Leadership and Management

Concept on Leadership Charismatic Theory

 Charisma – extraordinary power, as of
Leadership working miracles a gift of grace or of God.
 process of getting things accomplished through
individual and groups. Contemporary Theory
 ability to convey vision and mission, to win over  is appealing especially for it embraces
in achieving goals and objectives, persuade group leadership at all levels
agreement and to be a role model.  manager can motivate new nurses to submit
 process of inspiring other in an effort to achieve feedback on how well the specific procedure
goals. are carried out and implemented.
 process through which leaders win over to
change follower’s mind and those whose Situational Leadership Theory
competence and commitment produce  Paul Hersey / Kenneth Blanchard (1977)
performance.  2 distinct behavioral dimensions
- initiation of structure ( task action )
Theories on Leadership - relationship of maintenance actions
 Style of Leadership
Great Man Theory - Directing: W’s of task to accomplish
 born a leader, you will be a leader. - Coaching: guiding to increase capacity
 e.g Pres.Diosdado Macapagal = Pres. GMA - Supporting: boasting the morale
- Delegation: determine the capacity, potential
Leadership Trait Theory and ability.
 leaders are born
 leaders are discovered Transformation Leadership Theory
 leadership traits identified:  James Mac Gregor Burns ( 1978 )
- technical mastery  concerned with day to day operation, known
- self confidence as transactional. The transactional leadership
- intelligence builds power by doing whatever will to get
- alertness more followers.
- dependability  Burns calls leadership that delivers “ true
- creativity value, integrity who is committed his vision,
- personal integrity empower other and trust
- emotional balance
- decisiveness Transactional Transformational
- enthusiasm Leadership Leadership
Focuses on Identify common values
Contingency Theory management task
 Effectivenesss depends on two interacting Caretaker Is committed
factors: leadership style and the degree to which Uses trade-offs to meet Inspires other with
the situation gives the leader control and goals vision
influence , 3 things are important: Shared values not Has a long term vision
- leader - member relations identified
- task structure Examines causes Looks at effect
- position of power Uses contingency Empowers other
 Most Favorable: reward
- good leader – member relations
- high task structure House’s Path Goal Theory
- high position power  leadership is a function of both structure and
 Least Favorable: consideration and both are contingent on the
- bad leader – member relations needs of the followers
- low task structure
- low position power
  concentration at work
 learn from a diversity
Leadership Styles  balance tradition and change
 Authoritarian  open style
 Democratic  work well with the system
 Laissez Faire  serve as a model and mentor

Informal Leadership 4 Attributes

 chosen by the group
 leaders and followers are engage in interpersonal  values / skills and styles in leadership
relationship.  perception of self in role makes difference
 little or no formal authority  leader’s expectation
 treat everyone with dignity and respect  there must be internal forces:
 less need for power - confidence to your followers
 demonstrate a higher level of authentic leading - sense of security
- value to followers
Formal Leadership
 appointed leader Qualities of a Leader
 followers are attached to the formal leader
 decision-making responsibility  guiding
 limited in their ability to decide  technical and specific skill
 ability to challenge the status quo  initiative and entrepreneurial drive
 charismatic inspiration
Factors in Leadership  pre-occupation with role
1. Leader  a clear sense of purpose
2. Follower  result orientation
3. Communication  cooperation
4. Situation  optimism
 rejection of determinism
 delegation
Principles of Leadership
 role models
 self-knowledge
 Know yourself / seek self-improvement
 ability to choose winners
 Be technically proficient
 empathy
 Seek responsibility / take responsibility of
actions
Roles of a Leader
 Set example
 Know your people / look out for their well-being 1. can inspire other
 Keep your workers informed 2. provides direction to the employee
 Develop a sense of responsibility in your 3. you must have followers
workers 4. does not assure good management skills
 Ensure that the task are understood, supervised
and accomplished
 Use the full capabilities of your organization Moral
Characteristics of Effective Leader
Moral
10 Traits
 principles, teaching or conduct
 a state of mind (spirit, conviction or
 self-knowledge
enthusiasm) of a person toward a generally
 open to feedback
positive cause and purpose
 eager to learn and improve
 curious, risk taker
 capacity of the group to pull together persistently
and consistently in pursuit of a common purpose Message
 feeling of camaraderie among member
 sense of purpose and confidence in the future
 “esprit de corps” ( group spirit ) Principles of Communication

 know your audience

 know your purpose
 know your topic
Motivation
 expect objection
 credible with your subordinates
Techniques for Motivating Others
 follow through on what you say
 communicate a little at a time
 demonstrate trust in employees and recognize
 present information in several ways
effects.
 develop a practical, useful way to set
 sense of confidence
feedback
 understand job satisfaction factors
 use multiple communication technique
 encourage open communication
 be role model
 take an interest to others Barriers to Communication
 support the competitive spirit  culture, background/ bias
 reward positive behavior  noise
 share goal setting and decision making.  ourselves
 perception
Two Kinds of Motivation
 message
 environment
Motivation to Learn  smothering
 stress

Extrinsic Intrinsic
Organizational communication

Operant Social Cognition Affect A. Downward Communication

conditioning cognition
Advantages/Disadvantage:
Biology Spiritual  message filtering and distortion
 message overload
 one-way communication

Communication Managing Downward:

Communication  routine discussion

- process of transmitting information.  supervisor’s appraisal of individual
- process of passing the information.  manager’s appraisal of individual supervisors
 attitude survey
Communication Process  employee suggestion program
 grievance procedure
 open door policy
Feedback  exit interview

B. Upward Communication
Sender Channel Receiver
Managing Upward:
 general manager’s routine staff meeting with
supervisors
 general manager’s routine staff meeting with
employee
 supervisor’s routine meeting with employees
 employee newsletter for home delivery
 newsletter for supervisors
 bulletin board program
 employee handbook
 supervisor’s handbook

C. Horizontal Communication
Star Network

Communication Network

Chain Network

Power/ Empowerment

Different Forms of Power

 spiritual power
Y Network  information
 energy
 financial resources
 education
 food
 persuasion and influence
 skills
 position and status
 class
 language
 government agencies
Wheel Network  family

Empowerment
- increase the capabilities of your group

 devolved authority
 protection on right
 legal resolution

 knowledge
 community organization
Circle of Communication  linkages and network
 perspective perspective
Barriers in Creating An Environment for Assigned position Do not have delegated
Empowerment in an Organization authority/ obtain power
 organizational belief through other means
 control perception / needs and attitudes Have legitimate source Wide variety of roles
 organization inertia of power
 personal and interdepartmental barriers Are expected to carry Frequently not part of a
 employee number out specific function formal organization
 staff to assume Emphasize control, Focus on group process,
 managerial incompetence decision making , information gathering,
analysis and result feedback and
empowering other

Concepts on Management

Level of Management Management Leadership

1. Planning Based on authority Based on influence
2. Organizing Formally designated Informal designation
3. Directing position
4. Staffing Assigned position, Achieved position, part
5. Controlling or Evaluating improved by used of of every nurses role
effective leadership independent of
Qualities of a Good Managers management
Kind of leadership in Leadership occurs any
 strong people skill which the achievement time, one attempts to
 strong communication skill of organization goal is influence the behavior
 sense of fairness paramount of individual regardless
 consistency in behavior of the reason
 a belief that employee and company success are Accepts status quo Challenge status quo
more important that he is Have an eye on the Leaders have an eye on
 high degree of honesty bottom line the horizon
 willing to seek input from employee / build Manager initiate Leader originate
consensus Manager emulate the Leaders are their own
 open minded classic good soldier person
 a self controlled ego Managers copy Leaders show
 self confident originality
 a good listener
 able to direct when needed
 good perceptive / intuitive abilities

Manager Leader

Managerial administer Leader innovate

Ask how and when Ask what and when
Focus on system Focus on people
Do things right Do the right thing
Managerial maintain Leaders develop
Rely on control Leaders inspire
Have a short term Have a long term