LEADERSHIP

PRESENTED BY:
Prof.(Mrs.)Sandeep Kaur,
College of Nursing, D.M.C&H
INTRODUCTION
OF
LEADERSHIP
 Lead is a word, meaning “to
go”.

 To lead mean-
a) To be in advance, to be
prominent.
b) To guide others, to be head of
an organization, to hold
command.

 Leadership is the art of getting

others to want to do
something you are convinced
should be done.
 DEFINITIONS OF LEADERSHIP
 Leadership is the quality
of an individual’s
behavior whereby he is
able to guide the people
or their activities
towards certain goals.
Contd…..
• Leadership is a process of influencing a group in a
particular situation at a given point of time and in a
specific set of circumstances that stimulate people to
strive willingly to attain the common objectives and
satisfaction with the type of leadership provided.
(James J. Cribban )
• Leadership is one of the quality of behavior of individual
there by they guide people or their activities in organized
effort.
( Chester Bernard)
 Contd…..
•Leadership is an influencing people to follow in the achievement
of common goal.
(Harold K.)
•The process of persuasion and example by which an
individual(leadership team) induces a group to pursue objectives
held by the leader or shared by the leader and his or her
followers.
(Gardner)
Contd…..
• The leader is one who has authority and power .
(Mazumder)

• Leadership over human beings is exercised when

persons with certain motives and purposes mobilize in
competition or conflict with others, institutional,
political, psychological, and others recourses so as to
arouse, engage and satisfy the motives of followers.
(James Mac. Gregor Burns, 1978)
CONCEPT OF LEADERSHIP
• Leaders are made, not born.
• Leadership is a set of function,
not the role of an individual.
• Different situations require
different patterns of leadership
functions .
• Leadership functions are more
effectively performed when
they are distributed within the
group.
Contd…..
• Leadership is not synonymous
with administration, management
or supervision.
• A job does not make a person a
leader.
• Person’s behavior determines
leadership position.
COMPONENTS
OF
LEADERSHIP
 CHARACTERISTICS
OF
EFFECTIVE LEADERS
1) Enthusiasm: By the manner
of working, leader should
say to everyone "this job is
important and to be done
on time.“

2) Courage: He must have the

ability to take 'guts' to invite
difficulties when necessary.
3) Self confidence: He should
know his assets and limitation
and set realistic goals.
4) Integrity: He should keep his
promise and has loyalty to the
reputation of the profession
and his subordinates.
5) Friendliness: He should have a
basic interest in and respect for
people as individuals.
6) Ability to organize and plan
work: He should have the
ability to analyze the
situation as a whole and
plan for future
improvement.
7) Ability to give and get co-
operation: He should invite
suggestions from team
members and give orders in
a friendly manner.
8) Ability to maintain standards of conduct and
performance: He should be able to maintain standards
of performance and discipline among subordinates.
9) Ability to make sound decisions: He should be
impartial and should avoid snap judgments.
10) Ability to select and develop personnel: He should be
a shrewd judge of character and arrange gaming for
this development of sub-ordinates.
LEADERSHIP SKILLS
The following skills are needed:
1. Speaking skills 7. Decision-making skills
2. Writing skills 8. Problem-solving skills
3. Listening skills 9. Critical analytical skills
10. Political skills
4. Skills of
comprehension 11. Administrative skills
5. Committee work 12. Supervisory skills
skills
6. Interpersonal skills
FUNCTIONS OF LEADER
PRIMARY FUNCTIONS
1) Executive : He is the top coordinator
of activities of the group. He
determines and execute the policies
and assign the work to other group
members.
2) Planner : He decides the ways and
means by which the group shall
achieve its ends and any involve
immediate and long range future
steps to the goals.
3) Policy maker: He establishes group goals and policies
and they may arise from three sources that is :
(i) from above (higher authority)
(ii) From below (group members )
(iii) Leader himself
4) Expert: Leader is a source of readily available
information and skills. In informal and spontaneous
groups , the man who demonstrates the greatest
technical knowledge relevant to the group goals
becomes the leader. E.g. A guide on a camp.
5) External group representative
(Gatekeeper): He is the official
spokesman for the group and
outgoing and incoming
communications of the group are
channeled through him .

6) Controller of internal relations: He

governs the group structure and
function as the controller of in-
group relations.
7)Surveyor of rewards and
punishments: It is the leader’s
power to apply rewards and
punishments which enables him to
exercise control over the group
members.
8) Arbitrator and mediator: It is within
the power of a leader to reduce or
to encourage factionalism within the
group depending upon what person
aims he seeks to achieve .
ACCESSORY FUNCTIONS:
1) Exemplar : The leader may
serve as a model of behavior
for the group members .thus,
providing with a concrete
indication of what they should
be and what they should do.
E.g. Military Leader.
2) Symbol of the group : Leader
provides a kind of cognitive
focus for group unity and group
continuity .
3)Substitute for individual
responsibility : The leader
plays an important role for
the individual member in
relieving him of responsibility
for personal decisions and
acts that he wishes to avoid.
4) Ideologist : The leader serves
as the source of the beliefs,
values and norms of the
individual members.
Contd…..
5) Father figure : Leader serves as a perfect focus for the
positive emotional feelings of the individual. He is the
ideal object for identification, for transference of
feelings of submissiveness.

6) Scapegoat: The leader may serve as a target for the

aggressions of the frustrated, disappointed and
disillusioned group and it is the opposite side of the
coin. He may be blamed in the event of failure too.
LEADERSHIP
MODELS
 BEHAVIOURAL MODEL
 According to this model a leader behaves according to
a certain role expectations of the group.

 According to these role expectations, traditional

leadership theorists say that every leader can be
defined on the four basic styles.
STYLES OF LEADERSHIP
 The style is the way in which the leader influences
followers.
 The styles are based on types of control that leaders
exercise in a group and their behavior toward group
members.
 The styles vary on the basis of the duties the leader feels,
he alone should perform, the responsibilities the leaders
expects his followers to accept and the philosophical
commitment of the leaders to the development and
fulfillment of subordinates expectations.
• According to the philosophies of leaders towards their
followers, the techniques of leadership and its patterns
and styles may be classified as:-
i. Autocratic leadership or Authoritarian or Leader-
centered leadership.
ii. Consultative, Participative, Democratic or Group-
centered leadership.
iii. Laissez-faire, Free-rein or Individual-centered
leadership.
iv. Bureaucratic or Rules-centered leadership.
 AUTOCRATIC STYLE LEADERSHIP
 When the style is autocratic the manager
exercises rigid control over his
subordinate.
 An autocratic believes in the "carrot and
stick" method to motivate their
subordinates by a promise of reward
when they do what they are told to do
and a threat of punishment when they
fail to carry out his decisions.
Contd….
 The manager expects from his subordinates observance of
codes and predictable obedience.
 The autocratic manager prefers one way (top-down)
communication.
 He is very directive.
 He does not allow any participation.
 He is more concerned about the task.
 He is friendly while praising and impersonal while
criticizing.
Contd….
 Group members under
this style show more of
aggressive, hostile and
indifferent behavior
compared to their
counterparts under other
styles of leadership.
 THIS STYLE IS MOST EFFECTIVE TO USE WHEN:
• New, untrained staff do not know which tasks to perform or
which procedures to follow.

• Staff do not respond to any other leadership style.

• Limited time in which to make a decision.

• A manager’s power challenged by staff.

• Work needs to be coordinated with another department or

organization.
SHOULD NOT BE USED WHEN:
• Staff become tense, fearful or
resentful.
• Staff expect their opinions to be
heard.
• Staff depend on their manager
to make all their decisions
• Low staff morale, high turnover
and absenteeism and work
stoppage.
 DEMOCRATIC STYLE LEADERSHIP
• In contrast to the autocratic style,
the democratic style allows the
group members to participate in
the decision-making process.
• The members of the group are
considered important entities and
their participation in decision-
making is encouraged.
Contd….
• A democratic manager believes in
maintaining good human relations with his
subordinates and encourages participation
at all levels.
• He encourages discussion, and allows
participation.
• He shared his leadership responsibilities
with his followers.
• He involves them in planning and execution
of task.
Contd….
• An important advantage of participative management is
that it gives to members of the group a sense of
belongingness.
• This is a more likeable style.
• The leader never "bosses" over the subordinates, and
yet they have plenty to do.
• Group members show less aggressive and more
indifferent behavior as compared to the behavior when
they are under the autocratic style.
THIS STYLE IS MOST EFFECTIVE TO USE WHEN:

 highly skilled or experienced staff or when

implementing operational changes or resolving
individual or group problems.
SHOULD NOT BE USED WHEN:

• Not enough time to get everyone’s input.

• Easier and more cost-effective for the manager to
make the decision.
• Can not afford mistakes.
• Manager feels threatened by this type of leadership.
• Staff safety is a critical concern.
 LAISSEZ-FAIRE STYLE LEADERSHIP
• This type of leadership is
characterized by the extent to
which the manager avoids
contact with the group.
• The laissez-faire type of
manager exercises minimum
control over the group
members.
Contd….
• The group is left to itself to try for goal achievement,
without any interference from the leader, unless his
assistance is sought.
• He gives complete freedom to the group and does not
provide any leadership.
• He does not establish policies and procedures to do the
task.
• Each member is left to his/her own. No one attempts to
influence the other.
Contd….
• The immediate advantage of this type is that it allows
the members to develop themselves by giving them an
opportunity to try and find ways and means of achieving
group objectives.
• However, lack of control over the group members may
result in non-attainment of specific goals and objectives
for which the group is created.
• The group members may try to realize their personal
objectives.
Contd….
• Further, if there is a clash of interest among the
members of the group, it may result in serious group
conflict and loss of group cohesiveness.
• The confusion and disorder in this style as compared
to strictness and rigidity in autocratic style make this
likeable, but the results may not be good.
THIS STYLE IS MOST EFFECTIVE TO USE WHEN:

• Staff highly skilled, experienced and educated.

• Staff have pride in their work and the drive to do it
successfully on their own.
• Outside experts, such as staff specialists or consultants
used.
• Staff trustworthy and experienced.
SHOULD NOT BE USED WHEN:

• Staff feel insecure at the unavailability of a manager.

• The manager cannot provide regular feedback to staff on

how well they are doing.

• Managers unable to thank staff for their good work.

• The manager doesn’t understand his or her responsibilities

and hoping the staff cover for him or her.
 COMPARISON OF
AUTOCRATIC,DEMOCREATIC
AND
LAISSEZ-FAIRE
LEADERSHIP STYLES
 AUTOCRATIC DEMOCRATIC LAISSEZ-FAIRE

DEGREE OF FREEDOM Little freedom Moderate freedom Much freedom

DEGREE OF CONTROL High control Moderate control No freedom

DECISION MAKING By the leader Leader and group By the group or no one

LEADER ACTIVITY
High High Minimal
LEVEL

ASSUMPTION OF
The leader Shared Abdicated
RESPONSIBILITY

OUTPUT OF GROUP Good quality Less efficient May be poor

EFFICIENCY Very efficient Less efficient Inefficient

 BUREAUCRATIC STYLE LEADERSHIP
• This style of leadership fosters workers apathy.
• The rules serve as a specification of the minimum level of
acceptable performance.
• The leader's behavior is characterized by a higher degree
of reliance on rules, regulations and procedures to which
both he and his subordinates subscribe, as a result, the
process of administration is reduced to a series of routine
actions.
THIS STYLE IS MOST EFFECTIVE TO USE WHEN:
• Staff performing routine tasks over and over.

• Staff need to understand certain standards or

procedures.

• Safety or security training conducted.

• Staff performing tasks that require handling cash.

SHOULD NOT BE USED WHEN:

• Work habits form that are hard to break, especially if

they are no longer useful.

• Staff lose their interest in their jobs and in their co-

workers.

• Staff do only what is expected of them and no more.

THE EMERGENT LEADERSHIP STYLES
- People Oriented Leadership - Task Oriented Leadership
- Servant Leadership - Transactional Leadership
- Transformational Leadership - Charismatic Leadership
- Visionary Leadership Style - Manipulative Leadership
- Expert Leadership - Super Leadership
 PEOPLE ORIENTED LEADERSHIP
• In this , leaders are totally focused on organizing, supporting
and developing the people in their teams.
• It is a participative style, and it tends to encourage good
teamwork and creative collaboration.
• Is one that increases effectiveness & efficiency.
• Trains & develop his personnel's skills.
• Increases job satisfaction.
• Promotes a genuine interest to do a job. e.g. Mahatma
Gandhi.
 TASK ORIENTED LEADERSHIP
• Highly task oriented leaders focus only on getting the
job done, and they can be quite autocratic.
• It actively define the work and roles required, put
structures in place , plan , organize and monitor.
• This type of leader focuses on the job, concentrate on
the specific tasks to reach the goal.
• This leader suffers some motivational issues .
• Most common examples are industrialists .
 SERVANT LEADER:
• This is one who facilitates goal
accomplishment by takes the care of the needs
of his team members to be productive.
• He tends to achieve results
in slower time & member’s
engagement is higher.
 TRANSACTIONAL LEADERSHIP
• It starts with the idea that team members agree to obey
their leader totally when they accept a job.
• The transaction is usually the organization paying the
team members in return for their effort and
compliance.
• He is given the power to perform certain tasks
&rewards/ punishments for team performance.
Contd….
• He gives the opportunity to other
members to lead the group.
• He has the power to evaluate,
correct & train the subordinates to
make it to the desired level.
• E.g. Sardar Patel.
 TRANSFORMATIONAL LEADERSHIP
• When one or more persons engage with
others in such a way that leader and
followers raise one another to higher levels
of motivation and morality.
• People with this leadership style are true
leaders who inspire their teams constantly
with a shared vision of the future.
• This type of leader motivates to be
effective & efficient.
• He focuses on goal achievement by good
communication.
• This leader uses chain of command to get
the job done.
 CHARISMATIC LEADERSHIP
• Similar to transformational leadership.
• In this, leaders inspire lots of
enthusiasm in their teams and are very
energetic in driving others forward.
• This type of leader leads by infusing
energy & eagerness into the team
members.
• He inspires people to make any
sacrifices even their own lives for the
cause.
• He has to be committed to the
organization for the long run.
 VISIONARY LEADERSHIP
• This style is most appropriate when
an organization needs a new
direction.
• The leadership style focuses on how
the leader defines the future for
followers and moves them toward it.
• Its goal is to move people towards a
new set of shared dreams.
 MANIPULATIVE LEADERSHIP
• This style is based on belief
that employees are persons,
who should be manipulated
by the leader so that the
goal may be attained.

• It exploits the aspirations

of the employees.
 EXPERT LEADERSHIP
• The basis for expert
leadership is the
individual leader’s
knowledge and ability
and he assumes the role
of leader regardless of
his age, sex, physical or
other attributes.
 SUPER LEADERSHIP
• It is a new concept introduced by
Sims and Manz in 1989.
• ‘Super leader’ is one who leads others
to lead themselves.
• Super-leaders help each of their
followers to develop into an effective
self-leader by providing them with
the behavioral and cognitive skills
necessary to exercise self-leadership.
 FACTORS AFFECTING LEADERSHIP
1)PERSONAL CHARACTERISTICS
a) Personality: Physical features like
height, weight, health, appearance
determine the personality of an
individual. Good physical features
attract people.
b) Integrity: If a leader should possess
a high level of integrity & honesty,
he should be a role model to others.
c) Self confidence: Self confidence of leader
even in most difficult times motivate or
enhances the leadership.
d) Decisiveness: This trait of leader helps him
to manage the work of an organization.
e) Communication skills: Should have good
communication between them to achieve
organizational goals.
f) Social skills: Should have friendly behavior
with his colleagues & followers to maintain
good relationship.
2)Working Environment: Good
aesthetic, motivating, challenging
and favorable environment
including good working resources
availability have an influence on
leadership.
3)Flexibility:- Leader should be
flexible for adequate and
appropriate leadership. This
promotes good leadership.
4) Organizational Commitment
5) Knowledge
6) Motivation:- Leader should work
in order to satisfying their needs.
7) Multiplicity of roles:- A leader is
a only person who plays multiple
roles in an organization.
8) Consideration of whole person:-
Should consider each & every
worker as whole.
LEADERSHIP
IN
NURSING
• As the world grows, the health
problems, programmes and institutions
will increase tremendously. So is the
need for growth of effectiveness in
nursing leadership.

• Leadership is an important issue related

to how nurses integrate the various
elements of nursing practice, how to
ensure highest quality care for clients.
• The critical skills that every nurse
needs to possess to enhance
professional practice are:-
- Skills at interpersonal relationship
-Skills for applying problem solving
process.
• Thus there is need for effective
leadership in nursing at all levels to
ensure successfully co-operation
and direction of group to provide
high quality health care.
LEADERSHIP IN
CLINICAL AREA
 The nurse administrator be it the
Nursing Superintendent, Supervisor
or Ward Incharge is in a unique
position to lead the staff of her unit
in the desired direction, which
ultimately would help in achieving
the goals of the nursing department
i.e., quality nursing care. It is
absolutely essential for the nursing
administrator to possess the
qualities of effective leader.
ROLE  Responsibility for various operational areas.
 Maintaining budget.
 Maintaining staffing scheduling.
 Managing payroll.
 To assume clinical responsibility for each unit.
 Establishing an appropriate care delivery system.
 Clinical evaluation & professional development of
staff.
 Establishment of practice standards.
NURSE EDUCATOR
AS A LEADER
 QUALITIES OF NURSE EDUCATOR
AS A LEADER
1. Emphasizes on participative leadership.
2.Should have professional knowledge and adequate experience.
3. Should create a “WE” feeling among her staff and students.
4. Delegates responsibilities.
5. Should provide direction when needed.
6. Should be a forceful personality.
7. Create positive attitude among faculty and students.
Contd….
8. Should have good communication skills.
9. Should be authoritative and decision maker.
10. Should recognize human value.
11. Should have current knowledge.
12. Should motivate students to think and do.
13. Should be a trend setter in teaching.
14.Should possess multidimensional role of a friend,
philosopher and guide.
 LEADERSHIP
IN
COMMUNITY
HEALTH NURSING
QUALITIES OF COMMUNITY HEALTH NURSE
LEADER
o Alterness of mind to take a decision.
o Co-operativeness and ability to co-ordinate.
o Understanding of human nature.
o Ability to mobilize and motivate people.
o Empathy with social traditions and norms.
o Ability to assess situation correctly.
o Competence at assessing socio-cultural and economic needs of the
group.
o Public speaking and communication skills.
o A high frustration tolerance level.
o Emotional maturity.