LEADERSHIP AND MANAGEMENTNCM 105

2ND SEMESTER SY 2010-2011

LEADERSHIP

LEADERSHIP

A process of influence Not limited to people in traditional position of

authority Can occur in numbers of dynamics and settings Use of one’s skill to influence others to perform

to the best of their ability toward achieving a goal

Vital ingredient that transform a crowd into functioning, useful organization Talbott

Dynamic, interactive process that involves: Leaders Followers situation

LEADERSHIP

A vital component of change Bednash (2003)

Not a science or discipline, an art and as such must be felt, experienced,& created

Process of moving group in same direction through non-coercive means

Process of persuasion and example to pursue objectives

Process of empowering others to tap their full capabilities

Art of developing people

LEADERSHIP ROLES

Decision maker Communicator Evaluator Facilitator Risk taker Mentor Energizer Coach Counselor Teacher Critical thinker

Buffer Advocate Visionary Forecaster Influencer Creative problem

solver Change agent Diplomat Role model

CHARECTERISTICS ASSOCIATED WITH LEADERSHIP

Intelligence Knowledge Judgment Decisiveness Oral fluency Emotional intelligence Independence Personable Adaptability Creativity Cooperativeness

Alertness Self-confidence Personal integrity Emotional balance and

control Ability Able to enlist

cooperation Tact Diplomacy Prestige Social participation

LEADERSHIP

MOTTO Do the RIGHT thing

Challenge CHANGE

Focus PURPOSES

Time Frame FUTURE

Methods STRATEGIES

Questions WHY?

Outcomes JOURNEYS

FACTORS FFECTING LEADERSHIP

The importance of result

The nature of work

The characteristics of the worker

The personal characteristics of the manager

LEADER

PERSON who: Influences and guides direction, opinion and

course of action Enables to work together to achieve

objectives set for certain purpose Influences others to move in the direction of

achieving goals

A LEADER

Often don’t have delegated authority Have variety of roles than managers May or may not be part of formal

organization Focus on group process, information

gathering, feedback and empowering others Emphasize interpersonal relationships Directs willing follower May have goals that may or may not reflect

those of the organization Interested in risk-taking and exploring new

ideas

TYPES OF LEADERS

FORMAL LEADER Person in a position of influence or authority Has sanctioned role within an organization Appointed by the administration Given official or legitimate authority to act

INFORMAL LEADER Person who demonstrates leadership and has

influence even though he or she is not in a formal leadership role in an organization

Chosen by the group 2 KEY TRAITS:

Ability to influence others Other people in the group or organization recognize

the ability and are influenced

THEORIES OF LEADERSHIP

EARLY LEADERSHIP THEORY

Focus on traits and characteristics of leaders

TRAIT APPROACH

TRAIT APPROACH

1. GREAT MAN THEORY: Aristotelian philosophy Some people are born to lead; others are born

to be led - Aristotle Great leaders will arise when the situation

demands it few people are born with necessary

characteristics to be great

2. TRAIT THEORY: Some people have certain characteristics that

makes them better leaders than others selection is based on physical, mental and

psychological characteristics

CORE TRAITS OF LEADERS

Guiding VISION Able to see picture of the desired future The picture allows leader to set goals towards

the desired future PASSION = drive and ambition

Enthusiastic about the future possibilities Has the ability to inspire people and align them

in a common effort to make the future possibilities a reality

CORE TRAITS OF LEADERS

INTEGRITY and HONESTY Possess a significant knowledge of self or self-

awareness Strengths and weaknesses Ability to receive feedback Learn from mistakes

Requires honesty and maturity Supported by the inner strength of conviction

and ability to deal with conflict or obstacle that arise

Developed though personal and professional experience and growth

Can be trusted

CORE TRAITS OF LEADERS

CURIOSITY Enable them to take risks Facilitates change Shorten the learning curve

Leaders zero in on what works rather than wasting time on what doesn’t work

COMMON TRAITS OF A LEADER

FLEXIBILITY Adapts rapidly to changes in all aspects of the

environment Allows leaders to deal effectively and creatively with

uncertainty and hostility INTELLIGENCE

Subject-based intelligence knowledge and skills associated with the person’s job

functions Ability to use knowledge and skill to solve problem and

improve work process People-based intelligence

Emotional intelligence – ability to use not only rational but also emotional perception in learning, prob. Solving and working with people effectively to achieved desired outcomes

COMMON TRAITS OF A LEADER

Ability to SUPPORT others Responsiveness to wide range of situations and

people face situations head-on rather than withdrawing

Practices open and effective communication Possesses key social skills ability to work

effectively with respect and diverse constituent to defuse conflict and to generate trust and enthusiasm in others

SELF-CONFIDENCE Able to trust his abilities and decisions Able to receive feedback and input from others

without feeling threatened

COMMON TRAITS OF A LEADER

DESIRE to lead Interested in and have desire to influence

change in people or organizations

BEHAVIORAL THEORIES

LEADERS HAVE SPECIAL BEHAVIORS

CHARACTERIZING THE DIFFERENT STYLES OF

LEADERSHIP

LEADERSHIP STYLE

Kurt Lewin (1951) and White and Lippitt (1960) : isolated common leadership stylea. AUTHORITARIAN LEADERSHIP

Based on centralized decision making Leader makes decision and expect s subordinates to obey Uses power to command and control others Results in well defined group action Productivity is high, but creativity, self motivation , and

autonomy is reduced Useful in crisis situation

CHARACTERISTICS OF AUTHORITARIAN LEADER’S BEHAVIOR

Strong control is maintained over the work group

Others are motivated by coercion Others are directed with command Communication flows downward Does not involve others in decision making Emphasis is on difference in status “I” and

“You”

AUTOCRATIC

CLOSED SYSTEM

NURSE MANAGER

FOLLOWERS

LEADERSHIP STYLE

b. DEMOCRATIC LEADERSHIP Allow others to participate in decision making and

to share authority Power is based from expertise Appropriate for group who works together for

extended periods Group performs well whether or not the leader is

present Leaders and followers tend to maintain positive

relationship Promotes autonomy and growth in individual

workers

BEHAVIORS OF DEMOCRATIC LEADER

Less control is maintained Economic and ego awards are used to

motivate Others are directed through suggestions and

guidance Communication flows up and down Decision making involves others Emphasis is on “We” Criticism is constructive

DEMOCRACTIC

OPEN SYSTEM

NURSE MANAGER

FOLLOWERS

LEADERSHIP STYLE

c. LAISSEZ FAIRE LEADERSHIP Leaders disperse decision making to followers Permissive with little or no control Provides little or no direction Motivates by support when requested by the group

or individual Uses upward and downward communication

between members of the group Place emphasis on the group Do not criticize

. LAISSEZ FAIRE LEADERSHIP

PERMISSIVE

NURSE MANAGER

FOLLOWERS

LEADERSHIP STYLE

AUTOCRATIC DEMOCRATIC LAISSEZ FAIRE

Strong control Less control No control

Others are motivated by coercion

Economic and ego rewards

Motivated by support when requested by the group/individuals

Directive Participative Uninvolved

Downward communication

Up & down communication

Upward and downward between members of the group

Does decision making

Makes suggestions Abdicates decision making

“I” & “YOU” “WE” Emphasis on the group

Criticism is punitive Constructive criticism

Does not critize

Fosters dependency Fosters independence

Fosters chaos

SHIFT OF LEADERSHIP ROLE

TRAIT

THEORIE

S

WHAT IS LEADER LIKE?1910-1940

BEHAVIORAL THE

ORIES

HOW DOES THE LEADER BEHAVE1940-1960

BEHAVIORAL THEORIES

Supports human relation theory Benefits of positive attitude towards

others Development of the workers Satisfaction of the needs of the worker Commitment thru participation

CONTINGENCY THEORIES

Contingency approach to leadershipFred Fiedler Leadership style will be effective or ineffective

depending on the situation State that a variety of environmental factors affect the

leadership style or characteristics The outcome of leadership are determined by factors

other than the leader’s behavior Suggest that no one leadership style is ideal for every

situation

CONTINGENCY THEORY 3 characteristics for effective leadership

Leader member relation Followers feeling about the leader level of trust, acceptance of

the leader, perception of the members of the leader

Task structure Extent to which work task are defined by specific procedure,

direction and goal HIGH STRUCTURE: routine, clearly defined LOW STRUCTURE: not predictable, creative, working “on the fly”

Position power The amount of influence or degree of formal authority the

leader has High position power considered favorable

FIEDLER CONTINGENCY MODEL

STEP 1 --------

STEP 2 ---------

STEP 3

BASIC PREMISE

THE LEADERS CHARACTERISTICS OR TRAIT ARE FIXED AND RIGID

Identify the leaders trait or characteristics

MATCH THE LEADERS TRAIT OR CHARACTERISTICS TO THE JOB SITUATION

STUDY LEADER/MEMBER RELATIONSHIP AND LEADER POSITION POWER

MEASURE EFFECTIVENESS BY TASK OR GOAL ACCOMPLISHED

PATH-GOAL THEORY

Robert House Derived from Expectancy theory

Believed that people act as they do, because they expect their behavior to produce satisfactory result

People are motivated by being able to carry out their work, which they believe will contribute to the desired outcome and provide them with rewards for work

Leaders clarify and set the goals of the subordinates and help them find the best path to achieve their goals.

The effective leader makes the appropriate path easier for the worker to follow

Effective leader matches style to the situation or environment

PATH GOAL THEORY

LEADER FUNCTION Directive Supportive Participative Achievement oriented

SPECIFIC LEADER BEHAVIOR Motivate Employees – help them achieved valued goals Consider contingencies

Employees’ personal characteristics, needs and abilities Environmental characteristics Authority system Work group

EXPECTED OUTCOME HIGH JOB SATISFACTION HIGH PERFORMANCE FEWER GRIVANCES

SITUATIONAL THEORY

Hersey and Blanchard A person may be a leader in one situation &

follower in another Type of leadership needed depends on the

situation Effectiveness of a person’s leadership style depends

not so much of the leader but on the followers Maturity of the follower s should be assess Effective leader :

changes or adapt leadership style to match the followers ‘ need

Attempt to increase followers’ level of maturity

SITUATIONAL THEORY

4 CATEGORIES OF LEADERSHIP STYLE: based on task and relationship levels

a. High task/low relationship behavior “telling” leadership style

b. High task/high relationship behavior “selling” leadership style getting people top “buy in” to an approach, policy or new staffing or management structure

c. Low task/high relationship behavior ”participating” leadership style

d. Low task/low relationship behavior “delegating” leadership style

“SUBSTITUTES FOR LEADERSHIP”

Kerr and Jermier Certain variables or factors may influence followers’

behaviors as much or more than the leader’s behavior IDENTIFIED SUBSTITUTES FOR LEADER BEHAVIOR

a. Amount of feedback provided by taskb. Significant work group cohesionc. Rigid adherence of group to rulesd. Intrinsic satisfaction provided by the work or task

CURRENT COMTEMPORARY THEORIES

CHARISMATIC THEORY

Robert HouseCharismatic leaders have 4 characteristics:- Dominance- Self confidence- Need for influence and power- Conviction of moral righteousnessCHARISMA – Inspirational quality possessed by

some people that makes others feel better in their presence

LEADERS inspires other by:- obtaining emotional commitment from followers- arousing strong feeling of loyalty and enthusiasm

TRANSFORMATIONAL LEADERSHIP THEORY

Both leaders and followers act on one another to raise their motivation and performance to higher levels

Focus : allowing innovation and change Depends on the concept of EMPOWERMENT

All parties are allowed to work together to the best of their ability, to achieve a collective goal

Two types of leadera. Transactional leader: person responsible for

day to day operationsb. Transformational leader: person responsible for

maintaining the overall vision and motivating people to incorporate the vision in their work

MOTIVATIONAL THEORIES

REINFORCEMENT THEORY

B.F. Skinner (1953) Views motivation as learning Person becomes conditioned to associate a

behavior with a consequence (+ or -) Leaders are more effective when they can

control or manipulate the consequences of the follower’s behavior

Works well when enough positive reinforcement exist and when leaders have certain control over followers’ access to the rwards

EXPECTANCY THEORY

Emphasizes that people don’t just respond passively to reinforcement or lack thereof; rather they are actively and consciously interacting with their environment

3 motivational components:a. EXPECTANCY: the perceived probability that certain effort will lead to desired action or behaviorb. INSTRUMENTALITY: the belief that a given performance level will lead to an outcomec. VALENCE: perceived value of the outcome

EQUITY THEORY

The degree of perceived fairness in the work situation is the key to job satisfaction and effort of workers

GOAL SETTING THEORY

Suggest that people don’t expend effort for rewards or task outcome but to accomplish the goal themselves

3 assumptions according to Locke (1968)a. Specific goals are more effective than general goals for motivating higher performanceb. More difficult or challenging goals lead to higher performancec. Incentives or rewards are effective only in that they encourage people to change their goals

INTERACTIONAL THEORIES

1970 – PRESENTLEADERSHIP BEHAVIOR IS GENERALLY

DETERMINED BY THE RELATIONSHIP BETWEEN THE LEADER’S PERSONALITYAND THE SPECIFIC

SITUATION Focuses more on leadership as a process of

influencing others within an organizational culture and the interactive relationship of the leader and the follower

INTERACTIONAL THEORIES

SYSTEM THEORY - Shein (1970)

Hollander (1978)

Kanter (1977)

Nelson and Burns (1984)

SYSTEM THEORY: SCHEIN (1970)

System: a set of objects , with relationship between the objects and their attributes

Assumptions: People are very complex and highly variable Peoples motives do not stay constant, changes

over time Goals can differ in various situations Person’s performance and productivity are

affected by the nature of the task and by ability, experience, and motivation

No single leadership strategy is effective in every situation

HOLLANDER (1978) Saw leadership as a

dynamic two-way process Leadership exchange

involves 3 basic elements: The LEADER: his

personality, perception, and abilities

The FOLLOWERS: their personality, perception, and abilities

The SITUATION: within which the leader and followers function formal and informal group norms, size and density

Leadership effectiveness requires: Ability to use problem

solving process Maintain group

effectiveness Communicate well Demonstrate leader

fairness, Competence, Dependability, Creativity

Develop group identification

KANTER (1977)

The structural aspect of job shape a leader’s effectiveness

Leaders becomes empowered through both formal and informal system of the organization

NELSON AND BURN’S (1984)

Suggested that organization and their leaders have 4 developmental levels and these levels influence productivity and worker satisfaction

4 developmental levels Reactive Responsive Proactive High performance team

4 DEVELOPMENTAL LEVEL

REACTIVE LEVEL Reactive leaders:• focuses on the past•Is crisis driven•Frequently abusive to subordinates

RESPONSIVE LEVEL Leader is able to mold subordinates to work together as a team, although the leader maintains most decision-making responsibility

PROACTIVE LEVEL Leader and followers become more future oriented and hold common driving values

HIGH PERFORMANCE TEAM

Maximum productivity and worker satisfaction are apparent

TRANSFORMATIONAL LEADERSHIP THEORY

Transformational leader A manager who:

is committed Has a vision Able to empower others with his vision

Inspires able to motivate performance beyond expectations through their ability to influence attitudes

Inspires and motivates followers not only as role model by also recognizing the uniqueness of their followers and being creative

An interactive relationship based on trust that positively impacts both the leader and the followers

TRANSACTIONAL THEORY

Traditional managers concerned with day to day operations

Set goals, gives direction, and uses rewards to reinforce employees behavior associated with meeting established goal

Emphasize process in setting goals and giving directions and seeks to control both situation and followers

COMPARISONS

TRANSACTIONAL LEADER TRANSFORMATIONAL

Focuses on management task Identifies common values

I s a caretaker Is committed

Uses trade-offs to meet goals Inspires others with vision

Does not identify shared values

Has long term vision

Examines causes Looks at effects

Use contingency reward Empowers others

LEADERSHIP THEORIST AND THEORIES

THEORIST THEORY

ARISTOTLE Great man theory

LEWIN AND WHTE Leadership style

FOLLETT Law of the situation

FIEDLER Contingency leadership

BLAKE AND MOUTON Task vs relationship in determining leadership style

HERSEY AND BLANCHARD Situational leadership theory

KANTER Organizational structure shapes leader effectiveness

GARDNER The integrated leader-manager

21ST CENTURY CONCEPT OF LEADERSHIP

SERVANT LEADERSHIP

Greenleaf : developed the idea of servant leadership 30 years ago Greatly influence the 21st century Put serving others as the number one priority

Employees Customers Community

Howatson-Jones (2204) “leaders serving the needs of followers, and

empowering them rather than the organization

QUALITIES OF SERVANT LEADERS Ability to:

listen on deep level keep an open mind and

hear without judgments deal with ambiguity,

paradoxes and complex issues

Be servant, helper, and teacher first and then a leader

Use foresight and intuition Belief that honestly sharing

critical challenges with all parties and asking for their input is more important than personally providing solution

Being clear on goals & good at pointing the direction towards goal achievement without giving orders

Always thinking before reacting

Choosing words carefully so as not to damage those being led

Seeing things whole and sensing relationship and connections

21ST CENTURY THEORY OF LEADERSHIP

PRINCIPAL AGENT THEORY Suggest that not all

followers are inherently motivated to act in the best interest of the leader Because followers may

have an informational (knowledge/expertise) advantage over the leader

Leaders must identify and provide agents with appropriate incentives to act in the organization’s best interest

HUMAN AND SOCIAL CAPITAL THEORY Recognizes that

individuals and organizations invest in human capital in anticipation of gains, in the forms of increased productivity and financial returns

Human capital – group’s collective knowledge, skills, and abilities

21ST CENTURY THEORY OF LEADERSHIP

EMOTIONAL INTELLIGENCE THEORY Reeves (2005):

suggest that “ cognitive intelligence” is only half of the equation necessary for success in the workplace

The other half of the equation and of most important half is EI

Emotional Intelligence The capacity to get

optimal results from relationships with other

Ability to use emotions effectively - it is the foundation of high performing relationship (Inst. of Organizational Performancce)

5 COMPONENTS OF EI

Self awareness Ability to recognize and

understand one’s own moods, emotions and drives as well as its effects on others

Self regulation Ability to control or

redirect disruptive impulses

Motivation Passion to work for

reasons that go beyond money or status

Empathy Ability to

understand and accept emotions of others

Social skills Proficiency in

handling relationship and building networks

Ability to find common grounds

AUTHENTIC LEADERSHIP

1990’s Suggest that in

order to lead, leaders must be true to themselves and their values and act accordingly

Stanley (2006) Call this Congruent

leadership A match

(congruence) between the activities, actions and deeds of the leader and the leader’s values, principles and beliefs

5 DISTINGUISHING CHARACTERISTICS OF AUTHENTIC LEADER

Purpose Understand their own

purpose Values

Link between purpose and passion by having congruence with beliefs and actions

Heart Care for themselves

and the people they lead

Genuine compassion

Relationship Value building

relationship and establishing connections with others

Self discipline Incorporates balance

into the personal and professional life

21ST CENTURY THEORY OF LEADERSHIP

THOUGHT LEADERSHIP Applies to a person who

is recognized among his peers for innovative ideas and demonstrates the confidence to promote those ideas

Any situation in which one individual convinces another to consider a new idea, product or way of looking at things

QUANTUM LEADERSHIP 1990’s Leaders must work

together with subordinates to: Identify common goal Exploit opportunities Empower staff to

make decisions for organizational productivity to occur

MANAGEMENT

DEFINITION

Management skill: Focus on the development and deployment of: VISION, MISSION, STRATEGY & CREATION OF MOTIVATED WORK PLACE

The process of empowering people thru persuasion.

Use of one’s skill to influence others to perform to the best of their ability towards goal achievement