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Trait Theories
Focused on leadership traits Assumes that a person must have certain innate abilities or personality traits in order to be a leader
Trait theories:
Great Man Theory Trait Theory Individual Character Theory
Trait theory
Assume that people inherit extraordinary qualities and traits that make them better suited to leadership. Believe that leaders were born Special traits: tireless ambition, zest for life, great orator skills, irresistible good looks, extremely persuasive Ex. Pope John Paul II, Mother Teresa, Margaret Thatcher, Nelson Mandela
Positive Traits
Leaders who have positive traits bring people to progress Cheerful, forgiving, intelligent, good looking men and women among others Effective leaders build leaders while leading. (anonymous)
Negative Traits
Leaders who have negative traits take people to destruction. They destroy rather than build. They are not able to grow good leaders but followers who go after each other Bitter, aggressive, loud-mouthed, sullen and ugly people.
BEHAVIORAL THEORIES
Concerned with what leaders did and act than who the leader is Based upon the belief that leaders are made not born, people can be taught to become leaders through experience and observation
Of these, there is no one leadership style that is considered optimal or desired for all leaders to possess. Effective leaders need to be flexible, and must adapt themselves according to the situation. Each leader must know his/her intrinsic style.
1. decide on their own and if necessary sell their decision 2. consult some staff members individually, gathering some informal ideas and then make the decision themselves 3. consult the staff as a group, gathering their suggestions but still making the decision themselves 4. facilitate a meeting where they define the problem and set the limits within which a decision needs to be made, and then uses a consensus approach to make a decision 5. delegate the decision-making process either to the team or individual responsible for enacting the decision
ROBERT HOUSE
PATH GOAL THEORY of Leadership the leader can affect the performance, satisfaction, and motivation of a group through rewards, clarification of paths to goals and removal of obstacles in work performance.
LEADERSHIP STYLES:
Directive leadership: specific advice is given to the group and ground rules and structure are established. Supportive leadership: good relations are promoted with the group and sensitivity to subordinates needs is shown Participative leadership: decision making is based on consultation with the group and information is shared with the group Achievement oriented leadership: challenging goals are set and high performance is encouraged while confidence is shown in the groups ability
4 types of behavior
1. Contingent reward to influence behavior, the leader clarifies the work needed to be accomplished. The leader uses rewards or incentives to achieve results when expectations are met.
2. Management by Exception
To influence behavior, the leader uses correction or punishment as a response to unacceptable performance or deviation from the accepted standards. A conservative approach whereby additional resources are applied in response to any event falling outside of established parameters. It seeks to minimize the opportunity for exceptions by enforcing defensive management processes
4.Laissez-faire leadership
The leader is indifferent and has a hands-off approach towards the workers and their performance. The leader ignores the needs of others, does not respond the problems and does not monitor performances
2.Transformational Leadership
The most effective and beneficial leadership behavior to achieve long-term success and improved performance
Promotes employee development Attends to needs and motives of followers Inspires through optimism, influences changes in perception Provides intellectual stimulation and encourages follower creativity Uses role modeling Provides sense of direction and encourages self management
Transformational leaders are highly visible, and spend a lot of time communicating A person with this leadership style is a true leader who inspires her team constantly with a shared vision of the future.
Servant leadership
Servant-leadership emphasizes the leader's role as steward of the resources (human, financial and otherwise) provided by the organization. It encourages leaders to serve others while staying focused on achieving results in line with the organization's values and integrity..
1.How is successful and effective leadership defined in the context of the Philippines? 2.What are the defining characteristics of successful and effective Filipino leaders in either or both public as well as private institutions? 3.How are such leaders formed or trained? Are successful leaders born not made, or viceversa? 4.Can successful leaders of NGO organizations be successful leaders of government or public organizations, and vice-versa?
Quantum Leadership
Porter OGrady and Malloch (2003) as new leadership for new age. They think most leaders are neither fully prepared nor equipped to change outmoded models because the foundation of their relationship concepts are based in the past.
Quantum Leadership
Control is not the issue, rather change dominates the climate. The leader recognizes continual movement and change occur in reality and creativity and innovation area at the core of good work performance. Based on the concepts of Chaos theory
Quantum Leadership
It matters little what you did; it only matters what outcome you produced. Employees become directly involved in decision making as equitable and accountable partners and managers assume more of an influential facilitative role, rather than one of control.
Charismatic Leadership
Based on personal qualities such as charm, persuasiveness, personal power, self-confidence, extraordinary ideas, and strong (often unconventional) convictions. The leaders personality arouses great affection and emotional commitment, first to the leader and secondarily to the beliefs and causes of the leaders espouses.
Relational Leadership
Also known as Relationship oriented leadership or Connective leadership. Recognizes that today we are all connected and that relationships form the cornerstone of contemporary leadership Purpose to better coordinate and integrate patient care services in a caring, noncompetitive manner. Focus link voluntary agencies, communities, governing groups to improve patient-centered care.
Relational leadership
The process of developing relationships and creating connections requires the leader to:
Identify actual & potential collaborators Communicate & sell a potential shared vision to those in varied settings & under disparate conditions Describe the value each collaborator could bring to the endeavor, both to the individual & others
Facilitate communication by sharing information, preparing for interactions & following up on communication exchanges Build & maintain social interaction & comfort Define & sell roles & assignments Track & reward contributions Formalize an integrated effort at the right time
Shared Leadership
Based on the empowerment principles of participative & transformational leadership Assumes that a well- educated, highly professional, dedicated workforce is comprised of many leaders. Different issues call for different leaders, or experts to guide the problem solving process.
Shared Leadership
Elements:
Relationships Dialogues Partnerships Understanding boundaries
Shared Leadership
Examples:
Self-directed work teams: work groups manage their own planning, organizing, scheduling, and day-to-day work activities Shared governance: the nursing staff are formally organized at the service area and organizational levels to make key decisions about clinical practice standards, quality assurance & improvement, staff development, professional development, aspects of unit operations & research.
Co leadership : two people work together to execute a leadership role. The development of co-leadership depends on the flexibility & maturity of both individuals & such arrangements usually require a third party to provide ongoing consultation & guidance to the pair.
FORMS OF POWER
( Ability to impose the will of one person or group to bring about certain behaviors in other persons or group) A. Legitimate power- given to the manager by the organization because of the managerposition in the hierarchy. Ex: director of Nursing services, supervisor, head nurse
B. Reward power- based on the ability of the manager to control and administer rewards (e.g. promotion) to other for compliance with the leaders orders or request. c. Coercive power- founded on the managers ability to use punishment on others (e.g. reprimands) for noncompliance with the managers orders
D. Expert power- derived from some special ability, skill or knowledge (e.g. dialysis nurse) demonstrated by the individual. E. Referent power- maybe based on a certain attractiveness or appeal of one person to another (e.g. the nurse who is consistently supportive or helpful). May also be based on a persons connection or relationship with another powerful individual.
LEVEL 3 PRODUCTION People follow because of what you have done for the organization LEVEL 4 PEOPLE DEVELOPMENT People follow because of what you have done for them. LEVEL 5 PERSONHOOD People follow because of who you are and what you represent.
DEFINITION OF MANAGEMENT
Management can be defined as a process of coordinating actions and allocating resources to achieve organizational goals. An art of accomplishing things through people.
Accdg to Gulick and Urwick , management process is being served through the seven principles : Planning Organizing Staffing Directing Coordinating Reporting Budgetting
Levels of Managers
1. Low level Manager - 1st line Managers such as the Nurse manager they supervise others as they deliver care as well as supervising the quality of care given. Time is mostly spent in planning with other responsibilities such as coordinating, evaluating , negotiating and serving as a generalist
2. Middle level Manager Often called the Director. Ex. Director of CCU spend less time in the supervising but still focuses in the planning and in the coordinating
3. High level Manager Or the Executive Level. Ex. Chief Nurse Executive Does the planning and being the generalist are greatly expanded role function
This is where Leadership responsibilities will be integrated among all organizational participants who function as knowledge workers and provide their professional expertise. Among nurses, specialized knowledge is the practice and science of nursing used to serve patients and families.
MANAGEMENT THEORIES
The classical perspective includes three subfields of Management : Scientific Method Bureaucratic Theory Administrative Principles
SCIENTIFIC METHOD
Frederick Taylor, author of Principles of Scientific Management : focuses on the productivity an organization is a machine to be run efficiently to increase production Study time and motion that emphasized efficiency and culminated in one best way of carrying out work. Frank Gilbreth revolutionized surgical efficiency in the OR resulting in shorter duration that substantially reduced risks from surgery for patients at that time.
BUREAUCRATIC THEORY
Max Weber efficiency is achieved through IMPERSONAL relations within a formal structure. Competence should be the basis for hiring and promoting an employee, and decisions should be made in an orderly and rational way based on rules and regulations. It is a hierarchy with clear superior-subordinate communication and relations, based on positional authority, in which orders from the top were transmitted down through the organization via clear chain of command.
ADMINISTRATIVE PRINCIPLES
Are general principles of management that are relevant to any organization. In addition to some of the principles described as the management process. Added unity of command and direction . It means that a worker would get orders from only one supervisor and related work would be grouped under one manager. Concept of INFORMAL organization. Ex. Marketing Arm
HAWTHRONE EFFECT Ex. The study of lightings in Hawthrone Plant :. Increased production did not only answer the study that lighting effects increased the production but also concluded the effects of being watched and receiving special attention could alter a persons behaviour. The phenomena of being observed or studied could result to a change of behaviour is called the Hawthrone effect.
MOTIVATION THEORIES
Workers output is greater when treated humanistically. Motivation is whatever influences our choices and creates direction, intensity and persistence in our behaviour. Motivation is a process that occurs internally to influence and direct our behaviour inorder to satisfy needs. Motivation Theories are not management Theories however they are frequently included along with management theories.
Accdg to Maslow, motivation begins when a need is not met The need for self actualization is the pinnacle of performance and achievement
Theory X : Is that in the Bureaucratic organizations, employees prefer security, direction and minimal responsibility. Coercion, threats or punishment are necessary because people do not like the work to be done. These employees are not able to offer creative solutions to help the organizations advance.
Theory Y The assumption is that in the context of the right conditions, people enjoy their work, can show self control and discipline, are able to contribute creatively and are motivated by ties to the group, the organization and the work itself.
THEORY Z
William Ouchi based on his study of the organizations in Japan. Collective decision making is the hallmark of theory Z. Focus on long term employment that involves slower promotions and less direct supervision. The organization invests in its employees and addresses both home and work issues creating a path for career development.
BENNERS 5 MODELS
1. Novice nurse. They are those practitioners who are task oriented and focused. 2. Advance beginners. They are nurses who are able to demonstrate marginally acceptable performance.
BENNERS 5 MODELS
3. Competent nurses. They are nurses performing the same role for two to three years who have developed the ability to view their actions as part of the long-range goals set for their patients. Their conscious and deliberative planning skills promote efficiency and organization.
BENNERS 5 MODELS
4. Proficient nurses. They are nurses who look at situations as wholes rather than a series of tasks. They have learned from their experiences the need to develop a plan of care for a patient to be guided from point A to point B and that in typical situations, a patient is expected to manifest specific behaviours to achieve specific goals.
BENNERS 5 MODELS
5. Expert nurses. They are nurses who are expertise is so imbedded in their practice as they intuitively know what is happening with their patients. A patients cardiac arrest may occur when the intuitive sense of an expert nurse is not immediately attended to. Expert Nurses strive for professional advancement who eventually become clinical specialists.
Motivational Theory
Maslows theory of motivation is one of the leadership in nursing. - physiological needs - safety needs - belongingness needs - esteem needs - self-actualization/self-accomplishment
Interactional Theory
- signifies an interaction between the person and situation. It maintains that in simple reflex types of behavior the stimulus acts on the organism and elicits the response, and the organism plays no active part in the selection or interpretation of behavior.
Theory X
People will only work to fulfill the organizational goals when controlled and threatened People prefer to be directed, hope to avoid responsibility and are more interested in financial gain Presupposes that people naturally dislike work and will avoid it whenever possible
Theory Y
Man is:
Responsible Creative Self possessed Self directed A problem solver This theory encourages workers to develop their potential as they are able to learn under proper conditions to seek and accept responsibility
THEORY Z
Theory Z focused on increasing employee loyalty to the company by providing a job for life with a strong focus on the well-being of the employee, both on and off the job. According to Dr. William Ouchi, its leading proponent, Theory Z management tends to promote stable employment, high productivity, and high employee morale and satisfaction.
Theory Z
7 basic criteria Hard S 1. superordinate goals those which hold the organization together 2. strategy method of doing things 3. structure concern with the physical plant and facilities 4. systems coherence of all parts of the organization for a common goal
Theory Z
Soft S
5. Staff concern for the right people to do their job 6. Skills developing and training people 7. Style the manner of handling peers, subordinates and superiors
Theory Z
Important elements: - collective decision making - long term employment - slower but more predictable promotions - indirect supervision - holistic concern for employees