improved by use of effective leadership skills

DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT

leadership management

Part of every nurses role

Focusing on people inspiring and motivating followers based on personal power

Acting as a facilitator and coach

Aimed to change for improvement

Nurses role in the assigned managerial positions

Focusing on service based on position power

Acting as a boss Aimed to maintain

stability

Leaders vs Managers

Leaders Managers

VisionDirectionGoalsObjectivesEffectivenessPurposeInnovateFocus on peopleInspire trust

EfficiencyDay to day ampShort runAdministerFocus on systems amp structure Rely on control

Establishorganizational

mission

FormulateStrategy for

implementingmission

Implementorganizational

strategy

Leaderrsquos Job

Managerrsquos Job

Leadership goals

Leadership style is the manner and approach of providing direction implementing plans and motivating people

Leaders vary their styles A leader is not strictly one or another style Most leaders use all three styles one style however becomes the dominate one

Positive Leaders use rewards (independence education) to motivate employees

Negative Leaders use penalties with employees These leaders act domineering and superior wpeople Negative penalties include days off without pay reprimanding in front of others assigning unpleasant job tasks

Leadership Rolesbull Decision maker

bull Coach bull Forecaster

bull Communicator bull Counselorbull Influencerbull Evaluator

bull Teacher bull Creative

bull problem solverbull Facilitator bullCritical thinker

bullChange agent

Characteristics of a Leader

bull Intelligence Personable Abilitybull Knowledge Adaptability Able to enlist cooperation

bull Judgment Creativity Interpersonal skillsbull Decisiveness Cooperativeness Tactbull Oral fluency Alertness Diplomacy

bull Emotional Intelligence Self-confidence Prestigebull Independence Personal integrity Social participation

bull Emotional balance and control Nonconformity

Types of leadership

bull Please Hayaa change the word of types of leadership to styles of leadership

ndash Leadership style directly related to the amount of control or freedom allowed to the group The best style for any particular situation is one that promotes a high level of work performance in wide variety of circumstances as efficiently as possible and with the least amount of disruptionrdquo

ndash Leadership style ldquo is the manner in which the leader influences the group members rdquo behaviors in various situations Different styles are effective in different situations

Autocratic leadershipbull Autocraticndash Leader makes

decisions without reference to anyone else

ndash High degree of dependency on the leader

ndash Can create de-motivation and alienation of staff

ndashMay be valuable in some types of business where decisions need to be made quickly and decisively

Autocratic leadership

The following behaviors characterize authoritarian leaders

bull Strong control is maintained over the work group

bull Others are motivated by coercionbull Others are directed with

commandsbull Communication flows downwardbull Decision making does not involve

othersbull Emphasis is on difference in

status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive

Autocratic leadershipbull Authoritarian leadership

results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces

When is the Autocratic Leadership Style Effective

1 Short term projects with a highly technical complex or risky element

2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee

3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation

When is the Autocratic Leadership Style Effective

4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline

5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover

Autocratic leadershipAdvantages Disadvantages

Reduced stress due to increased control

A more productive group lsquowhile the leader is watchingrsquo

Improved logistics of operations

Faster decision making

Short-termistic approach to management

Manager perceived as having poor leadership skills

Increased workload for the manager

People dislike being ordered around

Teams become dependent upon their leader

bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor

bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country

Democratic leadership

bull Democratic Encourages decision making

from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of

consultation before decisions are taken

ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct

Democratic leadershipDemocratic leaders are

characterized by the following

bull Less control is maintainedbull Economic and ego awards are

used to motivatebull Others are directed through

suggestions and guidancebull Communication flows up and

downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than

ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive

Advantages DisadvantagesPositive work

environmentSuccessful initiativesCreative thinkingReduction of friction

and office politicsReduced employee

turnover

bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems

Democratic leadership Democratic leadership

appropriate forbull groups that work together for

extended periods promotes autonomy and growth in individual workers

bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership

Laissez-Faire leadership

bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities

are shared by allndash Can be very useful in businesses

where creative ideas are importantndash Can be highly motivational

as people have control over their working lifendash Can make coordination and decision making

time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations

Laissez-Faire leadership

The laissez-faire leader is characterized by the following behaviors

bull Permissiveness with little or no controlbull Motivation by support when requested by the

group or individualsbull Provision of little or no directionbull Communication upward and downward flow

among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld

Laissez-Faire leadership

bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions

Disadvantages

bull It makes employees feel insecure at the unavailability of a manager

bull The manager cannot provide regular feedback to let employees know how well they are doing

bull Managers are unable to thank employees for their good work

bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her

Leadership Styles

33

More Successful Proposal Authoritarian

Team

Authoritarian

Country Club

Impoverished

Less Successful Proposal

Team

Country Club Impoverished

Task oriented Strong on

schedules Expects directions

to be followed Intolerant of

dissent

Task oriented Positive examples Fosters environment

for people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Delegates and disappears

Detaches from team Lets team work out

power struggles Low commitment to

task accomplishment

ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark

Authoritarian Team

Country Club

Task oriented Strong on schedules Expects directions to

be followed Intolerant of dissent مع متسامح

المعارضين

Task oriented Positive examples Fosters environment for

people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Continuum of Leader Behavior

Examples A good leader uses all three styles depending on what forces

are involved between the followers the leader and the situation Some examples include

bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee

bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team

bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

LEADERSHIP TRUTHWe Praise Leaders Too

MuchWhen Organizations

Succeed and Blame Them Too

MuchWhen Organizations

Fail

LEADERSHIP

Process where by a person (leader) inspires (influence) a group of

individuals (led) to work together using appropriate means to achieve

common goals

bull Leadership is define as ldquothe ability to influence the beliefs

opinions and or behavior of others in order to accomplish the

task of a group or to achieve the goal of a group while at the

same time maintaining the integrity and morale of the group

bull The Leader is a person who interprets and suggests the goal for

which a group is working and who encourages and directs

participation of others toward effective achievement of this goal

The Meaning of Leadership

The Meaning of Leadership

As a process leadership is the

use of non coercive

influence to direct and

coordinate the activities of

group members to meet a goal

As a property leadership is the

set of characteristics attributed to

those who are perceived to

use such influence

successfully

DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT

leadership management

Based on influence An informal

designation

An achieved position Independent of

management

Based on authority Formally

designated position

An assigned position

Dependent and improved by use of effective leadership skills

DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT

leadership management

Part of every nurses role

Focusing on people inspiring and motivating followers based on personal power

Acting as a facilitator and coach

Aimed to change for improvement

Nurses role in the assigned managerial positions

Focusing on service based on position power

Acting as a boss Aimed to maintain

stability

Leaders vs Managers

Leaders Managers

VisionDirectionGoalsObjectivesEffectivenessPurposeInnovateFocus on peopleInspire trust

EfficiencyDay to day ampShort runAdministerFocus on systems amp structure Rely on control

Establishorganizational

mission

FormulateStrategy for

implementingmission

Implementorganizational

strategy

Leaderrsquos Job

Managerrsquos Job

Leadership goals

Leadership style is the manner and approach of providing direction implementing plans and motivating people

Leaders vary their styles A leader is not strictly one or another style Most leaders use all three styles one style however becomes the dominate one

Positive Leaders use rewards (independence education) to motivate employees

Negative Leaders use penalties with employees These leaders act domineering and superior wpeople Negative penalties include days off without pay reprimanding in front of others assigning unpleasant job tasks

Leadership Rolesbull Decision maker

bull Coach bull Forecaster

bull Communicator bull Counselorbull Influencerbull Evaluator

bull Teacher bull Creative

bull problem solverbull Facilitator bullCritical thinker

bullChange agent

Characteristics of a Leader

bull Intelligence Personable Abilitybull Knowledge Adaptability Able to enlist cooperation

bull Judgment Creativity Interpersonal skillsbull Decisiveness Cooperativeness Tactbull Oral fluency Alertness Diplomacy

bull Emotional Intelligence Self-confidence Prestigebull Independence Personal integrity Social participation

bull Emotional balance and control Nonconformity

Types of leadership

bull Please Hayaa change the word of types of leadership to styles of leadership

ndash Leadership style directly related to the amount of control or freedom allowed to the group The best style for any particular situation is one that promotes a high level of work performance in wide variety of circumstances as efficiently as possible and with the least amount of disruptionrdquo

ndash Leadership style ldquo is the manner in which the leader influences the group members rdquo behaviors in various situations Different styles are effective in different situations

Autocratic leadershipbull Autocraticndash Leader makes

decisions without reference to anyone else

ndash High degree of dependency on the leader

ndash Can create de-motivation and alienation of staff

ndashMay be valuable in some types of business where decisions need to be made quickly and decisively

Autocratic leadership

The following behaviors characterize authoritarian leaders

bull Strong control is maintained over the work group

bull Others are motivated by coercionbull Others are directed with

commandsbull Communication flows downwardbull Decision making does not involve

othersbull Emphasis is on difference in

status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive

Autocratic leadershipbull Authoritarian leadership

results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces

When is the Autocratic Leadership Style Effective

1 Short term projects with a highly technical complex or risky element

2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee

3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation

When is the Autocratic Leadership Style Effective

4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline

5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover

Autocratic leadershipAdvantages Disadvantages

Reduced stress due to increased control

A more productive group lsquowhile the leader is watchingrsquo

Improved logistics of operations

Faster decision making

Short-termistic approach to management

Manager perceived as having poor leadership skills

Increased workload for the manager

People dislike being ordered around

Teams become dependent upon their leader

bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor

bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country

Democratic leadership

bull Democratic Encourages decision making

from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of

consultation before decisions are taken

ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct

Democratic leadershipDemocratic leaders are

characterized by the following

bull Less control is maintainedbull Economic and ego awards are

used to motivatebull Others are directed through

suggestions and guidancebull Communication flows up and

downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than

ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive

Advantages DisadvantagesPositive work

environmentSuccessful initiativesCreative thinkingReduction of friction

and office politicsReduced employee

turnover

bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems

Democratic leadership Democratic leadership

appropriate forbull groups that work together for

extended periods promotes autonomy and growth in individual workers

bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership

Laissez-Faire leadership

bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities

are shared by allndash Can be very useful in businesses

where creative ideas are importantndash Can be highly motivational

as people have control over their working lifendash Can make coordination and decision making

time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations

Laissez-Faire leadership

The laissez-faire leader is characterized by the following behaviors

bull Permissiveness with little or no controlbull Motivation by support when requested by the

group or individualsbull Provision of little or no directionbull Communication upward and downward flow

among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld

Laissez-Faire leadership

bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions

Disadvantages

bull It makes employees feel insecure at the unavailability of a manager

bull The manager cannot provide regular feedback to let employees know how well they are doing

bull Managers are unable to thank employees for their good work

bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her

Leadership Styles

33

More Successful Proposal Authoritarian

Team

Authoritarian

Country Club

Impoverished

Less Successful Proposal

Team

Country Club Impoverished

Task oriented Strong on

schedules Expects directions

to be followed Intolerant of

dissent

Task oriented Positive examples Fosters environment

for people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Delegates and disappears

Detaches from team Lets team work out

power struggles Low commitment to

task accomplishment

ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark

Authoritarian Team

Country Club

Task oriented Strong on schedules Expects directions to

be followed Intolerant of dissent مع متسامح

المعارضين

Task oriented Positive examples Fosters environment for

people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Continuum of Leader Behavior

Examples A good leader uses all three styles depending on what forces

are involved between the followers the leader and the situation Some examples include

bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee

bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team

bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

LEADERSHIP

Process where by a person (leader) inspires (influence) a group of

individuals (led) to work together using appropriate means to achieve

common goals

bull Leadership is define as ldquothe ability to influence the beliefs

opinions and or behavior of others in order to accomplish the

task of a group or to achieve the goal of a group while at the

same time maintaining the integrity and morale of the group

bull The Leader is a person who interprets and suggests the goal for

which a group is working and who encourages and directs

participation of others toward effective achievement of this goal

The Meaning of Leadership

The Meaning of Leadership

As a process leadership is the

use of non coercive

influence to direct and

coordinate the activities of

group members to meet a goal

As a property leadership is the

set of characteristics attributed to

those who are perceived to

use such influence

successfully

DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT

leadership management

Based on influence An informal

designation

An achieved position Independent of

management

Based on authority Formally

designated position

An assigned position

Dependent and improved by use of effective leadership skills

DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT

leadership management

Part of every nurses role

Focusing on people inspiring and motivating followers based on personal power

Acting as a facilitator and coach

Aimed to change for improvement

Nurses role in the assigned managerial positions

Focusing on service based on position power

Acting as a boss Aimed to maintain

stability

Leaders vs Managers

Leaders Managers

VisionDirectionGoalsObjectivesEffectivenessPurposeInnovateFocus on peopleInspire trust

EfficiencyDay to day ampShort runAdministerFocus on systems amp structure Rely on control

Establishorganizational

mission

FormulateStrategy for

implementingmission

Implementorganizational

strategy

Leaderrsquos Job

Managerrsquos Job

Leadership goals

Leadership style is the manner and approach of providing direction implementing plans and motivating people

Leaders vary their styles A leader is not strictly one or another style Most leaders use all three styles one style however becomes the dominate one

Positive Leaders use rewards (independence education) to motivate employees

Negative Leaders use penalties with employees These leaders act domineering and superior wpeople Negative penalties include days off without pay reprimanding in front of others assigning unpleasant job tasks

Leadership Rolesbull Decision maker

bull Coach bull Forecaster

bull Communicator bull Counselorbull Influencerbull Evaluator

bull Teacher bull Creative

bull problem solverbull Facilitator bullCritical thinker

bullChange agent

Characteristics of a Leader

bull Intelligence Personable Abilitybull Knowledge Adaptability Able to enlist cooperation

bull Judgment Creativity Interpersonal skillsbull Decisiveness Cooperativeness Tactbull Oral fluency Alertness Diplomacy

bull Emotional Intelligence Self-confidence Prestigebull Independence Personal integrity Social participation

bull Emotional balance and control Nonconformity

Types of leadership

bull Please Hayaa change the word of types of leadership to styles of leadership

ndash Leadership style directly related to the amount of control or freedom allowed to the group The best style for any particular situation is one that promotes a high level of work performance in wide variety of circumstances as efficiently as possible and with the least amount of disruptionrdquo

ndash Leadership style ldquo is the manner in which the leader influences the group members rdquo behaviors in various situations Different styles are effective in different situations

Autocratic leadershipbull Autocraticndash Leader makes

decisions without reference to anyone else

ndash High degree of dependency on the leader

ndash Can create de-motivation and alienation of staff

ndashMay be valuable in some types of business where decisions need to be made quickly and decisively

Autocratic leadership

The following behaviors characterize authoritarian leaders

bull Strong control is maintained over the work group

bull Others are motivated by coercionbull Others are directed with

commandsbull Communication flows downwardbull Decision making does not involve

othersbull Emphasis is on difference in

status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive

Autocratic leadershipbull Authoritarian leadership

results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces

When is the Autocratic Leadership Style Effective

1 Short term projects with a highly technical complex or risky element

2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee

3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation

When is the Autocratic Leadership Style Effective

4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline

5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover

Autocratic leadershipAdvantages Disadvantages

Reduced stress due to increased control

A more productive group lsquowhile the leader is watchingrsquo

Improved logistics of operations

Faster decision making

Short-termistic approach to management

Manager perceived as having poor leadership skills

Increased workload for the manager

People dislike being ordered around

Teams become dependent upon their leader

bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor

bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country

Democratic leadership

bull Democratic Encourages decision making

from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of

consultation before decisions are taken

ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct

Democratic leadershipDemocratic leaders are

characterized by the following

bull Less control is maintainedbull Economic and ego awards are

used to motivatebull Others are directed through

suggestions and guidancebull Communication flows up and

downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than

ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive

Advantages DisadvantagesPositive work

environmentSuccessful initiativesCreative thinkingReduction of friction

and office politicsReduced employee

turnover

bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems

Democratic leadership Democratic leadership

appropriate forbull groups that work together for

extended periods promotes autonomy and growth in individual workers

bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership

Laissez-Faire leadership

bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities

are shared by allndash Can be very useful in businesses

where creative ideas are importantndash Can be highly motivational

as people have control over their working lifendash Can make coordination and decision making

time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations

Laissez-Faire leadership

The laissez-faire leader is characterized by the following behaviors

bull Permissiveness with little or no controlbull Motivation by support when requested by the

group or individualsbull Provision of little or no directionbull Communication upward and downward flow

among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld

Laissez-Faire leadership

bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions

Disadvantages

bull It makes employees feel insecure at the unavailability of a manager

bull The manager cannot provide regular feedback to let employees know how well they are doing

bull Managers are unable to thank employees for their good work

bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her

Leadership Styles

33

More Successful Proposal Authoritarian

Team

Authoritarian

Country Club

Impoverished

Less Successful Proposal

Team

Country Club Impoverished

Task oriented Strong on

schedules Expects directions

to be followed Intolerant of

dissent

Task oriented Positive examples Fosters environment

for people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Delegates and disappears

Detaches from team Lets team work out

power struggles Low commitment to

task accomplishment

ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark

Authoritarian Team

Country Club

Task oriented Strong on schedules Expects directions to

be followed Intolerant of dissent مع متسامح

المعارضين

Task oriented Positive examples Fosters environment for

people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Continuum of Leader Behavior

Examples A good leader uses all three styles depending on what forces

are involved between the followers the leader and the situation Some examples include

bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee

bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team

bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

bull Leadership is define as ldquothe ability to influence the beliefs

opinions and or behavior of others in order to accomplish the

task of a group or to achieve the goal of a group while at the

same time maintaining the integrity and morale of the group

bull The Leader is a person who interprets and suggests the goal for

which a group is working and who encourages and directs

participation of others toward effective achievement of this goal

The Meaning of Leadership

The Meaning of Leadership

As a process leadership is the

use of non coercive

influence to direct and

coordinate the activities of

group members to meet a goal

As a property leadership is the

set of characteristics attributed to

those who are perceived to

use such influence

successfully

DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT

leadership management

Based on influence An informal

designation

An achieved position Independent of

management

Based on authority Formally

designated position

An assigned position

Dependent and improved by use of effective leadership skills

DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT

leadership management

Part of every nurses role

Focusing on people inspiring and motivating followers based on personal power

Acting as a facilitator and coach

Aimed to change for improvement

Nurses role in the assigned managerial positions

Focusing on service based on position power

Acting as a boss Aimed to maintain

stability

Leaders vs Managers

Leaders Managers

VisionDirectionGoalsObjectivesEffectivenessPurposeInnovateFocus on peopleInspire trust

EfficiencyDay to day ampShort runAdministerFocus on systems amp structure Rely on control

Establishorganizational

mission

FormulateStrategy for

implementingmission

Implementorganizational

strategy

Leaderrsquos Job

Managerrsquos Job

Leadership goals

Leadership style is the manner and approach of providing direction implementing plans and motivating people

Leaders vary their styles A leader is not strictly one or another style Most leaders use all three styles one style however becomes the dominate one

Positive Leaders use rewards (independence education) to motivate employees

Negative Leaders use penalties with employees These leaders act domineering and superior wpeople Negative penalties include days off without pay reprimanding in front of others assigning unpleasant job tasks

Leadership Rolesbull Decision maker

bull Coach bull Forecaster

bull Communicator bull Counselorbull Influencerbull Evaluator

bull Teacher bull Creative

bull problem solverbull Facilitator bullCritical thinker

bullChange agent

Characteristics of a Leader

bull Intelligence Personable Abilitybull Knowledge Adaptability Able to enlist cooperation

bull Judgment Creativity Interpersonal skillsbull Decisiveness Cooperativeness Tactbull Oral fluency Alertness Diplomacy

bull Emotional Intelligence Self-confidence Prestigebull Independence Personal integrity Social participation

bull Emotional balance and control Nonconformity

Types of leadership

bull Please Hayaa change the word of types of leadership to styles of leadership

ndash Leadership style directly related to the amount of control or freedom allowed to the group The best style for any particular situation is one that promotes a high level of work performance in wide variety of circumstances as efficiently as possible and with the least amount of disruptionrdquo

ndash Leadership style ldquo is the manner in which the leader influences the group members rdquo behaviors in various situations Different styles are effective in different situations

Autocratic leadershipbull Autocraticndash Leader makes

decisions without reference to anyone else

ndash High degree of dependency on the leader

ndash Can create de-motivation and alienation of staff

ndashMay be valuable in some types of business where decisions need to be made quickly and decisively

Autocratic leadership

The following behaviors characterize authoritarian leaders

bull Strong control is maintained over the work group

bull Others are motivated by coercionbull Others are directed with

commandsbull Communication flows downwardbull Decision making does not involve

othersbull Emphasis is on difference in

status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive

Autocratic leadershipbull Authoritarian leadership

results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces

When is the Autocratic Leadership Style Effective

1 Short term projects with a highly technical complex or risky element

2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee

3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation

When is the Autocratic Leadership Style Effective

4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline

5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover

Autocratic leadershipAdvantages Disadvantages

Reduced stress due to increased control

A more productive group lsquowhile the leader is watchingrsquo

Improved logistics of operations

Faster decision making

Short-termistic approach to management

Manager perceived as having poor leadership skills

Increased workload for the manager

People dislike being ordered around

Teams become dependent upon their leader

bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor

bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country

Democratic leadership

bull Democratic Encourages decision making

from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of

consultation before decisions are taken

ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct

Democratic leadershipDemocratic leaders are

characterized by the following

bull Less control is maintainedbull Economic and ego awards are

used to motivatebull Others are directed through

suggestions and guidancebull Communication flows up and

downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than

ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive

Advantages DisadvantagesPositive work

environmentSuccessful initiativesCreative thinkingReduction of friction

and office politicsReduced employee

turnover

bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems

Democratic leadership Democratic leadership

appropriate forbull groups that work together for

extended periods promotes autonomy and growth in individual workers

bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership

Laissez-Faire leadership

bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities

are shared by allndash Can be very useful in businesses

where creative ideas are importantndash Can be highly motivational

as people have control over their working lifendash Can make coordination and decision making

time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations

Laissez-Faire leadership

The laissez-faire leader is characterized by the following behaviors

bull Permissiveness with little or no controlbull Motivation by support when requested by the

group or individualsbull Provision of little or no directionbull Communication upward and downward flow

among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld

Laissez-Faire leadership

bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions

Disadvantages

bull It makes employees feel insecure at the unavailability of a manager

bull The manager cannot provide regular feedback to let employees know how well they are doing

bull Managers are unable to thank employees for their good work

bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her

Leadership Styles

33

More Successful Proposal Authoritarian

Team

Authoritarian

Country Club

Impoverished

Less Successful Proposal

Team

Country Club Impoverished

Task oriented Strong on

schedules Expects directions

to be followed Intolerant of

dissent

Task oriented Positive examples Fosters environment

for people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Delegates and disappears

Detaches from team Lets team work out

power struggles Low commitment to

task accomplishment

ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark

Authoritarian Team

Country Club

Task oriented Strong on schedules Expects directions to

be followed Intolerant of dissent مع متسامح

المعارضين

Task oriented Positive examples Fosters environment for

people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Continuum of Leader Behavior

Examples A good leader uses all three styles depending on what forces

are involved between the followers the leader and the situation Some examples include

bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee

bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team

bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

The Meaning of Leadership

The Meaning of Leadership

As a process leadership is the

use of non coercive

influence to direct and

coordinate the activities of

group members to meet a goal

As a property leadership is the

set of characteristics attributed to

those who are perceived to

use such influence

successfully

DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT

leadership management

Based on influence An informal

designation

An achieved position Independent of

management

Based on authority Formally

designated position

An assigned position

Dependent and improved by use of effective leadership skills

DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT

leadership management

Part of every nurses role

Focusing on people inspiring and motivating followers based on personal power

Acting as a facilitator and coach

Aimed to change for improvement

Nurses role in the assigned managerial positions

Focusing on service based on position power

Acting as a boss Aimed to maintain

stability

Leaders vs Managers

Leaders Managers

VisionDirectionGoalsObjectivesEffectivenessPurposeInnovateFocus on peopleInspire trust

EfficiencyDay to day ampShort runAdministerFocus on systems amp structure Rely on control

Establishorganizational

mission

FormulateStrategy for

implementingmission

Implementorganizational

strategy

Leaderrsquos Job

Managerrsquos Job

Leadership goals

Leadership style is the manner and approach of providing direction implementing plans and motivating people

Leaders vary their styles A leader is not strictly one or another style Most leaders use all three styles one style however becomes the dominate one

Positive Leaders use rewards (independence education) to motivate employees

Negative Leaders use penalties with employees These leaders act domineering and superior wpeople Negative penalties include days off without pay reprimanding in front of others assigning unpleasant job tasks

Leadership Rolesbull Decision maker

bull Coach bull Forecaster

bull Communicator bull Counselorbull Influencerbull Evaluator

bull Teacher bull Creative

bull problem solverbull Facilitator bullCritical thinker

bullChange agent

Characteristics of a Leader

bull Intelligence Personable Abilitybull Knowledge Adaptability Able to enlist cooperation

bull Judgment Creativity Interpersonal skillsbull Decisiveness Cooperativeness Tactbull Oral fluency Alertness Diplomacy

bull Emotional Intelligence Self-confidence Prestigebull Independence Personal integrity Social participation

bull Emotional balance and control Nonconformity

Types of leadership

bull Please Hayaa change the word of types of leadership to styles of leadership

ndash Leadership style directly related to the amount of control or freedom allowed to the group The best style for any particular situation is one that promotes a high level of work performance in wide variety of circumstances as efficiently as possible and with the least amount of disruptionrdquo

ndash Leadership style ldquo is the manner in which the leader influences the group members rdquo behaviors in various situations Different styles are effective in different situations

Autocratic leadershipbull Autocraticndash Leader makes

decisions without reference to anyone else

ndash High degree of dependency on the leader

ndash Can create de-motivation and alienation of staff

ndashMay be valuable in some types of business where decisions need to be made quickly and decisively

Autocratic leadership

The following behaviors characterize authoritarian leaders

bull Strong control is maintained over the work group

bull Others are motivated by coercionbull Others are directed with

commandsbull Communication flows downwardbull Decision making does not involve

othersbull Emphasis is on difference in

status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive

Autocratic leadershipbull Authoritarian leadership

results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces

When is the Autocratic Leadership Style Effective

1 Short term projects with a highly technical complex or risky element

2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee

3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation

When is the Autocratic Leadership Style Effective

4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline

5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover

Autocratic leadershipAdvantages Disadvantages

Reduced stress due to increased control

A more productive group lsquowhile the leader is watchingrsquo

Improved logistics of operations

Faster decision making

Short-termistic approach to management

Manager perceived as having poor leadership skills

Increased workload for the manager

People dislike being ordered around

Teams become dependent upon their leader

bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor

bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country

Democratic leadership

bull Democratic Encourages decision making

from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of

consultation before decisions are taken

ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct

Democratic leadershipDemocratic leaders are

characterized by the following

bull Less control is maintainedbull Economic and ego awards are

used to motivatebull Others are directed through

suggestions and guidancebull Communication flows up and

downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than

ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive

Advantages DisadvantagesPositive work

environmentSuccessful initiativesCreative thinkingReduction of friction

and office politicsReduced employee

turnover

bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems

Democratic leadership Democratic leadership

appropriate forbull groups that work together for

extended periods promotes autonomy and growth in individual workers

bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership

Laissez-Faire leadership

bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities

are shared by allndash Can be very useful in businesses

where creative ideas are importantndash Can be highly motivational

as people have control over their working lifendash Can make coordination and decision making

time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations

Laissez-Faire leadership

The laissez-faire leader is characterized by the following behaviors

bull Permissiveness with little or no controlbull Motivation by support when requested by the

group or individualsbull Provision of little or no directionbull Communication upward and downward flow

among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld

Laissez-Faire leadership

bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions

Disadvantages

bull It makes employees feel insecure at the unavailability of a manager

bull The manager cannot provide regular feedback to let employees know how well they are doing

bull Managers are unable to thank employees for their good work

bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her

Leadership Styles

33

More Successful Proposal Authoritarian

Team

Authoritarian

Country Club

Impoverished

Less Successful Proposal

Team

Country Club Impoverished

Task oriented Strong on

schedules Expects directions

to be followed Intolerant of

dissent

Task oriented Positive examples Fosters environment

for people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Delegates and disappears

Detaches from team Lets team work out

power struggles Low commitment to

task accomplishment

ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark

Authoritarian Team

Country Club

Task oriented Strong on schedules Expects directions to

be followed Intolerant of dissent مع متسامح

المعارضين

Task oriented Positive examples Fosters environment for

people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Continuum of Leader Behavior

Examples A good leader uses all three styles depending on what forces

are involved between the followers the leader and the situation Some examples include

bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee

bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team

bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT

leadership management

Based on influence An informal

designation

An achieved position Independent of

management

Based on authority Formally

designated position

An assigned position

Dependent and improved by use of effective leadership skills

DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT

leadership management

Part of every nurses role

Focusing on people inspiring and motivating followers based on personal power

Acting as a facilitator and coach

Aimed to change for improvement

Nurses role in the assigned managerial positions

Focusing on service based on position power

Acting as a boss Aimed to maintain

stability

Leaders vs Managers

Leaders Managers

VisionDirectionGoalsObjectivesEffectivenessPurposeInnovateFocus on peopleInspire trust

EfficiencyDay to day ampShort runAdministerFocus on systems amp structure Rely on control

Establishorganizational

mission

FormulateStrategy for

implementingmission

Implementorganizational

strategy

Leaderrsquos Job

Managerrsquos Job

Leadership goals

Leadership style is the manner and approach of providing direction implementing plans and motivating people

Leaders vary their styles A leader is not strictly one or another style Most leaders use all three styles one style however becomes the dominate one

Positive Leaders use rewards (independence education) to motivate employees

Negative Leaders use penalties with employees These leaders act domineering and superior wpeople Negative penalties include days off without pay reprimanding in front of others assigning unpleasant job tasks

Leadership Rolesbull Decision maker

bull Coach bull Forecaster

bull Communicator bull Counselorbull Influencerbull Evaluator

bull Teacher bull Creative

bull problem solverbull Facilitator bullCritical thinker

bullChange agent

Characteristics of a Leader

bull Intelligence Personable Abilitybull Knowledge Adaptability Able to enlist cooperation

bull Judgment Creativity Interpersonal skillsbull Decisiveness Cooperativeness Tactbull Oral fluency Alertness Diplomacy

bull Emotional Intelligence Self-confidence Prestigebull Independence Personal integrity Social participation

bull Emotional balance and control Nonconformity

Types of leadership

bull Please Hayaa change the word of types of leadership to styles of leadership

ndash Leadership style directly related to the amount of control or freedom allowed to the group The best style for any particular situation is one that promotes a high level of work performance in wide variety of circumstances as efficiently as possible and with the least amount of disruptionrdquo

ndash Leadership style ldquo is the manner in which the leader influences the group members rdquo behaviors in various situations Different styles are effective in different situations

Autocratic leadershipbull Autocraticndash Leader makes

decisions without reference to anyone else

ndash High degree of dependency on the leader

ndash Can create de-motivation and alienation of staff

ndashMay be valuable in some types of business where decisions need to be made quickly and decisively

Autocratic leadership

The following behaviors characterize authoritarian leaders

bull Strong control is maintained over the work group

bull Others are motivated by coercionbull Others are directed with

commandsbull Communication flows downwardbull Decision making does not involve

othersbull Emphasis is on difference in

status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive

Autocratic leadershipbull Authoritarian leadership

results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces

When is the Autocratic Leadership Style Effective

1 Short term projects with a highly technical complex or risky element

2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee

3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation

When is the Autocratic Leadership Style Effective

4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline

5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover

Autocratic leadershipAdvantages Disadvantages

Reduced stress due to increased control

A more productive group lsquowhile the leader is watchingrsquo

Improved logistics of operations

Faster decision making

Short-termistic approach to management

Manager perceived as having poor leadership skills

Increased workload for the manager

People dislike being ordered around

Teams become dependent upon their leader

bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor

bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country

Democratic leadership

bull Democratic Encourages decision making

from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of

consultation before decisions are taken

ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct

Democratic leadershipDemocratic leaders are

characterized by the following

bull Less control is maintainedbull Economic and ego awards are

used to motivatebull Others are directed through

suggestions and guidancebull Communication flows up and

downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than

ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive

Advantages DisadvantagesPositive work

environmentSuccessful initiativesCreative thinkingReduction of friction

and office politicsReduced employee

turnover

bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems

Democratic leadership Democratic leadership

appropriate forbull groups that work together for

extended periods promotes autonomy and growth in individual workers

bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership

Laissez-Faire leadership

bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities

are shared by allndash Can be very useful in businesses

where creative ideas are importantndash Can be highly motivational

as people have control over their working lifendash Can make coordination and decision making

time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations

Laissez-Faire leadership

The laissez-faire leader is characterized by the following behaviors

bull Permissiveness with little or no controlbull Motivation by support when requested by the

group or individualsbull Provision of little or no directionbull Communication upward and downward flow

among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld

Laissez-Faire leadership

bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions

Disadvantages

bull It makes employees feel insecure at the unavailability of a manager

bull The manager cannot provide regular feedback to let employees know how well they are doing

bull Managers are unable to thank employees for their good work

bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her

Leadership Styles

33

More Successful Proposal Authoritarian

Team

Authoritarian

Country Club

Impoverished

Less Successful Proposal

Team

Country Club Impoverished

Task oriented Strong on

schedules Expects directions

to be followed Intolerant of

dissent

Task oriented Positive examples Fosters environment

for people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Delegates and disappears

Detaches from team Lets team work out

power struggles Low commitment to

task accomplishment

ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark

Authoritarian Team

Country Club

Task oriented Strong on schedules Expects directions to

be followed Intolerant of dissent مع متسامح

المعارضين

Task oriented Positive examples Fosters environment for

people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Continuum of Leader Behavior

Examples A good leader uses all three styles depending on what forces

are involved between the followers the leader and the situation Some examples include

bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee

bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team

bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT

leadership management

Part of every nurses role

Focusing on people inspiring and motivating followers based on personal power

Acting as a facilitator and coach

Aimed to change for improvement

Nurses role in the assigned managerial positions

Focusing on service based on position power

Acting as a boss Aimed to maintain

stability

Leaders vs Managers

Leaders Managers

VisionDirectionGoalsObjectivesEffectivenessPurposeInnovateFocus on peopleInspire trust

EfficiencyDay to day ampShort runAdministerFocus on systems amp structure Rely on control

Establishorganizational

mission

FormulateStrategy for

implementingmission

Implementorganizational

strategy

Leaderrsquos Job

Managerrsquos Job

Leadership goals

Leadership style is the manner and approach of providing direction implementing plans and motivating people

Leaders vary their styles A leader is not strictly one or another style Most leaders use all three styles one style however becomes the dominate one

Positive Leaders use rewards (independence education) to motivate employees

Negative Leaders use penalties with employees These leaders act domineering and superior wpeople Negative penalties include days off without pay reprimanding in front of others assigning unpleasant job tasks

Leadership Rolesbull Decision maker

bull Coach bull Forecaster

bull Communicator bull Counselorbull Influencerbull Evaluator

bull Teacher bull Creative

bull problem solverbull Facilitator bullCritical thinker

bullChange agent

Characteristics of a Leader

bull Intelligence Personable Abilitybull Knowledge Adaptability Able to enlist cooperation

bull Judgment Creativity Interpersonal skillsbull Decisiveness Cooperativeness Tactbull Oral fluency Alertness Diplomacy

bull Emotional Intelligence Self-confidence Prestigebull Independence Personal integrity Social participation

bull Emotional balance and control Nonconformity

Types of leadership

bull Please Hayaa change the word of types of leadership to styles of leadership

ndash Leadership style directly related to the amount of control or freedom allowed to the group The best style for any particular situation is one that promotes a high level of work performance in wide variety of circumstances as efficiently as possible and with the least amount of disruptionrdquo

ndash Leadership style ldquo is the manner in which the leader influences the group members rdquo behaviors in various situations Different styles are effective in different situations

Autocratic leadershipbull Autocraticndash Leader makes

decisions without reference to anyone else

ndash High degree of dependency on the leader

ndash Can create de-motivation and alienation of staff

ndashMay be valuable in some types of business where decisions need to be made quickly and decisively

Autocratic leadership

The following behaviors characterize authoritarian leaders

bull Strong control is maintained over the work group

bull Others are motivated by coercionbull Others are directed with

commandsbull Communication flows downwardbull Decision making does not involve

othersbull Emphasis is on difference in

status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive

Autocratic leadershipbull Authoritarian leadership

results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces

When is the Autocratic Leadership Style Effective

1 Short term projects with a highly technical complex or risky element

2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee

3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation

When is the Autocratic Leadership Style Effective

4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline

5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover

Autocratic leadershipAdvantages Disadvantages

Reduced stress due to increased control

A more productive group lsquowhile the leader is watchingrsquo

Improved logistics of operations

Faster decision making

Short-termistic approach to management

Manager perceived as having poor leadership skills

Increased workload for the manager

People dislike being ordered around

Teams become dependent upon their leader

bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor

bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country

Democratic leadership

bull Democratic Encourages decision making

from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of

consultation before decisions are taken

ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct

Democratic leadershipDemocratic leaders are

characterized by the following

bull Less control is maintainedbull Economic and ego awards are

used to motivatebull Others are directed through

suggestions and guidancebull Communication flows up and

downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than

ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive

Advantages DisadvantagesPositive work

environmentSuccessful initiativesCreative thinkingReduction of friction

and office politicsReduced employee

turnover

bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems

Democratic leadership Democratic leadership

appropriate forbull groups that work together for

extended periods promotes autonomy and growth in individual workers

bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership

Laissez-Faire leadership

bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities

are shared by allndash Can be very useful in businesses

where creative ideas are importantndash Can be highly motivational

as people have control over their working lifendash Can make coordination and decision making

time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations

Laissez-Faire leadership

The laissez-faire leader is characterized by the following behaviors

bull Permissiveness with little or no controlbull Motivation by support when requested by the

group or individualsbull Provision of little or no directionbull Communication upward and downward flow

among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld

Laissez-Faire leadership

bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions

Disadvantages

bull It makes employees feel insecure at the unavailability of a manager

bull The manager cannot provide regular feedback to let employees know how well they are doing

bull Managers are unable to thank employees for their good work

bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her

Leadership Styles

33

More Successful Proposal Authoritarian

Team

Authoritarian

Country Club

Impoverished

Less Successful Proposal

Team

Country Club Impoverished

Task oriented Strong on

schedules Expects directions

to be followed Intolerant of

dissent

Task oriented Positive examples Fosters environment

for people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Delegates and disappears

Detaches from team Lets team work out

power struggles Low commitment to

task accomplishment

ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark

Authoritarian Team

Country Club

Task oriented Strong on schedules Expects directions to

be followed Intolerant of dissent مع متسامح

المعارضين

Task oriented Positive examples Fosters environment for

people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Continuum of Leader Behavior

Examples A good leader uses all three styles depending on what forces

are involved between the followers the leader and the situation Some examples include

bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee

bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team

bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Leaders vs Managers

Leaders Managers

VisionDirectionGoalsObjectivesEffectivenessPurposeInnovateFocus on peopleInspire trust

EfficiencyDay to day ampShort runAdministerFocus on systems amp structure Rely on control

Establishorganizational

mission

FormulateStrategy for

implementingmission

Implementorganizational

strategy

Leaderrsquos Job

Managerrsquos Job

Leadership goals

Leadership style is the manner and approach of providing direction implementing plans and motivating people

Leaders vary their styles A leader is not strictly one or another style Most leaders use all three styles one style however becomes the dominate one

Positive Leaders use rewards (independence education) to motivate employees

Negative Leaders use penalties with employees These leaders act domineering and superior wpeople Negative penalties include days off without pay reprimanding in front of others assigning unpleasant job tasks

Leadership Rolesbull Decision maker

bull Coach bull Forecaster

bull Communicator bull Counselorbull Influencerbull Evaluator

bull Teacher bull Creative

bull problem solverbull Facilitator bullCritical thinker

bullChange agent

Characteristics of a Leader

bull Intelligence Personable Abilitybull Knowledge Adaptability Able to enlist cooperation

bull Judgment Creativity Interpersonal skillsbull Decisiveness Cooperativeness Tactbull Oral fluency Alertness Diplomacy

bull Emotional Intelligence Self-confidence Prestigebull Independence Personal integrity Social participation

bull Emotional balance and control Nonconformity

Types of leadership

bull Please Hayaa change the word of types of leadership to styles of leadership

ndash Leadership style directly related to the amount of control or freedom allowed to the group The best style for any particular situation is one that promotes a high level of work performance in wide variety of circumstances as efficiently as possible and with the least amount of disruptionrdquo

ndash Leadership style ldquo is the manner in which the leader influences the group members rdquo behaviors in various situations Different styles are effective in different situations

Autocratic leadershipbull Autocraticndash Leader makes

decisions without reference to anyone else

ndash High degree of dependency on the leader

ndash Can create de-motivation and alienation of staff

ndashMay be valuable in some types of business where decisions need to be made quickly and decisively

Autocratic leadership

The following behaviors characterize authoritarian leaders

bull Strong control is maintained over the work group

bull Others are motivated by coercionbull Others are directed with

commandsbull Communication flows downwardbull Decision making does not involve

othersbull Emphasis is on difference in

status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive

Autocratic leadershipbull Authoritarian leadership

results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces

When is the Autocratic Leadership Style Effective

1 Short term projects with a highly technical complex or risky element

2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee

3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation

When is the Autocratic Leadership Style Effective

4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline

5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover

Autocratic leadershipAdvantages Disadvantages

Reduced stress due to increased control

A more productive group lsquowhile the leader is watchingrsquo

Improved logistics of operations

Faster decision making

Short-termistic approach to management

Manager perceived as having poor leadership skills

Increased workload for the manager

People dislike being ordered around

Teams become dependent upon their leader

bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor

bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country

Democratic leadership

bull Democratic Encourages decision making

from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of

consultation before decisions are taken

ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct

Democratic leadershipDemocratic leaders are

characterized by the following

bull Less control is maintainedbull Economic and ego awards are

used to motivatebull Others are directed through

suggestions and guidancebull Communication flows up and

downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than

ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive

Advantages DisadvantagesPositive work

environmentSuccessful initiativesCreative thinkingReduction of friction

and office politicsReduced employee

turnover

bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems

Democratic leadership Democratic leadership

appropriate forbull groups that work together for

extended periods promotes autonomy and growth in individual workers

bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership

Laissez-Faire leadership

bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities

are shared by allndash Can be very useful in businesses

where creative ideas are importantndash Can be highly motivational

as people have control over their working lifendash Can make coordination and decision making

time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations

Laissez-Faire leadership

The laissez-faire leader is characterized by the following behaviors

bull Permissiveness with little or no controlbull Motivation by support when requested by the

group or individualsbull Provision of little or no directionbull Communication upward and downward flow

among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld

Laissez-Faire leadership

bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions

Disadvantages

bull It makes employees feel insecure at the unavailability of a manager

bull The manager cannot provide regular feedback to let employees know how well they are doing

bull Managers are unable to thank employees for their good work

bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her

Leadership Styles

33

More Successful Proposal Authoritarian

Team

Authoritarian

Country Club

Impoverished

Less Successful Proposal

Team

Country Club Impoverished

Task oriented Strong on

schedules Expects directions

to be followed Intolerant of

dissent

Task oriented Positive examples Fosters environment

for people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Delegates and disappears

Detaches from team Lets team work out

power struggles Low commitment to

task accomplishment

ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark

Authoritarian Team

Country Club

Task oriented Strong on schedules Expects directions to

be followed Intolerant of dissent مع متسامح

المعارضين

Task oriented Positive examples Fosters environment for

people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Continuum of Leader Behavior

Examples A good leader uses all three styles depending on what forces

are involved between the followers the leader and the situation Some examples include

bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee

bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team

bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Leadership goals

Leadership style is the manner and approach of providing direction implementing plans and motivating people

Leaders vary their styles A leader is not strictly one or another style Most leaders use all three styles one style however becomes the dominate one

Positive Leaders use rewards (independence education) to motivate employees

Negative Leaders use penalties with employees These leaders act domineering and superior wpeople Negative penalties include days off without pay reprimanding in front of others assigning unpleasant job tasks

Leadership Rolesbull Decision maker

bull Coach bull Forecaster

bull Communicator bull Counselorbull Influencerbull Evaluator

bull Teacher bull Creative

bull problem solverbull Facilitator bullCritical thinker

bullChange agent

Characteristics of a Leader

bull Intelligence Personable Abilitybull Knowledge Adaptability Able to enlist cooperation

bull Judgment Creativity Interpersonal skillsbull Decisiveness Cooperativeness Tactbull Oral fluency Alertness Diplomacy

bull Emotional Intelligence Self-confidence Prestigebull Independence Personal integrity Social participation

bull Emotional balance and control Nonconformity

Types of leadership

bull Please Hayaa change the word of types of leadership to styles of leadership

ndash Leadership style directly related to the amount of control or freedom allowed to the group The best style for any particular situation is one that promotes a high level of work performance in wide variety of circumstances as efficiently as possible and with the least amount of disruptionrdquo

ndash Leadership style ldquo is the manner in which the leader influences the group members rdquo behaviors in various situations Different styles are effective in different situations

Autocratic leadershipbull Autocraticndash Leader makes

decisions without reference to anyone else

ndash High degree of dependency on the leader

ndash Can create de-motivation and alienation of staff

ndashMay be valuable in some types of business where decisions need to be made quickly and decisively

Autocratic leadership

The following behaviors characterize authoritarian leaders

bull Strong control is maintained over the work group

bull Others are motivated by coercionbull Others are directed with

commandsbull Communication flows downwardbull Decision making does not involve

othersbull Emphasis is on difference in

status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive

Autocratic leadershipbull Authoritarian leadership

results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces

When is the Autocratic Leadership Style Effective

1 Short term projects with a highly technical complex or risky element

2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee

3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation

When is the Autocratic Leadership Style Effective

4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline

5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover

Autocratic leadershipAdvantages Disadvantages

Reduced stress due to increased control

A more productive group lsquowhile the leader is watchingrsquo

Improved logistics of operations

Faster decision making

Short-termistic approach to management

Manager perceived as having poor leadership skills

Increased workload for the manager

People dislike being ordered around

Teams become dependent upon their leader

bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor

bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country

Democratic leadership

bull Democratic Encourages decision making

from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of

consultation before decisions are taken

ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct

Democratic leadershipDemocratic leaders are

characterized by the following

bull Less control is maintainedbull Economic and ego awards are

used to motivatebull Others are directed through

suggestions and guidancebull Communication flows up and

downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than

ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive

Advantages DisadvantagesPositive work

environmentSuccessful initiativesCreative thinkingReduction of friction

and office politicsReduced employee

turnover

bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems

Democratic leadership Democratic leadership

appropriate forbull groups that work together for

extended periods promotes autonomy and growth in individual workers

bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership

Laissez-Faire leadership

bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities

are shared by allndash Can be very useful in businesses

where creative ideas are importantndash Can be highly motivational

as people have control over their working lifendash Can make coordination and decision making

time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations

Laissez-Faire leadership

The laissez-faire leader is characterized by the following behaviors

bull Permissiveness with little or no controlbull Motivation by support when requested by the

group or individualsbull Provision of little or no directionbull Communication upward and downward flow

among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld

Laissez-Faire leadership

bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions

Disadvantages

bull It makes employees feel insecure at the unavailability of a manager

bull The manager cannot provide regular feedback to let employees know how well they are doing

bull Managers are unable to thank employees for their good work

bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her

Leadership Styles

33

More Successful Proposal Authoritarian

Team

Authoritarian

Country Club

Impoverished

Less Successful Proposal

Team

Country Club Impoverished

Task oriented Strong on

schedules Expects directions

to be followed Intolerant of

dissent

Task oriented Positive examples Fosters environment

for people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Delegates and disappears

Detaches from team Lets team work out

power struggles Low commitment to

task accomplishment

ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark

Authoritarian Team

Country Club

Task oriented Strong on schedules Expects directions to

be followed Intolerant of dissent مع متسامح

المعارضين

Task oriented Positive examples Fosters environment for

people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Continuum of Leader Behavior

Examples A good leader uses all three styles depending on what forces

are involved between the followers the leader and the situation Some examples include

bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee

bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team

bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Leadership Rolesbull Decision maker

bull Coach bull Forecaster

bull Communicator bull Counselorbull Influencerbull Evaluator

bull Teacher bull Creative

bull problem solverbull Facilitator bullCritical thinker

bullChange agent

Characteristics of a Leader

bull Intelligence Personable Abilitybull Knowledge Adaptability Able to enlist cooperation

bull Judgment Creativity Interpersonal skillsbull Decisiveness Cooperativeness Tactbull Oral fluency Alertness Diplomacy

bull Emotional Intelligence Self-confidence Prestigebull Independence Personal integrity Social participation

bull Emotional balance and control Nonconformity

Types of leadership

bull Please Hayaa change the word of types of leadership to styles of leadership

ndash Leadership style directly related to the amount of control or freedom allowed to the group The best style for any particular situation is one that promotes a high level of work performance in wide variety of circumstances as efficiently as possible and with the least amount of disruptionrdquo

ndash Leadership style ldquo is the manner in which the leader influences the group members rdquo behaviors in various situations Different styles are effective in different situations

Autocratic leadershipbull Autocraticndash Leader makes

decisions without reference to anyone else

ndash High degree of dependency on the leader

ndash Can create de-motivation and alienation of staff

ndashMay be valuable in some types of business where decisions need to be made quickly and decisively

Autocratic leadership

The following behaviors characterize authoritarian leaders

bull Strong control is maintained over the work group

bull Others are motivated by coercionbull Others are directed with

commandsbull Communication flows downwardbull Decision making does not involve

othersbull Emphasis is on difference in

status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive

Autocratic leadershipbull Authoritarian leadership

results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces

When is the Autocratic Leadership Style Effective

1 Short term projects with a highly technical complex or risky element

2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee

3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation

When is the Autocratic Leadership Style Effective

4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline

5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover

Autocratic leadershipAdvantages Disadvantages

Reduced stress due to increased control

A more productive group lsquowhile the leader is watchingrsquo

Improved logistics of operations

Faster decision making

Short-termistic approach to management

Manager perceived as having poor leadership skills

Increased workload for the manager

People dislike being ordered around

Teams become dependent upon their leader

bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor

bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country

Democratic leadership

bull Democratic Encourages decision making

from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of

consultation before decisions are taken

ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct

Democratic leadershipDemocratic leaders are

characterized by the following

bull Less control is maintainedbull Economic and ego awards are

used to motivatebull Others are directed through

suggestions and guidancebull Communication flows up and

downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than

ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive

Advantages DisadvantagesPositive work

environmentSuccessful initiativesCreative thinkingReduction of friction

and office politicsReduced employee

turnover

bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems

Democratic leadership Democratic leadership

appropriate forbull groups that work together for

extended periods promotes autonomy and growth in individual workers

bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership

Laissez-Faire leadership

bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities

are shared by allndash Can be very useful in businesses

where creative ideas are importantndash Can be highly motivational

as people have control over their working lifendash Can make coordination and decision making

time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations

Laissez-Faire leadership

The laissez-faire leader is characterized by the following behaviors

bull Permissiveness with little or no controlbull Motivation by support when requested by the

group or individualsbull Provision of little or no directionbull Communication upward and downward flow

among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld

Laissez-Faire leadership

bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions

Disadvantages

bull It makes employees feel insecure at the unavailability of a manager

bull The manager cannot provide regular feedback to let employees know how well they are doing

bull Managers are unable to thank employees for their good work

bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her

Leadership Styles

33

More Successful Proposal Authoritarian

Team

Authoritarian

Country Club

Impoverished

Less Successful Proposal

Team

Country Club Impoverished

Task oriented Strong on

schedules Expects directions

to be followed Intolerant of

dissent

Task oriented Positive examples Fosters environment

for people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Delegates and disappears

Detaches from team Lets team work out

power struggles Low commitment to

task accomplishment

ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark

Authoritarian Team

Country Club

Task oriented Strong on schedules Expects directions to

be followed Intolerant of dissent مع متسامح

المعارضين

Task oriented Positive examples Fosters environment for

people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Continuum of Leader Behavior

Examples A good leader uses all three styles depending on what forces

are involved between the followers the leader and the situation Some examples include

bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee

bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team

bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Characteristics of a Leader

bull Intelligence Personable Abilitybull Knowledge Adaptability Able to enlist cooperation

bull Judgment Creativity Interpersonal skillsbull Decisiveness Cooperativeness Tactbull Oral fluency Alertness Diplomacy

bull Emotional Intelligence Self-confidence Prestigebull Independence Personal integrity Social participation

bull Emotional balance and control Nonconformity

Types of leadership

bull Please Hayaa change the word of types of leadership to styles of leadership

ndash Leadership style directly related to the amount of control or freedom allowed to the group The best style for any particular situation is one that promotes a high level of work performance in wide variety of circumstances as efficiently as possible and with the least amount of disruptionrdquo

ndash Leadership style ldquo is the manner in which the leader influences the group members rdquo behaviors in various situations Different styles are effective in different situations

Autocratic leadershipbull Autocraticndash Leader makes

decisions without reference to anyone else

ndash High degree of dependency on the leader

ndash Can create de-motivation and alienation of staff

ndashMay be valuable in some types of business where decisions need to be made quickly and decisively

Autocratic leadership

The following behaviors characterize authoritarian leaders

bull Strong control is maintained over the work group

bull Others are motivated by coercionbull Others are directed with

commandsbull Communication flows downwardbull Decision making does not involve

othersbull Emphasis is on difference in

status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive

Autocratic leadershipbull Authoritarian leadership

results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces

When is the Autocratic Leadership Style Effective

1 Short term projects with a highly technical complex or risky element

2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee

3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation

When is the Autocratic Leadership Style Effective

4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline

5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover

Autocratic leadershipAdvantages Disadvantages

Reduced stress due to increased control

A more productive group lsquowhile the leader is watchingrsquo

Improved logistics of operations

Faster decision making

Short-termistic approach to management

Manager perceived as having poor leadership skills

Increased workload for the manager

People dislike being ordered around

Teams become dependent upon their leader

bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor

bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country

Democratic leadership

bull Democratic Encourages decision making

from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of

consultation before decisions are taken

ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct

Democratic leadershipDemocratic leaders are

characterized by the following

bull Less control is maintainedbull Economic and ego awards are

used to motivatebull Others are directed through

suggestions and guidancebull Communication flows up and

downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than

ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive

Advantages DisadvantagesPositive work

environmentSuccessful initiativesCreative thinkingReduction of friction

and office politicsReduced employee

turnover

bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems

Democratic leadership Democratic leadership

appropriate forbull groups that work together for

extended periods promotes autonomy and growth in individual workers

bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership

Laissez-Faire leadership

bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities

are shared by allndash Can be very useful in businesses

where creative ideas are importantndash Can be highly motivational

as people have control over their working lifendash Can make coordination and decision making

time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations

Laissez-Faire leadership

The laissez-faire leader is characterized by the following behaviors

bull Permissiveness with little or no controlbull Motivation by support when requested by the

group or individualsbull Provision of little or no directionbull Communication upward and downward flow

among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld

Laissez-Faire leadership

bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions

Disadvantages

bull It makes employees feel insecure at the unavailability of a manager

bull The manager cannot provide regular feedback to let employees know how well they are doing

bull Managers are unable to thank employees for their good work

bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her

Leadership Styles

33

More Successful Proposal Authoritarian

Team

Authoritarian

Country Club

Impoverished

Less Successful Proposal

Team

Country Club Impoverished

Task oriented Strong on

schedules Expects directions

to be followed Intolerant of

dissent

Task oriented Positive examples Fosters environment

for people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Delegates and disappears

Detaches from team Lets team work out

power struggles Low commitment to

task accomplishment

ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark

Authoritarian Team

Country Club

Task oriented Strong on schedules Expects directions to

be followed Intolerant of dissent مع متسامح

المعارضين

Task oriented Positive examples Fosters environment for

people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Continuum of Leader Behavior

Examples A good leader uses all three styles depending on what forces

are involved between the followers the leader and the situation Some examples include

bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee

bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team

bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Types of leadership

bull Please Hayaa change the word of types of leadership to styles of leadership

ndash Leadership style directly related to the amount of control or freedom allowed to the group The best style for any particular situation is one that promotes a high level of work performance in wide variety of circumstances as efficiently as possible and with the least amount of disruptionrdquo

ndash Leadership style ldquo is the manner in which the leader influences the group members rdquo behaviors in various situations Different styles are effective in different situations

Autocratic leadershipbull Autocraticndash Leader makes

decisions without reference to anyone else

ndash High degree of dependency on the leader

ndash Can create de-motivation and alienation of staff

ndashMay be valuable in some types of business where decisions need to be made quickly and decisively

Autocratic leadership

The following behaviors characterize authoritarian leaders

bull Strong control is maintained over the work group

bull Others are motivated by coercionbull Others are directed with

commandsbull Communication flows downwardbull Decision making does not involve

othersbull Emphasis is on difference in

status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive

Autocratic leadershipbull Authoritarian leadership

results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces

When is the Autocratic Leadership Style Effective

1 Short term projects with a highly technical complex or risky element

2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee

3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation

When is the Autocratic Leadership Style Effective

4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline

5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover

Autocratic leadershipAdvantages Disadvantages

Reduced stress due to increased control

A more productive group lsquowhile the leader is watchingrsquo

Improved logistics of operations

Faster decision making

Short-termistic approach to management

Manager perceived as having poor leadership skills

Increased workload for the manager

People dislike being ordered around

Teams become dependent upon their leader

bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor

bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country

Democratic leadership

bull Democratic Encourages decision making

from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of

consultation before decisions are taken

ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct

Democratic leadershipDemocratic leaders are

characterized by the following

bull Less control is maintainedbull Economic and ego awards are

used to motivatebull Others are directed through

suggestions and guidancebull Communication flows up and

downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than

ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive

Advantages DisadvantagesPositive work

environmentSuccessful initiativesCreative thinkingReduction of friction

and office politicsReduced employee

turnover

bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems

Democratic leadership Democratic leadership

appropriate forbull groups that work together for

extended periods promotes autonomy and growth in individual workers

bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership

Laissez-Faire leadership

bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities

are shared by allndash Can be very useful in businesses

where creative ideas are importantndash Can be highly motivational

as people have control over their working lifendash Can make coordination and decision making

time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations

Laissez-Faire leadership

The laissez-faire leader is characterized by the following behaviors

bull Permissiveness with little or no controlbull Motivation by support when requested by the

group or individualsbull Provision of little or no directionbull Communication upward and downward flow

among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld

Laissez-Faire leadership

bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions

Disadvantages

bull It makes employees feel insecure at the unavailability of a manager

bull The manager cannot provide regular feedback to let employees know how well they are doing

bull Managers are unable to thank employees for their good work

bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her

Leadership Styles

33

More Successful Proposal Authoritarian

Team

Authoritarian

Country Club

Impoverished

Less Successful Proposal

Team

Country Club Impoverished

Task oriented Strong on

schedules Expects directions

to be followed Intolerant of

dissent

Task oriented Positive examples Fosters environment

for people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Delegates and disappears

Detaches from team Lets team work out

power struggles Low commitment to

task accomplishment

ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark

Authoritarian Team

Country Club

Task oriented Strong on schedules Expects directions to

be followed Intolerant of dissent مع متسامح

المعارضين

Task oriented Positive examples Fosters environment for

people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Continuum of Leader Behavior

Examples A good leader uses all three styles depending on what forces

are involved between the followers the leader and the situation Some examples include

bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee

bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team

bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

ndash Leadership style directly related to the amount of control or freedom allowed to the group The best style for any particular situation is one that promotes a high level of work performance in wide variety of circumstances as efficiently as possible and with the least amount of disruptionrdquo

ndash Leadership style ldquo is the manner in which the leader influences the group members rdquo behaviors in various situations Different styles are effective in different situations

Autocratic leadershipbull Autocraticndash Leader makes

decisions without reference to anyone else

ndash High degree of dependency on the leader

ndash Can create de-motivation and alienation of staff

ndashMay be valuable in some types of business where decisions need to be made quickly and decisively

Autocratic leadership

The following behaviors characterize authoritarian leaders

bull Strong control is maintained over the work group

bull Others are motivated by coercionbull Others are directed with

commandsbull Communication flows downwardbull Decision making does not involve

othersbull Emphasis is on difference in

status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive

Autocratic leadershipbull Authoritarian leadership

results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces

When is the Autocratic Leadership Style Effective

1 Short term projects with a highly technical complex or risky element

2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee

3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation

When is the Autocratic Leadership Style Effective

4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline

5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover

Autocratic leadershipAdvantages Disadvantages

Reduced stress due to increased control

A more productive group lsquowhile the leader is watchingrsquo

Improved logistics of operations

Faster decision making

Short-termistic approach to management

Manager perceived as having poor leadership skills

Increased workload for the manager

People dislike being ordered around

Teams become dependent upon their leader

bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor

bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country

Democratic leadership

bull Democratic Encourages decision making

from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of

consultation before decisions are taken

ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct

Democratic leadershipDemocratic leaders are

characterized by the following

bull Less control is maintainedbull Economic and ego awards are

used to motivatebull Others are directed through

suggestions and guidancebull Communication flows up and

downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than

ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive

Advantages DisadvantagesPositive work

environmentSuccessful initiativesCreative thinkingReduction of friction

and office politicsReduced employee

turnover

bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems

Democratic leadership Democratic leadership

appropriate forbull groups that work together for

extended periods promotes autonomy and growth in individual workers

bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership

Laissez-Faire leadership

bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities

are shared by allndash Can be very useful in businesses

where creative ideas are importantndash Can be highly motivational

as people have control over their working lifendash Can make coordination and decision making

time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations

Laissez-Faire leadership

The laissez-faire leader is characterized by the following behaviors

bull Permissiveness with little or no controlbull Motivation by support when requested by the

group or individualsbull Provision of little or no directionbull Communication upward and downward flow

among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld

Laissez-Faire leadership

bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions

Disadvantages

bull It makes employees feel insecure at the unavailability of a manager

bull The manager cannot provide regular feedback to let employees know how well they are doing

bull Managers are unable to thank employees for their good work

bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her

Leadership Styles

33

More Successful Proposal Authoritarian

Team

Authoritarian

Country Club

Impoverished

Less Successful Proposal

Team

Country Club Impoverished

Task oriented Strong on

schedules Expects directions

to be followed Intolerant of

dissent

Task oriented Positive examples Fosters environment

for people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Delegates and disappears

Detaches from team Lets team work out

power struggles Low commitment to

task accomplishment

ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark

Authoritarian Team

Country Club

Task oriented Strong on schedules Expects directions to

be followed Intolerant of dissent مع متسامح

المعارضين

Task oriented Positive examples Fosters environment for

people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Continuum of Leader Behavior

Examples A good leader uses all three styles depending on what forces

are involved between the followers the leader and the situation Some examples include

bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee

bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team

bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Autocratic leadershipbull Autocraticndash Leader makes

decisions without reference to anyone else

ndash High degree of dependency on the leader

ndash Can create de-motivation and alienation of staff

ndashMay be valuable in some types of business where decisions need to be made quickly and decisively

Autocratic leadership

The following behaviors characterize authoritarian leaders

bull Strong control is maintained over the work group

bull Others are motivated by coercionbull Others are directed with

commandsbull Communication flows downwardbull Decision making does not involve

othersbull Emphasis is on difference in

status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive

Autocratic leadershipbull Authoritarian leadership

results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces

When is the Autocratic Leadership Style Effective

1 Short term projects with a highly technical complex or risky element

2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee

3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation

When is the Autocratic Leadership Style Effective

4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline

5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover

Autocratic leadershipAdvantages Disadvantages

Reduced stress due to increased control

A more productive group lsquowhile the leader is watchingrsquo

Improved logistics of operations

Faster decision making

Short-termistic approach to management

Manager perceived as having poor leadership skills

Increased workload for the manager

People dislike being ordered around

Teams become dependent upon their leader

bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor

bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country

Democratic leadership

bull Democratic Encourages decision making

from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of

consultation before decisions are taken

ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct

Democratic leadershipDemocratic leaders are

characterized by the following

bull Less control is maintainedbull Economic and ego awards are

used to motivatebull Others are directed through

suggestions and guidancebull Communication flows up and

downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than

ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive

Advantages DisadvantagesPositive work

environmentSuccessful initiativesCreative thinkingReduction of friction

and office politicsReduced employee

turnover

bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems

Democratic leadership Democratic leadership

appropriate forbull groups that work together for

extended periods promotes autonomy and growth in individual workers

bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership

Laissez-Faire leadership

bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities

are shared by allndash Can be very useful in businesses

where creative ideas are importantndash Can be highly motivational

as people have control over their working lifendash Can make coordination and decision making

time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations

Laissez-Faire leadership

The laissez-faire leader is characterized by the following behaviors

bull Permissiveness with little or no controlbull Motivation by support when requested by the

group or individualsbull Provision of little or no directionbull Communication upward and downward flow

among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld

Laissez-Faire leadership

bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions

Disadvantages

bull It makes employees feel insecure at the unavailability of a manager

bull The manager cannot provide regular feedback to let employees know how well they are doing

bull Managers are unable to thank employees for their good work

bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her

Leadership Styles

33

More Successful Proposal Authoritarian

Team

Authoritarian

Country Club

Impoverished

Less Successful Proposal

Team

Country Club Impoverished

Task oriented Strong on

schedules Expects directions

to be followed Intolerant of

dissent

Task oriented Positive examples Fosters environment

for people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Delegates and disappears

Detaches from team Lets team work out

power struggles Low commitment to

task accomplishment

ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark

Authoritarian Team

Country Club

Task oriented Strong on schedules Expects directions to

be followed Intolerant of dissent مع متسامح

المعارضين

Task oriented Positive examples Fosters environment for

people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Continuum of Leader Behavior

Examples A good leader uses all three styles depending on what forces

are involved between the followers the leader and the situation Some examples include

bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee

bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team

bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Autocratic leadership

The following behaviors characterize authoritarian leaders

bull Strong control is maintained over the work group

bull Others are motivated by coercionbull Others are directed with

commandsbull Communication flows downwardbull Decision making does not involve

othersbull Emphasis is on difference in

status (ldquoIrsquorsquo and ldquoyoursquorsquo)bull Criticism is punitive

Autocratic leadershipbull Authoritarian leadership

results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces

When is the Autocratic Leadership Style Effective

1 Short term projects with a highly technical complex or risky element

2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee

3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation

When is the Autocratic Leadership Style Effective

4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline

5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover

Autocratic leadershipAdvantages Disadvantages

Reduced stress due to increased control

A more productive group lsquowhile the leader is watchingrsquo

Improved logistics of operations

Faster decision making

Short-termistic approach to management

Manager perceived as having poor leadership skills

Increased workload for the manager

People dislike being ordered around

Teams become dependent upon their leader

bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor

bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country

Democratic leadership

bull Democratic Encourages decision making

from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of

consultation before decisions are taken

ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct

Democratic leadershipDemocratic leaders are

characterized by the following

bull Less control is maintainedbull Economic and ego awards are

used to motivatebull Others are directed through

suggestions and guidancebull Communication flows up and

downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than

ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive

Advantages DisadvantagesPositive work

environmentSuccessful initiativesCreative thinkingReduction of friction

and office politicsReduced employee

turnover

bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems

Democratic leadership Democratic leadership

appropriate forbull groups that work together for

extended periods promotes autonomy and growth in individual workers

bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership

Laissez-Faire leadership

bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities

are shared by allndash Can be very useful in businesses

where creative ideas are importantndash Can be highly motivational

as people have control over their working lifendash Can make coordination and decision making

time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations

Laissez-Faire leadership

The laissez-faire leader is characterized by the following behaviors

bull Permissiveness with little or no controlbull Motivation by support when requested by the

group or individualsbull Provision of little or no directionbull Communication upward and downward flow

among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld

Laissez-Faire leadership

bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions

Disadvantages

bull It makes employees feel insecure at the unavailability of a manager

bull The manager cannot provide regular feedback to let employees know how well they are doing

bull Managers are unable to thank employees for their good work

bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her

Leadership Styles

33

More Successful Proposal Authoritarian

Team

Authoritarian

Country Club

Impoverished

Less Successful Proposal

Team

Country Club Impoverished

Task oriented Strong on

schedules Expects directions

to be followed Intolerant of

dissent

Task oriented Positive examples Fosters environment

for people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Delegates and disappears

Detaches from team Lets team work out

power struggles Low commitment to

task accomplishment

ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark

Authoritarian Team

Country Club

Task oriented Strong on schedules Expects directions to

be followed Intolerant of dissent مع متسامح

المعارضين

Task oriented Positive examples Fosters environment for

people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Continuum of Leader Behavior

Examples A good leader uses all three styles depending on what forces

are involved between the followers the leader and the situation Some examples include

bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee

bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team

bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Autocratic leadershipbull Authoritarian leadership

results in well-defined group actions that are usually predictable reducing frustration in the work group and giving members a feeling of security Productivity is usually high but creativity self-motivation and autonomy are reduced Authoritarian leadership useful in crisis situations is frequently found in very large bureaucracies such as the armed forces

When is the Autocratic Leadership Style Effective

1 Short term projects with a highly technical complex or risky element

2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee

3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation

When is the Autocratic Leadership Style Effective

4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline

5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover

Autocratic leadershipAdvantages Disadvantages

Reduced stress due to increased control

A more productive group lsquowhile the leader is watchingrsquo

Improved logistics of operations

Faster decision making

Short-termistic approach to management

Manager perceived as having poor leadership skills

Increased workload for the manager

People dislike being ordered around

Teams become dependent upon their leader

bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor

bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country

Democratic leadership

bull Democratic Encourages decision making

from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of

consultation before decisions are taken

ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct

Democratic leadershipDemocratic leaders are

characterized by the following

bull Less control is maintainedbull Economic and ego awards are

used to motivatebull Others are directed through

suggestions and guidancebull Communication flows up and

downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than

ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive

Advantages DisadvantagesPositive work

environmentSuccessful initiativesCreative thinkingReduction of friction

and office politicsReduced employee

turnover

bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems

Democratic leadership Democratic leadership

appropriate forbull groups that work together for

extended periods promotes autonomy and growth in individual workers

bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership

Laissez-Faire leadership

bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities

are shared by allndash Can be very useful in businesses

where creative ideas are importantndash Can be highly motivational

as people have control over their working lifendash Can make coordination and decision making

time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations

Laissez-Faire leadership

The laissez-faire leader is characterized by the following behaviors

bull Permissiveness with little or no controlbull Motivation by support when requested by the

group or individualsbull Provision of little or no directionbull Communication upward and downward flow

among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld

Laissez-Faire leadership

bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions

Disadvantages

bull It makes employees feel insecure at the unavailability of a manager

bull The manager cannot provide regular feedback to let employees know how well they are doing

bull Managers are unable to thank employees for their good work

bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her

Leadership Styles

33

More Successful Proposal Authoritarian

Team

Authoritarian

Country Club

Impoverished

Less Successful Proposal

Team

Country Club Impoverished

Task oriented Strong on

schedules Expects directions

to be followed Intolerant of

dissent

Task oriented Positive examples Fosters environment

for people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Delegates and disappears

Detaches from team Lets team work out

power struggles Low commitment to

task accomplishment

ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark

Authoritarian Team

Country Club

Task oriented Strong on schedules Expects directions to

be followed Intolerant of dissent مع متسامح

المعارضين

Task oriented Positive examples Fosters environment for

people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Continuum of Leader Behavior

Examples A good leader uses all three styles depending on what forces

are involved between the followers the leader and the situation Some examples include

bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee

bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team

bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

When is the Autocratic Leadership Style Effective

1 Short term projects with a highly technical complex or risky element

2 Work environments where spans of control are wide and hence the manager has little time to devote to each employee

3 Industries where employees need to perform low-skilled monotonous and repetitive tasks and generally have low levels of motivation

When is the Autocratic Leadership Style Effective

4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline

5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover

Autocratic leadershipAdvantages Disadvantages

Reduced stress due to increased control

A more productive group lsquowhile the leader is watchingrsquo

Improved logistics of operations

Faster decision making

Short-termistic approach to management

Manager perceived as having poor leadership skills

Increased workload for the manager

People dislike being ordered around

Teams become dependent upon their leader

bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor

bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country

Democratic leadership

bull Democratic Encourages decision making

from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of

consultation before decisions are taken

ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct

Democratic leadershipDemocratic leaders are

characterized by the following

bull Less control is maintainedbull Economic and ego awards are

used to motivatebull Others are directed through

suggestions and guidancebull Communication flows up and

downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than

ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive

Advantages DisadvantagesPositive work

environmentSuccessful initiativesCreative thinkingReduction of friction

and office politicsReduced employee

turnover

bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems

Democratic leadership Democratic leadership

appropriate forbull groups that work together for

extended periods promotes autonomy and growth in individual workers

bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership

Laissez-Faire leadership

bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities

are shared by allndash Can be very useful in businesses

where creative ideas are importantndash Can be highly motivational

as people have control over their working lifendash Can make coordination and decision making

time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations

Laissez-Faire leadership

The laissez-faire leader is characterized by the following behaviors

bull Permissiveness with little or no controlbull Motivation by support when requested by the

group or individualsbull Provision of little or no directionbull Communication upward and downward flow

among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld

Laissez-Faire leadership

bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions

Disadvantages

bull It makes employees feel insecure at the unavailability of a manager

bull The manager cannot provide regular feedback to let employees know how well they are doing

bull Managers are unable to thank employees for their good work

bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her

Leadership Styles

33

More Successful Proposal Authoritarian

Team

Authoritarian

Country Club

Impoverished

Less Successful Proposal

Team

Country Club Impoverished

Task oriented Strong on

schedules Expects directions

to be followed Intolerant of

dissent

Task oriented Positive examples Fosters environment

for people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Delegates and disappears

Detaches from team Lets team work out

power struggles Low commitment to

task accomplishment

ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark

Authoritarian Team

Country Club

Task oriented Strong on schedules Expects directions to

be followed Intolerant of dissent مع متسامح

المعارضين

Task oriented Positive examples Fosters environment for

people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Continuum of Leader Behavior

Examples A good leader uses all three styles depending on what forces

are involved between the followers the leader and the situation Some examples include

bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee

bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team

bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

When is the Autocratic Leadership Style Effective

4 Projects where the work performed needs to be completed to exact specifications andor with a tight deadline

5 Companies that suffer from a high employee turnover ie where time and resources devoted to leadership development would be largely wasted Although one could argue that a lack of leadership development in the first place caused the high turnover

Autocratic leadershipAdvantages Disadvantages

Reduced stress due to increased control

A more productive group lsquowhile the leader is watchingrsquo

Improved logistics of operations

Faster decision making

Short-termistic approach to management

Manager perceived as having poor leadership skills

Increased workload for the manager

People dislike being ordered around

Teams become dependent upon their leader

bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor

bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country

Democratic leadership

bull Democratic Encourages decision making

from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of

consultation before decisions are taken

ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct

Democratic leadershipDemocratic leaders are

characterized by the following

bull Less control is maintainedbull Economic and ego awards are

used to motivatebull Others are directed through

suggestions and guidancebull Communication flows up and

downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than

ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive

Advantages DisadvantagesPositive work

environmentSuccessful initiativesCreative thinkingReduction of friction

and office politicsReduced employee

turnover

bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems

Democratic leadership Democratic leadership

appropriate forbull groups that work together for

extended periods promotes autonomy and growth in individual workers

bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership

Laissez-Faire leadership

bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities

are shared by allndash Can be very useful in businesses

where creative ideas are importantndash Can be highly motivational

as people have control over their working lifendash Can make coordination and decision making

time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations

Laissez-Faire leadership

The laissez-faire leader is characterized by the following behaviors

bull Permissiveness with little or no controlbull Motivation by support when requested by the

group or individualsbull Provision of little or no directionbull Communication upward and downward flow

among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld

Laissez-Faire leadership

bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions

Disadvantages

bull It makes employees feel insecure at the unavailability of a manager

bull The manager cannot provide regular feedback to let employees know how well they are doing

bull Managers are unable to thank employees for their good work

bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her

Leadership Styles

33

More Successful Proposal Authoritarian

Team

Authoritarian

Country Club

Impoverished

Less Successful Proposal

Team

Country Club Impoverished

Task oriented Strong on

schedules Expects directions

to be followed Intolerant of

dissent

Task oriented Positive examples Fosters environment

for people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Delegates and disappears

Detaches from team Lets team work out

power struggles Low commitment to

task accomplishment

ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark

Authoritarian Team

Country Club

Task oriented Strong on schedules Expects directions to

be followed Intolerant of dissent مع متسامح

المعارضين

Task oriented Positive examples Fosters environment for

people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Continuum of Leader Behavior

Examples A good leader uses all three styles depending on what forces

are involved between the followers the leader and the situation Some examples include

bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee

bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team

bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Autocratic leadershipAdvantages Disadvantages

Reduced stress due to increased control

A more productive group lsquowhile the leader is watchingrsquo

Improved logistics of operations

Faster decision making

Short-termistic approach to management

Manager perceived as having poor leadership skills

Increased workload for the manager

People dislike being ordered around

Teams become dependent upon their leader

bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor

bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country

Democratic leadership

bull Democratic Encourages decision making

from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of

consultation before decisions are taken

ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct

Democratic leadershipDemocratic leaders are

characterized by the following

bull Less control is maintainedbull Economic and ego awards are

used to motivatebull Others are directed through

suggestions and guidancebull Communication flows up and

downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than

ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive

Advantages DisadvantagesPositive work

environmentSuccessful initiativesCreative thinkingReduction of friction

and office politicsReduced employee

turnover

bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems

Democratic leadership Democratic leadership

appropriate forbull groups that work together for

extended periods promotes autonomy and growth in individual workers

bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership

Laissez-Faire leadership

bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities

are shared by allndash Can be very useful in businesses

where creative ideas are importantndash Can be highly motivational

as people have control over their working lifendash Can make coordination and decision making

time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations

Laissez-Faire leadership

The laissez-faire leader is characterized by the following behaviors

bull Permissiveness with little or no controlbull Motivation by support when requested by the

group or individualsbull Provision of little or no directionbull Communication upward and downward flow

among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld

Laissez-Faire leadership

bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions

Disadvantages

bull It makes employees feel insecure at the unavailability of a manager

bull The manager cannot provide regular feedback to let employees know how well they are doing

bull Managers are unable to thank employees for their good work

bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her

Leadership Styles

33

More Successful Proposal Authoritarian

Team

Authoritarian

Country Club

Impoverished

Less Successful Proposal

Team

Country Club Impoverished

Task oriented Strong on

schedules Expects directions

to be followed Intolerant of

dissent

Task oriented Positive examples Fosters environment

for people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Delegates and disappears

Detaches from team Lets team work out

power struggles Low commitment to

task accomplishment

ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark

Authoritarian Team

Country Club

Task oriented Strong on schedules Expects directions to

be followed Intolerant of dissent مع متسامح

المعارضين

Task oriented Positive examples Fosters environment for

people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Continuum of Leader Behavior

Examples A good leader uses all three styles depending on what forces

are involved between the followers the leader and the situation Some examples include

bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee

bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team

bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

bull Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people Stalin killed over 3 million people through famines executions and forced labor

bull Castro is symbolic with having control over Cubas resources resulting in food rationing and numerous attempts by residents to flee the country

Democratic leadership

bull Democratic Encourages decision making

from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of

consultation before decisions are taken

ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct

Democratic leadershipDemocratic leaders are

characterized by the following

bull Less control is maintainedbull Economic and ego awards are

used to motivatebull Others are directed through

suggestions and guidancebull Communication flows up and

downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than

ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive

Advantages DisadvantagesPositive work

environmentSuccessful initiativesCreative thinkingReduction of friction

and office politicsReduced employee

turnover

bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems

Democratic leadership Democratic leadership

appropriate forbull groups that work together for

extended periods promotes autonomy and growth in individual workers

bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership

Laissez-Faire leadership

bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities

are shared by allndash Can be very useful in businesses

where creative ideas are importantndash Can be highly motivational

as people have control over their working lifendash Can make coordination and decision making

time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations

Laissez-Faire leadership

The laissez-faire leader is characterized by the following behaviors

bull Permissiveness with little or no controlbull Motivation by support when requested by the

group or individualsbull Provision of little or no directionbull Communication upward and downward flow

among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld

Laissez-Faire leadership

bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions

Disadvantages

bull It makes employees feel insecure at the unavailability of a manager

bull The manager cannot provide regular feedback to let employees know how well they are doing

bull Managers are unable to thank employees for their good work

bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her

Leadership Styles

33

More Successful Proposal Authoritarian

Team

Authoritarian

Country Club

Impoverished

Less Successful Proposal

Team

Country Club Impoverished

Task oriented Strong on

schedules Expects directions

to be followed Intolerant of

dissent

Task oriented Positive examples Fosters environment

for people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Delegates and disappears

Detaches from team Lets team work out

power struggles Low commitment to

task accomplishment

ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark

Authoritarian Team

Country Club

Task oriented Strong on schedules Expects directions to

be followed Intolerant of dissent مع متسامح

المعارضين

Task oriented Positive examples Fosters environment for

people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Continuum of Leader Behavior

Examples A good leader uses all three styles depending on what forces

are involved between the followers the leader and the situation Some examples include

bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee

bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team

bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Democratic leadership

bull Democratic Encourages decision making

from different perspectives ndash leadership may be emphasised throughout the organisationndash Consultative process of

consultation before decisions are taken

ndash Persuasive Leader takes decision and seeks to persuade others that the decisionis correct

Democratic leadershipDemocratic leaders are

characterized by the following

bull Less control is maintainedbull Economic and ego awards are

used to motivatebull Others are directed through

suggestions and guidancebull Communication flows up and

downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than

ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive

Advantages DisadvantagesPositive work

environmentSuccessful initiativesCreative thinkingReduction of friction

and office politicsReduced employee

turnover

bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems

Democratic leadership Democratic leadership

appropriate forbull groups that work together for

extended periods promotes autonomy and growth in individual workers

bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership

Laissez-Faire leadership

bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities

are shared by allndash Can be very useful in businesses

where creative ideas are importantndash Can be highly motivational

as people have control over their working lifendash Can make coordination and decision making

time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations

Laissez-Faire leadership

The laissez-faire leader is characterized by the following behaviors

bull Permissiveness with little or no controlbull Motivation by support when requested by the

group or individualsbull Provision of little or no directionbull Communication upward and downward flow

among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld

Laissez-Faire leadership

bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions

Disadvantages

bull It makes employees feel insecure at the unavailability of a manager

bull The manager cannot provide regular feedback to let employees know how well they are doing

bull Managers are unable to thank employees for their good work

bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her

Leadership Styles

33

More Successful Proposal Authoritarian

Team

Authoritarian

Country Club

Impoverished

Less Successful Proposal

Team

Country Club Impoverished

Task oriented Strong on

schedules Expects directions

to be followed Intolerant of

dissent

Task oriented Positive examples Fosters environment

for people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Delegates and disappears

Detaches from team Lets team work out

power struggles Low commitment to

task accomplishment

ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark

Authoritarian Team

Country Club

Task oriented Strong on schedules Expects directions to

be followed Intolerant of dissent مع متسامح

المعارضين

Task oriented Positive examples Fosters environment for

people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Continuum of Leader Behavior

Examples A good leader uses all three styles depending on what forces

are involved between the followers the leader and the situation Some examples include

bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee

bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team

bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Democratic leadershipDemocratic leaders are

characterized by the following

bull Less control is maintainedbull Economic and ego awards are

used to motivatebull Others are directed through

suggestions and guidancebull Communication flows up and

downbull Decision making involves othersbull Emphasis is on ldquowersquorsquo rather than

ldquoIrsquorsquo and ldquoyoursquorsquobull Criticism is constructive

Advantages DisadvantagesPositive work

environmentSuccessful initiativesCreative thinkingReduction of friction

and office politicsReduced employee

turnover

bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems

Democratic leadership Democratic leadership

appropriate forbull groups that work together for

extended periods promotes autonomy and growth in individual workers

bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership

Laissez-Faire leadership

bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities

are shared by allndash Can be very useful in businesses

where creative ideas are importantndash Can be highly motivational

as people have control over their working lifendash Can make coordination and decision making

time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations

Laissez-Faire leadership

The laissez-faire leader is characterized by the following behaviors

bull Permissiveness with little or no controlbull Motivation by support when requested by the

group or individualsbull Provision of little or no directionbull Communication upward and downward flow

among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld

Laissez-Faire leadership

bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions

Disadvantages

bull It makes employees feel insecure at the unavailability of a manager

bull The manager cannot provide regular feedback to let employees know how well they are doing

bull Managers are unable to thank employees for their good work

bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her

Leadership Styles

33

More Successful Proposal Authoritarian

Team

Authoritarian

Country Club

Impoverished

Less Successful Proposal

Team

Country Club Impoverished

Task oriented Strong on

schedules Expects directions

to be followed Intolerant of

dissent

Task oriented Positive examples Fosters environment

for people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Delegates and disappears

Detaches from team Lets team work out

power struggles Low commitment to

task accomplishment

ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark

Authoritarian Team

Country Club

Task oriented Strong on schedules Expects directions to

be followed Intolerant of dissent مع متسامح

المعارضين

Task oriented Positive examples Fosters environment for

people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Continuum of Leader Behavior

Examples A good leader uses all three styles depending on what forces

are involved between the followers the leader and the situation Some examples include

bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee

bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team

bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Advantages DisadvantagesPositive work

environmentSuccessful initiativesCreative thinkingReduction of friction

and office politicsReduced employee

turnover

bull Lengthy and lsquoboringrsquo decision makingbull Like the other styles the democratic style is not always appropriate It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems

Democratic leadership Democratic leadership

appropriate forbull groups that work together for

extended periods promotes autonomy and growth in individual workers

bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership

Laissez-Faire leadership

bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities

are shared by allndash Can be very useful in businesses

where creative ideas are importantndash Can be highly motivational

as people have control over their working lifendash Can make coordination and decision making

time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations

Laissez-Faire leadership

The laissez-faire leader is characterized by the following behaviors

bull Permissiveness with little or no controlbull Motivation by support when requested by the

group or individualsbull Provision of little or no directionbull Communication upward and downward flow

among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld

Laissez-Faire leadership

bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions

Disadvantages

bull It makes employees feel insecure at the unavailability of a manager

bull The manager cannot provide regular feedback to let employees know how well they are doing

bull Managers are unable to thank employees for their good work

bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her

Leadership Styles

33

More Successful Proposal Authoritarian

Team

Authoritarian

Country Club

Impoverished

Less Successful Proposal

Team

Country Club Impoverished

Task oriented Strong on

schedules Expects directions

to be followed Intolerant of

dissent

Task oriented Positive examples Fosters environment

for people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Delegates and disappears

Detaches from team Lets team work out

power struggles Low commitment to

task accomplishment

ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark

Authoritarian Team

Country Club

Task oriented Strong on schedules Expects directions to

be followed Intolerant of dissent مع متسامح

المعارضين

Task oriented Positive examples Fosters environment for

people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Continuum of Leader Behavior

Examples A good leader uses all three styles depending on what forces

are involved between the followers the leader and the situation Some examples include

bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee

bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team

bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Democratic leadership Democratic leadership

appropriate forbull groups that work together for

extended periods promotes autonomy and growth in individual workers

bull when cooperation and coordination between groups are necessary Because many people must be consulted democratic leadership takes more time and therefore may be frustrating for those who want decisions made rapidly Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership

Laissez-Faire leadership

bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities

are shared by allndash Can be very useful in businesses

where creative ideas are importantndash Can be highly motivational

as people have control over their working lifendash Can make coordination and decision making

time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations

Laissez-Faire leadership

The laissez-faire leader is characterized by the following behaviors

bull Permissiveness with little or no controlbull Motivation by support when requested by the

group or individualsbull Provision of little or no directionbull Communication upward and downward flow

among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld

Laissez-Faire leadership

bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions

Disadvantages

bull It makes employees feel insecure at the unavailability of a manager

bull The manager cannot provide regular feedback to let employees know how well they are doing

bull Managers are unable to thank employees for their good work

bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her

Leadership Styles

33

More Successful Proposal Authoritarian

Team

Authoritarian

Country Club

Impoverished

Less Successful Proposal

Team

Country Club Impoverished

Task oriented Strong on

schedules Expects directions

to be followed Intolerant of

dissent

Task oriented Positive examples Fosters environment

for people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Delegates and disappears

Detaches from team Lets team work out

power struggles Low commitment to

task accomplishment

ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark

Authoritarian Team

Country Club

Task oriented Strong on schedules Expects directions to

be followed Intolerant of dissent مع متسامح

المعارضين

Task oriented Positive examples Fosters environment for

people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Continuum of Leader Behavior

Examples A good leader uses all three styles depending on what forces

are involved between the followers the leader and the situation Some examples include

bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee

bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team

bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Laissez-Faire leadership

bull Laissez-Fairendash lsquoLet it bersquo ndash the leadership responsibilities

are shared by allndash Can be very useful in businesses

where creative ideas are importantndash Can be highly motivational

as people have control over their working lifendash Can make coordination and decision making

time-consuming and lacking in overall directionndash Relies on good team workndash Relies on good interpersonal relations

Laissez-Faire leadership

The laissez-faire leader is characterized by the following behaviors

bull Permissiveness with little or no controlbull Motivation by support when requested by the

group or individualsbull Provision of little or no directionbull Communication upward and downward flow

among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld

Laissez-Faire leadership

bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions

Disadvantages

bull It makes employees feel insecure at the unavailability of a manager

bull The manager cannot provide regular feedback to let employees know how well they are doing

bull Managers are unable to thank employees for their good work

bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her

Leadership Styles

33

More Successful Proposal Authoritarian

Team

Authoritarian

Country Club

Impoverished

Less Successful Proposal

Team

Country Club Impoverished

Task oriented Strong on

schedules Expects directions

to be followed Intolerant of

dissent

Task oriented Positive examples Fosters environment

for people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Delegates and disappears

Detaches from team Lets team work out

power struggles Low commitment to

task accomplishment

ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark

Authoritarian Team

Country Club

Task oriented Strong on schedules Expects directions to

be followed Intolerant of dissent مع متسامح

المعارضين

Task oriented Positive examples Fosters environment for

people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Continuum of Leader Behavior

Examples A good leader uses all three styles depending on what forces

are involved between the followers the leader and the situation Some examples include

bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee

bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team

bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Laissez-Faire leadership

The laissez-faire leader is characterized by the following behaviors

bull Permissiveness with little or no controlbull Motivation by support when requested by the

group or individualsbull Provision of little or no directionbull Communication upward and downward flow

among members of the groupbull Decision making dispersed throughout the groupbull Emphasis on the groupbull Criticism withheld

Laissez-Faire leadership

bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions

Disadvantages

bull It makes employees feel insecure at the unavailability of a manager

bull The manager cannot provide regular feedback to let employees know how well they are doing

bull Managers are unable to thank employees for their good work

bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her

Leadership Styles

33

More Successful Proposal Authoritarian

Team

Authoritarian

Country Club

Impoverished

Less Successful Proposal

Team

Country Club Impoverished

Task oriented Strong on

schedules Expects directions

to be followed Intolerant of

dissent

Task oriented Positive examples Fosters environment

for people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Delegates and disappears

Detaches from team Lets team work out

power struggles Low commitment to

task accomplishment

ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark

Authoritarian Team

Country Club

Task oriented Strong on schedules Expects directions to

be followed Intolerant of dissent مع متسامح

المعارضين

Task oriented Positive examples Fosters environment for

people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Continuum of Leader Behavior

Examples A good leader uses all three styles depending on what forces

are involved between the followers the leader and the situation Some examples include

bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee

bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team

bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Laissez-Faire leadership

bull Because it is nondirected leadership the laissez-faire leadership style can be frustrating group apathy and disinterest can occur However when all group members are highly motivated and self-directed this leadership style can result in much creativity and productivity Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions

Disadvantages

bull It makes employees feel insecure at the unavailability of a manager

bull The manager cannot provide regular feedback to let employees know how well they are doing

bull Managers are unable to thank employees for their good work

bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her

Leadership Styles

33

More Successful Proposal Authoritarian

Team

Authoritarian

Country Club

Impoverished

Less Successful Proposal

Team

Country Club Impoverished

Task oriented Strong on

schedules Expects directions

to be followed Intolerant of

dissent

Task oriented Positive examples Fosters environment

for people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Delegates and disappears

Detaches from team Lets team work out

power struggles Low commitment to

task accomplishment

ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark

Authoritarian Team

Country Club

Task oriented Strong on schedules Expects directions to

be followed Intolerant of dissent مع متسامح

المعارضين

Task oriented Positive examples Fosters environment for

people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Continuum of Leader Behavior

Examples A good leader uses all three styles depending on what forces

are involved between the followers the leader and the situation Some examples include

bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee

bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team

bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Disadvantages

bull It makes employees feel insecure at the unavailability of a manager

bull The manager cannot provide regular feedback to let employees know how well they are doing

bull Managers are unable to thank employees for their good work

bull The manager doesnrsquot understand his or her responsibilities and is hoping the employees can cover for him or her

Leadership Styles

33

More Successful Proposal Authoritarian

Team

Authoritarian

Country Club

Impoverished

Less Successful Proposal

Team

Country Club Impoverished

Task oriented Strong on

schedules Expects directions

to be followed Intolerant of

dissent

Task oriented Positive examples Fosters environment

for people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Delegates and disappears

Detaches from team Lets team work out

power struggles Low commitment to

task accomplishment

ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark

Authoritarian Team

Country Club

Task oriented Strong on schedules Expects directions to

be followed Intolerant of dissent مع متسامح

المعارضين

Task oriented Positive examples Fosters environment for

people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Continuum of Leader Behavior

Examples A good leader uses all three styles depending on what forces

are involved between the followers the leader and the situation Some examples include

bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee

bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team

bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Leadership Styles

33

More Successful Proposal Authoritarian

Team

Authoritarian

Country Club

Impoverished

Less Successful Proposal

Team

Country Club Impoverished

Task oriented Strong on

schedules Expects directions

to be followed Intolerant of

dissent

Task oriented Positive examples Fosters environment

for people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Delegates and disappears

Detaches from team Lets team work out

power struggles Low commitment to

task accomplishment

ldquoBlake amp Mouton Managerial Guiderdquoamp Don Clark

Authoritarian Team

Country Club

Task oriented Strong on schedules Expects directions to

be followed Intolerant of dissent مع متسامح

المعارضين

Task oriented Positive examples Fosters environment for

people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive punitive or disciplined action

Fears conflict

Continuum of Leader Behavior

Examples A good leader uses all three styles depending on what forces

are involved between the followers the leader and the situation Some examples include

bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee

bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team

bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Continuum of Leader Behavior

Examples A good leader uses all three styles depending on what forces

are involved between the followers the leader and the situation Some examples include

bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee

bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team

bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Examples A good leader uses all three styles depending on what forces

are involved between the followers the leader and the situation Some examples include

bull Using an authoritarian style on a new employee who is just learning the job The leader is competent and a good coach The employee is motivated to learn a new skill The situation is a new environment for the employee

bull Using a participative style with a team of workers who know their job The leader knows the problem but does not have all the information The employees know their jobs and want to become part of the team

bull Using a delegative style with a worker who knows more about the job than you You cannot do everything The employee needs to take ownership of her job Also the situation might call for you to be at other places doing other things

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

The perfect leader

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

So far we have briefed about three Leadership Styles Now can you guess the

leadership styles of these leaders

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Transactional leadership

Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it) The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Transactional leadership

There are four dimensions of transactional leadership Contingent Rewards Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement Active Management by exception Leaders take corrective action for any deviation from rules and standards Passive Management by exception Leaders intervene only in circumstances where standards are not met Laissez-faire Sometimes abdicates responsibilities and avoids making decisions

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Transformational leadership

bull Wolf et al (1994) define transformational leadership as ldquoan interactive relationship based on trust that positively impacts both the leader and the follower The purposes of the leader and follower become focused creating unity wholeness and collective purposersquorsquo

bull The manager who is committed has a vision and is able to empower others with this vision

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Transformational leadership

bull transformational leader as someone who1 Excels at complex difficult change2 Demonstrates unwavering resolve to produce

great long term results3 Takes responsibility for poor results and admits

mistakes4 Supports people especially when things donrsquot go

to plan5 Takes the time to understand a personrsquos individual

needs and aspirations6 Has a genuine interest in helping people to

develop themselves7 Demonstrates humility On the whole

transformational

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Skills Associated withTransformational Leadership

1 Let go of things others can do1048707 Let go of tasks and responsibilities that will

help others develop1048707 Let go of authority to make decisions about

the work1048707 Know what others in the group can do and

want to do1048707 Build peoples skills to take over by

involving them in the work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Skills Associated withTransformational Leadership

2 Encourage initiative ideas and risk taking1048707 Actively seek ideas and suggestions from the work

group1048707 Allow people to run with an idea even if it might

involve some risk1048707 Reward and recognize ideas and initiative through

compliments formal recognition and whenever possible tangible rewards

1048707 Be careful not to put down or discount ideas

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Skills Associated withTransformational Leadership

3 Ensure that people have goals and know how theyre doing

1048707 Encourage the work group to take a lead role in setting goals and assessing their own performance

1048707 Ensure that goals are clear and understandable1048707 Let people know how theyre doing in meet goals

and provide the guidance and support they need to meet them

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Skills Associated withTransformational Leadership

4 Delegate to challenge develop and empower1048707 Delegate to challenge and develop people1048707 Delegate authority to make decisions about the work1048707 Provide a clear understanding of the responsibility

amount of authority expectations and constraints1048707 Support the delegation within and outside the work

group1048707 Set up controls so that group members can be apprised

of progress but that arent seen as restrictive

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Skills Associated withTransformational Leadership

5 Coach to ensure success1048707 Coach before the person begins the task or

assumes the responsibility and along the way as needed

1048707 Make coaching a regular part of everyonersquos job1048707 Use coaching sessions to guide and instruct while

maintaining or enhancing the self-esteem of the person being coached

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Skills Associated withTransformational Leadership

6 Reinforce good work and good attempts1048707 Use verbal praise frequently1048707 Know the kind of reinforcement that works best

for each person1048707 Provide tangible reinforcement whenever possible

(for example recognition letters awards or gifts)

1048707 Remember to reinforce what someone does well even when his or her work has a few flaws

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Skills Associated withTransformational Leadership

7 Share information knowledge and skills1048707 Meet with the group regularly to share and update

information1048707 Make sure people have the information they need

to succeed in a task or responsibility or know where and how to get it

1048707 Share their insights knowledge expertise and skills

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Skills Associated withTransformational Leadership

8 Value trust and respect each individual1048707 Show that you trust and respect people by encouraging

them to take control of their jobs with the authority to take action

1048707 Take every opportunity to compliment people for good work creative ideas and contributions to the group

1048707 Listen to people and empathize with their problems and concerns

1048707 Never to put people down or minimize their contributions

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Skills Associated withTransformational Leadership

9 Provide support without taking over1048707 Understand that support is essential and know

when its needed1048707 Know techniques for supporting others such as

coaching reinforcing preparing for resistance and gaining others commitment

1048707 Resist the temptation to take over when things go wrong

األمور تسوء عندما المسؤولية لتولي اإلغراء قاوم

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Skills Associated withTransformational Leadership

10 Practice what you preach تبشر ما ممارسة1048707 Let go but also support people through the rough

spots of a new assignment instead of punishing them for mistakes or taking over

1048707 Ask for ideas but also empower people to implement their ideas-- especially those that involve some risk

1048707 Tell people theyre important and show them through actions

Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

challenging the process leaders being committed to search out challenging opportunities to change

grow innovate and improve they are willing to take risks experiment and learn from mistakes

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Inspiring a shared vision enlisting followers in a shared vision for an uplifting and ennobling

future by appealing to their values interests hopes and dreams

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Enabling others to act fostering collaboration by promoting cooperative goals and build

mutual trust

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Modeling the way role modeling which is consistent with shared values and achieves

small wins for promoting progress and commitment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Encourage the heart providing individual recognition for success and regularly

celebrating accomplishment

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Transactional vs Transformational

bull transformational leaders are viewed more positively and are more successful in their careers They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional

bull Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose adaptability involvement and consistency compared to their transactional counterparts

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Comparing Transactional and TransformationalLeaders

Transactional Leader Transformational Leaderbull Focuses on management tasksbullIs a caretakerbullUses trade-offs to meet goalsالمفاضالتbullDoes not identify shared values bullExamines causesbullUses contingency reward

bullLooks at effectsbullEmpowers othersbullHas long-term visionbullInspires others with visionbullIs committedbullIdentifies common values

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Transformational Leadership

Goes Beyond TransactionalLeadershiphellip

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

bull As its name implies transformational leadership

transforms individual attitudes and behaviors

motivates followers to do more than expected it goes

beyond transaction leadership which focuses on the

exchange that occurs between leaders and followers

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

TransactionalLeadership

bull Motivating for performance at expected levels

bull Initiating structure to clarify roles and

tasks

bull Stressing the linkbetween reward andgoal achievement

bull Uses agreed uponperformance to

motivate

TransformationalLeadership

bull Motivating for performance

beyond expectations

bull Inspiring for missions beyond

self interest

bull Instilling confidence to achieve

performance

Performancebeyondexpectations

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Comparing Transactional and TransformationalLeaders

bull Transactional Leader Transformational Leaderbull Focuses on management tasks Identifies common values Is a caretaker

Is committedbull Uses trade-offs to meet goals

Inspires others with visionbull Does not identify shared values Has

long-term visionbull Examines causes

Looks at effectsbull Uses contingency reward

Empowers others

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Characteristics of an IntegratedLeaderndashManager

Nurses must strive for the integration of leadership characteristics throughout every phase of the management process Six distinguishing traits of integrated leaderndashmanagers include the following

1 They think longer term They are visionary and futuristic They consider the effect that decisions will have years from now as well as immediately

2 They look outward toward the larger organization They do not become narrowly focused They understand how their unit or department fits into the bigger picture

3 They influence others beyond their own group Effective leaderndashmanagers rise above an organizationrsquos bureaucratic boundaries

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Characteristics of an IntegratedLeaderndashManager

4 They emphasize vision values and motivation They understand intuitively the unconscious and often non-rational aspects of interactions with others They are very sensitive to others and to differences in each situation

5 They are politically astute They can cope with conflicting requirements and expectations from their many constituencies

6 They think in terms of change and renewal The traditional manager accepts the structure and processes of the organization but the leaderndashmanager examines the ever changing reality of the world and seeks to revise the organization to keep pace

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Factors affecting style

bull Leadership style may be dependent on various factors1 Risk - decision making and change initiatives

based on degree of risk involved2 Organisational culture ndash may be long

embedded and difficult to change

3 Nature of the task ndash needing cooperation Direction Structure

4 The managerrsquos personal background What personality knowledge values ethics and experiences does the manager have What does he or she think will work

Factors affecting style

5 The employees being supervised Employees are individuals with different personalities and backgrounds The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to

6 How much time is available 7 Are relationships based on respect and trust or on

disrespect 8 Who has the information - you your employees or both 9 How well your employees are trained and how well you

know the task 10 Internal conflicts 11 Stress levels

bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured

summary

References

bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540

bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml

bull httpwwwleadership-expertcoukleadership-styles

bull httpwwwessortmentcomallleadershipstyle_rrnqhtm

bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml

bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership

bull Some forces within the leaderbull Hisher valuesbull Extent of powerbull Degree of confidence about group membersbull Degree of comfort in the leadership rolebull Feeling of security in uncertain situations bull Some forces within the group membersbull Size of the groupbull Commitment to a common goalbull Readiness for responsibilitybull Degree of maturitybull Tolerance for ambiguitybull Readiness to share in decision-making bull Some forces within the situation or organiztionbull Traditions and values of the organizationbull Size of the organization and its structurebull Pressure of timebull Degree to which task is structured

summary

References

bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540

bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml

bull httpwwwleadership-expertcoukleadership-styles

bull httpwwwessortmentcomallleadershipstyle_rrnqhtm

bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml

bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership

summary

References

bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540

bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml

bull httpwwwleadership-expertcoukleadership-styles

bull httpwwwessortmentcomallleadershipstyle_rrnqhtm

bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml

bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership

References

bull httpwwwoppaperscomessaysTransformation-Vs-Transactional-Leadership184540

bull courseswashingtonedumlis580alectures11bull httpwwwnwlinkcom~donclarkleaderleadconhtml

bull httpwwwleadership-expertcoukleadership-styles

bull httpwwwessortmentcomallleadershipstyle_rrnqhtm

bull httpwwwehowcomfacts_5003230_definition-autocratic-leadership-stylehtml

bull httpwwwmoney-zinecomCareer-DevelopmentLeadership-SkillAutocratic-Leadership

Thank you

• Leadership
• Objectives
• Outlines
• Introduction
• Slide 5
• LEADERSHIP TRUTH
• Process where by a person (leader) inspires (influence) a grou
• Slide 8
• The Meaning of Leadership
• DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
• DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT (2)
• Leaders vs Managers
• Leadership goals
• Leadership Roles
• Slide 15
• Types of leadership
• Slide 17
• Autocratic leadership
• Autocratic leadership (2)
• Autocratic leadership (3)
• When is the Autocratic Leadership Style Effective
• When is the Autocratic Leadership Style Effective (2)
• Autocratic leadership (4)
• Slide 24
• Democratic leadership
• Democratic leadership (2)
• Slide 27
• Democratic leadership (3)
• Laissez-Faire leadership
• Laissez-Faire leadership (2)
• Laissez-Faire leadership (3)
• Disadvantages
• Leadership Styles
• Continuum of Leader Behavior
• Examples
• The perfect leader
• So far we have briefed about three Leadership Styles Now can
• Transactional leadership
• Transactional leadership (2)
• Transformational leadership
• Transformational leadership (2)
• Skills Associated with Transformational Leadership
• Skills Associated with Transformational Leadership (2)
• Skills Associated with Transformational Leadership (3)
• Skills Associated with Transformational Leadership (4)
• Skills Associated with Transformational Leadership (5)
• Skills Associated with Transformational Leadership (6)
• Skills Associated with Transformational Leadership (7)
• Skills Associated with Transformational Leadership (8)
• Skills Associated with Transformational Leadership (9)
• Skills Associated with Transformational Leadership (10)
• Slide 52
• Transactional vs Transformational
• Comparing Transactional and Transformational Leaders
• Slide 55
• Slide 56
• Slide 57
• Comparing Transactional and Transformational Leaders (2)
• Characteristics of an Integrated LeaderndashManager
• Characteristics of an Integrated LeaderndashManager (2)
• Factors affecting style
• Factors affecting style (2)
• Slide 63
• summary
• References
• Thank you